Welcoming Aboriginal & Torres Strait Islander Peoples

Welcome to Hire Potential with Indeed, a series of fireside chats with experts in diversity and inclusion, employer branding, recruiting, HR and more.

While many organisations may think they have nailed their diversity and inclusion initiatives, their employees tell a completely different story. In their latest survey conducted in February 2021, Indeed uncovered that one in ten working Australians believe that COVID-19 has made their organisations worse at managing diversity and inclusion (9%). This is even higher among working Australians from minority backgrounds, such as workers from a cultural or ethnic minority (15%) and almost a fifth of working Indigenous Australians (19%).

Indeed recognises that there is still a lot of work to be done to create a truly welcoming and inclusive work environment for First Nations Peoples. Conversations like these are a start.

To discuss these troubling stats, we are joined by Jacqui Bainbridge, Head of Indigenous Affairs, Diversity and Inclusion at Sodexo, to learn more about what companies can do to offer Aboriginal & Torres Strait Islander Peoples opportunities for sustainable employment, career development, training, support, and culturally sensitive work environments.

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Prologue

Jay: Welcome to Hire Potential with Indeed. A welcoming workplace is built from the ground up with attention to diversity, inclusion, accessibility and openness. But the way many leaders and companies approach this is full of gray areas, uncertainty, and quite often fear. Hire Potential with Indeed is here to demystify the process through the most powerful channel possible, conversations, groundbreaking ones, too. 

I'm your host Jay Munro, Senior Country Marketing Manager of Australia at Indeed. And in this podcast series, we'll tackle the issues we face in the modern workplace, from diversity and inclusion, to remote working, accessibility, fair hiring practices, and more. This podcast is an initiative of Indeed.com, the world's number one job site according to Comscore with over 250 million unique visitors every month from over 60 different countries.

Introduction

Jay: Welcome to the second episode of Hire Potential with Indeed. Before we dive in, I wish to acknowledge the Traditional Owners of the land on which we're meeting. I pay my respects to their Elders past and present, and the Aboriginal Elders of other communities who may be here today. 

In this week's episode, we'll be discussing welcoming Aboriginal and Torres Strait Islander peoples. While many organisations may think they've nailed their diversity and inclusion initiatives, their employees are telling a completely different story.

In our latest survey conducted earlier this year, Indeed uncovered that 1 in 10 working Australians believe that COVID-19 has made the organisations worse at managing diversity and inclusion. This is even higher among working Australians from minority backgrounds, such as one in five workers with a disability, and almost a fifth of working Indigenous Australians. Indeed, recognises that there's still a lot of work to be done to create a truly welcoming and inclusive work environment for first nation's people. Conversations like these are a start. In this episode, we speak with Jacqui Bainbridge, Head of Indigenous Affairs, Diversity and Inclusion at Sodexo. To learn more about what companies can do to offer Aboriginal and Torres Strait Islander people opportunities for sustainable employment, career development, training, support and culturally sensitive work environments. Welcome Jacqui.

Jacqui: Thanks so much for having me.

Jay: Now, can we start off Jacqui with you sharing a little bit about what your role is at Sodexo?

Jacqui: Of course, so my role at Sodexo is Head of Indigenous Affairs, Diversity and Inclusion, as you just said. Ultimately, it's about ensuring that all people across our organisation feel welcomed and able to bring their whole selves to work every day. Sodexo globally, has made a number of commitments around diversity, including towards employment of refugees around making 100% of our roles accessible for people with a disability, around gender balance and ensuring we've got balanced teams and management teams and of course around reconciliation. I bring that to life every day in Australia, and I get to work with an incredible bunch of internal partners, external partners, and suppliers to make sure that we're working towards a fully inclusive organisation.

Jay: That's really good to hear, and were certainly really happy to hear of more Australian organisations, or those in Australia being more open and supportive of diversity and inclusion practices. In terms of Indigenous employees, why is having Indigenous employees important in your organisation?

