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The Dos and Don’ts of Inclusive, Non-Biased Technical Job Descriptions
Diversity and inclusion are essential components of a thriving workplace. One of the foundational steps in fostering an inclusive work environment is creating job descriptions that are free from bias. Inclusive, non-biased job descriptions attract a diverse pool of candidates, which in turn fosters innovative solutions, improved team performance, and a positive company culture. In this article, we'll explore the importance of inclusive job descriptions and provide practical dos and don'ts to help you craft them.
WHY INCLUSIVE JOB DESCRIPTIONS MATTER
- Broadens Talent Pool: an inclusive job description appeals to a wider range of candidates. By using language that is welcoming and free of bias, you increase the likelihood of attracting diverse candidates and avoid excluding minorities.
- Enhances Innovation: different perspectives and experiences can lead to more creative solutions and innovative ideas. Inclusive job descriptions help in building such teams by ensuring that you don’t miss out on top talent due to unintentional biases in your job postings.
- Reflects Company Values: companies that prioritise diversity and inclusion are more attractive to job seekers. Inclusive job descriptions reflect your commitment to creating an equitable workplace and helping to build a positive employer brand.
- Improves Employee Retention: when employees feel included and valued, they are more likely to stay with the company. Inclusive hiring practices set the tone for a positive work environment and a sense of belonging.
DOS AND DON’TS OF WRITING INCLUSIVE JOB DESCRIPTIONS
Dos
- Use gender-neutral language:
- Do: replace gender-specific terms with neutral alternatives. For instance, use "salesperson" instead of "salesman."
- Example: “The developer will be responsible for…” instead of “He will be responsible for…”
- Focus on essential skills:
- Do: highlight the skills and qualifications that are truly essential for the job. This approach reduces the likelihood of excluding candidates who might have taken non-traditional career paths.
- Example: “Proficiency in Python and experience with machine learning frameworks” instead of “5+ years of experience in a senior engineering role.”
- Highlight commitment to diversity:
- Do: explicitly state your company’s commitment to diversity and inclusion. This reassures candidates that they are applying to a welcoming environment.
- Example: “We are an equal opportunity employer and value diversity at our company.”
- Use inclusive benefits:
- Do: mention benefits that appeal to a diverse workforce, such as flexible working hours, parental leave, and professional development opportunities.
- Example: “We offer flexible working arrangements and support for continuous learning.”
- Simplify job titles:
- Do: use straightforward and easily understandable job titles. Avoid jargon and titles that may be off-putting to some candidates.
- Example: “Software Engineer” instead of “Ninja Coder” or “Rockstar Developer.”
Don’ts
- Avoid unnecessary jargon:
- Don’t: use industry-specific jargon or acronyms that might be unfamiliar to candidates from diverse backgrounds.
- Example: “Must have experience with ABC framework and XYZ protocol” without explaining what they are.
- Refrain from inflated requirements:
- Don’t: list qualifications that are not essential for the job. Overstating requirements can discourage qualified candidates from applying.
- Example: “Must have a Master’s degree in Computer Science” when a Bachelor’s degree with relevant experience is sufficient.
- Don’t assume backgrounds:
- Don’t: assume that candidates have had access to certain experiences or opportunities.
- Example: “Must have participated in competitive programming contests” can be exclusionary. Instead, focus on the skills gained from various experiences.
- Avoid age and gender bias:
- Don’t: use phrases that suggest a preference for a particular age group or gender.
- Example: “Young and energetic team” or “Looking for a female candidate” are explicit biases that should be avoided.
- Stay clear of personality descriptors:
- Don’t: use descriptors that imply a certain personality type, which can be exclusionary.
- Example: “Looking for a dynamic and outgoing individual” instead of focusing on the specific skills needed for the role.
