How Pontoon improved diversity and inclusion for an RPO customer in the tech sector

How Pontoon improved diversity and inclusion for an RPO customer in the tech sector


We carried out a diversity analysis for an RPO customer in the technology sector.

Our findings showed us that, while the company was increasing female talent at a rate similar to its competitors, the overall number of women in their workforce was lower.

We partnered with our key customer stakeholders to enhance the diversity initiatives already in place, and to pilot new projects to attract more female talent and increase inclusion awareness.


How we helped

We put together our Diversity Champions Team in a bid to guide and support hiring managers in their diversity and inclusion efforts.

The team meets regularly to brainstorm ideas, share experiences and design initiatives that promote diversity among our customers. Currently, we manage more than 15 projects centred on improving diversity in the corporate world.

Creating diverse talent communities: We assessed our customer’s recruitment needs, breaking them down into key segments and creating diverse talent communities comprising silver and bronze medalists.

This gave us a ready-made talent pool from which to source candidates for new roles. We also designed marketing collateral aimed at attracting, exciting and engaging these diverse populations.

Reducing bias in job adverts: We developed a comprehensive advert-writing training course.

Our customer’s staff can now access the course via our learning platform, Social Talent. We continue to use it as an example of best practice around removing bias from job ads.

Gender-balanced shortlist: One of the aims we developed in partnership with our customer was to increase the number of women selected for interview in one of their key locations.

We achieved this by sourcing more female talent and presenting a gender-balanced shortlist that included a minimum of 40% female candidates.

Our team was looking for 15 developers, four product development leaders, and an ICT Architect. We filled 17 positions with 10 women and 7 men. This translated to a 38% increase in female representation when compared to a non-gender-balanced shortlist.

Hiring manager nudges: We used behavioural design methods to introduce ‘inclusion nudges’ aimed at enhancing inclusive collaboration.

We introduced nudges for three of our customer’s locations with specific objectives: firstly, to minimise unconscious bias in the selection process and secondly, to increase female talent hired for technical roles.

Vercida global partnership: We partnered with Vercida Consulting to build our client’s D&I strategy. We’ve already put together the following initiatives as a result:

  • Survey of Vercida 83,000 registered BAME job seekers to understand how our customer is viewed externally as a diverse employer
  • Boost of our customer’s social media – microsite including content devoted to female leaders and employee stories
  • ‘Let’s talk about race’ — discussions and workshops devoted to diversity and inclusion
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