Jacqui: Yeah, I think this is a great question. I should probably context it by saying that I'm still relatively new to Sodexo. So, a lot of the work that has been done has been done by my predecessors, and we wouldn't be where we are today without them. But I'm really fortunate I get to work with an amazing bunch of Aboriginal and Torres Strait Islander people who are really committed to bringing some of our targets to life. When we focus on employment and inclusion, and why it's so important for us at Sodexo. I think that the research in this space, it's pretty clear, right? That having diverse teams benefits us, whether it's about bringing in new perspectives when you hire different people from diverse backgrounds, whether it's around that fostering of innovation and creativity to make sure that you're not to having same think, everyone's thinking slightly differently. It also really drives employee engagement. When employees feel empowered, they're recognised, they're celebrated and therefore they're more engaged. Bringing these questions, it's about why do people want to come and work for my company? And sure, you just want to work for a company where every day you feel recognised and you feel celebrated.

Specifically, if we look at it from an Indigenous perspective, it's about ensuring that Corporate Australia is also taking that real leadership towards reconciliation. I think that Corporate Australia's probably making up some of the gaps that government hasn't played in this space for a long time. It's about ensuring that Indigenous Australians have those opportunities to be heard, listened to, and provided the opportunities that for too long were taken away from them.

How did COVID-19 impact employment for Aboriginal and Torres Strait Islander people? 

Jay: Yeah, I agree. I guess looking at the last-- well, more than a year now, we were unfortunately impacted by COVID-19. Part of our research showed that because of COVID-19, working Australians started having their hours reduced. It was almost a quarter had their hours reduced. It seems that Indigenous Australians were disproportionately impacted with almost half having their hours reduced. What other impacts has COVID-19 had on Indigenous Australians in the communities?

Jacqui: Yeah, it's really difficult to actually genuinely know because we don't actually have a lot of data pre COVID on the representation, and I guess employment status of Indigenous Australians. It's actually become one of the biggest barriers. Other recent research is showing that it's been really difficult to understand how much job markets have been impacted for Indigenous Australians. But you're right, we do know that proportionately Indigenous Australians have been, whether that's because they work in the tourism sector, or they have worked in the hospitality industry. If I look at the positives, because I always try to find the rainbow out of every dark cloud. I think that this is also the opportunity for us to look at what we can be doing more as we move forward. Indigenous Australians, even pre COVID were still not represented fully in our workplace. As we go back to the what is the new norm in this space, we know that it's a great job market at the moment. I think that this is actually the opportunity for us to make sure that as we are recruiting, we're also recruiting for Indigenous employees.

In my experience and this is just my experience, but I think that if you're just putting your ads through your usual recruitment methods, and of course, you might have your Indigenous imagery. But actually, you're not going to really be shifting the dial around Indigenous engagement and Indigenous employment. I'd really urge companies, that something that we're really looking at doing, is as we are bouncing back from this, as we're continuing to increase, we need to think about the ways that how did the candidates get through the door, and particularly for Indigenous? What are the barriers that Indigenous people may have faced? We know pre COVID, and especially during COVID, but asking Indigenous people to complete lengthy job applications may not always have cut the mustard. They may not have access to the technology, they may not have had the skills that would get them say push through to the process. When we're looking at this, we need to look at how we can diversify their recruitment processes, and make sure that we start to tap into those different talent pools.

The other thing that I would just add into that, is that I feel that across the nation, one of the biggest barriers for Indigenous employment during COVID and post COVID world is actually around rates of incarceration. We know that so many companies are not willing to take on people who have got a criminal record. Unfortunately, we also know the stats show that Aboriginal and Torres Strait Islanders have a much higher representation in the department of justice. I think that we need to also think about how we can be looking at different avenues in that post COVID world to really make sure that there is no barriers to that employment.

Overall, if I can sum that up, I would say that, even if we don't necessarily know exactly how Indigenous Australians were impacted during COVID, I would say that we've got the opportunity now to shape our futures in this post COVID world when everything's a bit more flexible and we're open to doing things a little bit more differently, to make sure that we are tapping into that real diversity of potential employees for companies.

Jay: I want to jump back to something you said in the recruitment process, some employers will just post images that they feel represents the Indigenous community, or shows that they're supportive. That could potentially, I guess, border on tokenism, in a way.