Creating inclusive, non-biased technical job descriptions is a crucial step toward building a diverse and innovative workforce. By focusing on essential skills, using gender-neutral language, and clearly stating your commitment to diversity, you can attract a wider range of talented candidates. The goal is to create an environment where every individual feels valued and included, starting from the very first point of contact: the job description. Embrace these best practices, and you'll be well on your way to fostering a more inclusive and dynamic workplace.
Spoiler: “Competitive salary” isn’t the hook you think it is.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
Why the way you brief, partner, and align at the top matters more than ever.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
We’ve entered an era where the smartest systems aren’t the loudest. they’re the ones you don’t even notice. Ambient Intelligence (AmI), or “ambient invisible intelligence,” is reshaping how we live and work, not with fanfare, but with subtlety. This is AI that whispers instead of shouts. It learns your habits, senses your environment, and responds without you lifting a finger. It’s the kind of intelligence that anticipates, not interrupts. So… why should tech professionals, recruiters, and business leaders care? What Is Ambient Intelligence (AmI), Really? Ambient intelligence refers to digital systems—AI, sensors, and networks—that are embedded into our environments to support humans quietly and contextually. Think beyond chatbots and flashy dashboards. This is: Smart lighting that adjusts based on mood or weather Healthcare systems that flag early symptoms before patients notice Cybersecurity that auto-defends without alert fatigue Enterprise tools that prioritise tasks based on your unique working patterns. It’s a tech layer that fades into the background. That is, until you realise you couldn’t function without it. A Silent Revolution in the Workplace Here’s the interesting bit: Ambient AI isn’t just for homes and smart cities. It’s quietly infiltrating our workplaces. Talent Platforms that serve candidates content before they search. Meeting Software that understands conversation flow and adjusts transcripts, follow-ups, or even sentiment analysis in real time. Facilities Management tools that adjust airflow, lighting, and noise levels based on occupancy and stress indicators. And all of this happens without user prompts. We’ve moved from “Hey Siri” to “Siri already knows.” Why It Matters for Tech Recruitment Let’s talk talent. As ambient intelligence grows, we’ll see rising demand for: AI/ML engineers with human-centred design experience Data privacy and ethics specialists IoT security experts UX professionals who understand invisible design Integration architects who can make fragmented systems feel cohesive. And here’s the catch: these roles often require cross-functional fluency. Tech meets psychology, meets ethics, meets design. Are we ready for that shift? Ethical Design in the Background There’s power in invisibility. But there’s risk too. When tech becomes ambient, it also becomes less visible to scrutiny. That means: Bias can go unchecked Data privacy can slip through the cracks Users can be nudged without realising it. The question is no longer can we do this? —But should we? Smart businesses will bring in people who can answer that. Invisible, but Intentional The future of AI isn’t a robot in the boardroom. It’s the algorithm silently removing barriers before they appear. Ambient intelligence is already here. You may have just not noticed it. Yet.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
Growing a tech team goes a little more in-depth than just getting bums on seats. That is, if you want to scale efficiently. As businesses expand, they often face a common dilemma: should they build an in-house team, buy talent through hiring full-time employees, or partner with external agencies and contractors? Each approach has its pros and cons, and choosing the right one depends on factors like budget, project scope, and long-term business goals. The Build, Buy or Partner Framework When to build (upskill & develop internal talent) Best for: Companies with existing talent that can be developed for long-term growth. Pros: Retains institutional knowledge Fosters a strong company culture Reduces external hiring costs over time. Cons: Takes time and investment in training Can be challenging if internal talent lacks specialised skills. When to choose this approach: When you have a solid foundation of junior-to-mid-level employees who can be trained When you’re looking to promote from within and build long-term loyalty When hiring budgets are tight, but internal development is feasible. When to buy (hire full-time employees directly or through an agency) Best for: Businesses needing stability and long-term expertise in critical roles. Pros: Provides dedicated resources fully committed to company goals Helps establish a strong, cohesive team culture. Cons: Lengthy hiring processes if running a direct process Higher upfront costs (salary, benefits, onboarding, training) Risk of turnover. When to choose this approach: When core business functions require in-house expertise (e.g., software