I also believe that you cannot get done what you cannot measure.
Our industry has made waves in terms of diversity and inclusion, and indeed sustainability, but there still a long way to go when it comes to the hiring process, including the comms around it.
This isn't just about gender; its about age, race, and disability. I read recently that only 1/3rd of leaders in travel industry is identified as BAME.
We should by now fully appreciate the benefits of a diverse workforce. The stats below clearly demonstrates these. Research shows that organizations with greater levels of diversity outperform their competitors.
We, at Gail Kenny Executive Recruitment, as part of our search process, help our clients build diversity within their organisations. We strongly advise our clients to choose a diverse short list, without jeapordising the quality of course. This isn't about tokenism.
Attitudes have, and continue to change, and I believe that finally we are moving in the right direction within the travel, hospitality and leisure industry.
How does the saying go, “what gets measured gets done”? What this means is that the act of measuring can help us reach our desired outcomes. If the travel industry's goal is to achieve diversity and it's known that people have a tendency to recruit in their own likeness, then setting diversity targets and measuring our performance against them is a sensible and important metric. In a world where most senior managers, executives, board directors and members are still predominantly white men, I believe, targets have a part to play. As the co-founder of Clink Hostels and as a woman, what I find enticing is that board/senior management diversity is not only fair, but it also leads to profitability.