HM Land Registry
Age profiling highlights hidden issues
Age monitoring has formed a significant part of the H M Land Registry (HMLR) diversity team's work since 2000. Age profiling confirmed that previous recruitment embargoes and a 'natural tendency to go as early as possible' meant that the organisation faced both age bulges and age gaps. Monitoring highlighted that the organisation need to attract greater numbers of younger workers and increase the number of ethnic minority employees. The diversity team became concerned that the business needed to look to the future. They wanted to plan ahead and in particular to ensure that the business was equipped with the appropriate skill sets to adapt to an increasingly technical environment as well as to changing customer demands.
Age profiling was extended and cross referred by recruitment, grade, location and appraisal score. As a result of both monitoring appraisals by age and from feedback from personnel and area managers it became clear that the business faced a possible future skills gap - especially in IT competencies.
In direct response to concerns about the need to increase both ethnic minority representation and attract younger workers, both groups that could provide the business with improved levels of IT skills, HMLR has invested in developing local community links through open days and with schools in areas such as Leicester and Nottingham. Staff have been encouraged to become school governors. HMLR has also developed a mentoring programme including schemes for under-represented groups.
In addition HMLR were concerned that managers were making assumptions about the training needs of older staff. All managers were issued with a booklet giving clear diversity guidance for appraisals which included a section on age.
John Nicholson, Head of Diversity
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Age profiling highlights hidden issues
Age monitoring has formed a significant part of the H M Land Registry (HMLR) diversity team's work since 2000. Age profiling confirmed that previous recruitment embargoes and a 'natural tendency to go as early as possible' meant that the organisation faced both age bulges and age gaps. Monitoring highlighted that the organisation need to attract greater numbers of younger workers and increase the number of ethnic minority employees. The diversity team became concerned that the business needed to look to the future. They wanted to plan ahead and in particular to ensure that the business was equipped with the appropriate skill sets to adapt to an increasingly technical environment as well as to changing customer demands.
Age profiling was extended and cross referred by recruitment, grade, location and appraisal score. As a result of both monitoring appraisals by age and from feedback from personnel and area managers it became clear that the business faced a possible future skills gap - especially in IT competencies.
In direct response to concerns about the need to increase both ethnic minority representation and attract younger workers, both groups that could provide the business with improved levels of IT skills, HMLR has invested in developing local community links through open days and with schools in areas such as Leicester and Nottingham. Staff have been encouraged to become school governors. HMLR has also developed a mentoring programme including schemes for under-represented groups.
In addition HMLR were concerned that managers were making assumptions about the training needs of older staff. All managers were issued with a booklet giving clear diversity guidance for appraisals which included a section on age.
John Nicholson, Head of Diversity
Click icon to download a printable version of the case study
download pdf