engineers, DevOps, cybersecurity specialists) When long-term stability outweighs short-term cost savings When hiring in a talent-competitive industry where full-time employment is a key attractor. When to partner (contractors and recruitment agencies) Best for: Businesses needing flexibility, speed, or niche expertise. Pros: Faster time-to-hire, especially for specialised roles Cost-effective for short-term projects Access to a broader talent pool. Cons: Cultural integration can be trickier if partners aren’t well-briefed on your values and team dynamics May carry higher long-term costs but manageable with a strong partner who can help you strike the right balance with lasting talent. When to choose this approach: When working on short-term projects that don’t justify full-time hires When needing specialised skills that are difficult to recruit in-house When scaling rapidly and requiring immediate talent solutions When the target talent requires a more strategic brand positioning. Making the Right Hiring Decision Assess business goals: Align hiring strategy with long-term company objectives. Evaluate current team capabilities: Determine whether upskilling is an option before going to market. Consider cost vs. speed: Weigh the urgency of hiring needs against budget constraints. Mix & match approaches: A hybrid approach—combining direct hires with external partners—can offer the best balance of cost, flexibility, and expertise. Scaling a tech team effectively requires a strategic mix of building, buying, and partnering. By understanding the strengths and limitations of each approach, hiring managers can make informed decisions that support both immediate needs and long-term growth. Get in touch with our team to see how we can help set your business up for efficient and effective hiring.
Welcome to Lunch With a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
When it comes to creating a thriving workforce, employee engagement and employee experience are often used interchangeably. However, while they may seem similar on the surface, they are two distinct concepts that are crucial to the overall health and success of an organisation. Understanding the difference between the two—and how they interact—can help employers build a more engaged, satisfied and productive team. What is Employee Engagement? Employee engagement refers to the emotional commitment an employee has to their organisation. It’s the level of enthusiasm and dedication that an employee brings to their role. Engaged employees are motivated, passionate about their work, and actively contribute to the company's success. Engagement is more about the intensity and quality of work rather than job satisfaction alone. In Australia, only 15% of employees are actively engaged in their roles, according to Gallup’s State of the Global Workplace 2022 report. While this is a global statistic, it’s clear that engagement levels remain low. What does this mean for Australian employers? It indicates a significant opportunity to invest in practices that can turn disengaged employees into highly motivated, committed individuals. Key characteristics of engaged employees include: Motivation: They are driven to do their best work every day. Passion: They care deeply about the company’s goals and values. Commitment: They are invested in the long-term success of the company. High productivity: Engaged employees tend to be more productive and efficient. What is Employee Experience? Employee experience, on the other hand, encompasses the entire journey of an employee with a company. From the moment they apply for a job, to their first day on the job, to their interactions with colleagues, and their day-to-day work life, employee experience is shaped by all touchpoints and interactions an employee has within the organisation. It’s more holistic and takes into account every aspect of an employee’s work life, both physical and emotional. In Australia, 73% of HR leaders agree that employee experience plays a critical role in employee engagement, according to The Australian HR Institute (AHRI) . However, it’s not just about the work environment; it’s about creating an experience where employees feel valued, supported and equipped to succeed. As 76% of employees are willing to leave their current employer for one that offers a better experience, the need for organisations to focus on improving the employee experience is more important than ever. Key factors that make up the employee experience include: Work environment: The physical and psychological aspects of the workplace (including flexibility, office design and culture) Onboarding: The process of introducing new employees to the company and setting them up for success. Company culture: The overall atmosphere, values, and norms within the organization. Professional development: Opportunities for growth, learning, and career advancement. Work-life balance: How well an organization supports employees in balancing work responsibilities with personal life. A side by side comparison While engagement focuses on the emotional commitment of an employee, experience covers the broader scope of their time with the company. Here’s how they differ:
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