Placing and developing talented disabled graduates Chris Sherwood and Kenny Borland.
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Transcript of Placing and developing talented disabled graduates Chris Sherwood and Kenny Borland.
![Page 1: Placing and developing talented disabled graduates Chris Sherwood and Kenny Borland.](https://reader035.fdocuments.in/reader035/viewer/2022080917/56649ec75503460f94bd35a5/html5/thumbnails/1.jpg)
Placing and developing talented disabled graduates
Chris Sherwood and Kenny Borland
![Page 2: Placing and developing talented disabled graduates Chris Sherwood and Kenny Borland.](https://reader035.fdocuments.in/reader035/viewer/2022080917/56649ec75503460f94bd35a5/html5/thumbnails/2.jpg)
Introduction to the day
This workshop includes:
• An introduction to Scope• An introduction to the issues surrounding disabled
leaders• A perspective from a current Leadership Recruits• An introduction to Leadership Recruitment• A perspective on in-work development• An opportunity to ask questions
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“Our mission is to drive the change to make our society the first in which disabled people
achieve equality”.
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• Founded in 1952• A leading national pan-disability organisation in England
and Wales• Leading campaigning organisation through our Time to
Get Equal Campaign to achieve equality for disabled people
• Significant provider of services for disabled people• Led by the lived experience of disabled people• One third of management team and 21% of staff are
disabled people
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Scope’s Employment Services:
• 592 place national WORKSTEP contract• Work Preparation programme in north and south Wales• Pathways to Work sub-contractor in Sussex/Surrey• Leadership Recruitment• Training and consultancy service
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What is the picture like?
• 50% of disabled people of working age are in the workplace
• Employment rates amongst disabled graduates (76%) are substantially lower than non-disabled graduates (90%)
• Disabled people more likely to be paid less and occupy less senior or technical positions
• Can you name any disabled leaders…?
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Why is this the case?
• “De-selecting” culture• Inflexible organisational culture• Institutionalised barriers in the education system• Employer attitudes• Disclosure• Reasonable adjustments• Lack of organisational leadership• Lack of role models• Lack of support and networking opportunities
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Introduction to Leadership Recruitment
• A unique route to a talented pool of disabled graduates• Over 15 years experience of recruiting, placing and
developing talented disabled individuals• Flexible model of service, tailored to your business
practices• A comprehensive recruitment process to ensure that you
secure the right individuals• Access to wealth of expertise around managing disability
in the workplace
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A perspective from Kenny Borland, Leadership Recruit at the Open University
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How does Leadership Recruitment work?
• Four stage recruitment process• All candidates are profiled to support job matching
Typically a 12-month placement• Placement type• Direct hire model• Support from a dedicated Leadership Recruitment
Coordinator
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Assessment Centre
Competencies
7 areas of competency assessed through 4 assessment activities
- Presentation- Interview- Case study- Negotiation
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Competency framework
Assessing skills, knowledge and behaviours around:
1. Planning and organising
2. Influencing
3. Communication and inter-personal skills
4. Business / social awareness
5. Team work
6. Initiative and leadership
7. Analysis and problem solving
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In-work support
• Support around making reasonable adjustments• Disability Equality Training available for line managers• All candidates have a Development Plan• Regular Performance Development Reviews• Access to Scope’s Leadership Development programme
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In work leadership development
• Structured development training• Action learning• Mentoring• Executive coaching• Peer support networks• Utilise internal development programmes
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A partnership with employers
Employer partners include:• Lehman Brothers• BT• The Open University• Welsh Assembly Government• Capital One
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What are the benefits?
• High profile programme• Access to a unique and untapped pool of talent• Support to grow talent in your organisation• Opens up doors for disabled people, which are often
closed• Opens up a new recruitment route for employers
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The Economist reported in May that the average time to reach the top is falling. The average time from a first
job to becoming chief executive is currently 24 years[1].
Considering the barriers that we have considered in this presentation – what would the average time for disabled
people be….?