Jacqui: Yeah, it's really interesting. I'm not against imagery, let me be very clear. I actually think imagery can play a really significant part of that welcoming processes, but a bit like policies are I guess, equaling status quo. Policies and imagery, help people survive. They don't necessarily help people thrive. During that recruitment process, we need to make sure that we are looking at multiple different avenues and multiple different ways. Whether that's asking during a process, does somebody identify as Aboriginal or Torres Strait Islander? But also contesting that, that it's not just for a tick the box exercise, it's because then they will get additional support. So, they might have an Indigenous mentor or an additional recruitment person who can sit in the interview with them, to help them explain whether it's about looking at different avenues. Rather than just putting out a job ad with imagery on it, it's tapping into VTAC funding or putting through school-based trainees or starting that pilot programs earlier.

Sodexo, for example, we actually run our own training program. We actually don't do it through a recruitment process at all, we work with job active providers to ensure that we get a great range of Indigenous employees who probably haven't had work experience in the hospitality industry before. We put them through a couple of weeks of TAFE programs, and then put them through a recruitment process. Organisations have to think differently in this space in order to I guess, not be just perceived as tokenistic.

The benefits of building a workforce that is inclusive to Aboriginal and Torres Strait Islander people

Jay: It's really interesting that you're doing that and supporting training directly. What benefits do you see in terms of building a workforce, which is inclusive to Indigenous employees?

Jacqui: Let's start off by saying, we're in a talent war, right? Everybody knows that this is actually an employee's market right now. By tapping into those, we are able to tap into skill shortages and other different diverse talent pools, to make sure that we are being able to bring in that broad range of talents into our organisation. When it is that employee’s market. We also know that creating environments where Indigenous employees or any minority demographic for examples, feel supported. We also reduce turnover, which ultimately increases employee engagement and lowers overhead costs. There's actually business bottom line reasons for doing this, as well.

I think the second reason if I can just continue for a sec, is that it's also-- and this is a predominantly an operational impact. That's the space that I work in. But having a feeling of inclusion also improves psychological safety, which we know improves physical safety. Ensuring that people feel like they can bring their whole selves to work often means that people are physically safer, and therefore reducing your incidence on site.

Jay: That's interesting, actually. In our research, we found that it was over 60% of working Australians felt they couldn't be themselves, so their true selves in the workplace. It was because they didn't feel safe or didn't feel that they could trust their colleagues, not to treat them differently, or not to discriminate.

Jacqui: Yeah, that psychological safety is such a hard space, but so important. When you've got it right, the business benefits just continue to flow on.

Jay: I guess, we also have varying levels of education around different social groups, particularly around Indigenous groups. What resources or ways can you think of that will help other employees and managers and workplaces, I guess, improve that education and understanding and openness to making the environment safer?

Jacqui: I like using the word intentional. If an organisation is genuine about this, they have to be intentional in the way that they're doing it, but that takes effort. It's hard, it takes time. It does, you're right, it takes resources. You also have to think smart because you have to think outside the box, which hence why that diversity of thoughts so important. Let me give you an example of what that means from a Sodexo perspective. We work in Weipa, it's huge mining town, Far North Queensland, and it has an Indigenous population of just shy of 20%. Now, in 2017, we were struggling to maintain our local Indigenous workforce. We had about 12%, but attrition was high, absentee was high, meaning that maintaining that number was becoming really tricky. So, we set ourselves a target. Step one in being intentional is that you've got to say things out loud, you have to make it public. We set our target of 20%. We had to get intentional in the actions of what we were doing, so we employed a local resident, as our Indigenous community relations manager. She worked alongside operation as an equal, not as a subordinate. She worked as an equal.

We also had to think further, so we had to change our recruitment. Now, up until that point, we had been running a recruitment out of Brisbane, which meant that everything was online and over the phone for our interview process. But candidates who are interviewing over the phone and who are expected to apply online, just cause too many barriers for them from Weipa. We knew that often people didn't have access to technology to be able to apply for their jobs. They didn't understand the questions that they were potentially asked during the process, and they didn't feel culturally safe to be answering some of it because often English is a second or third language in Weipa.

To resolve that, we intentionally changed our recruitment and selection process. Job ads were no longer advertised online. They were placed up in areas around the town. It might have been the bakery or the fruit shop or the supermarket to improve awareness of what opportunities were within Sodexo. Applicants were then encouraged to go into the Sodexo office where they could access a computer with stable internet connection. Or they could also just if they had a friend or family who was already Sodexo employee, they could interview with them. During the interview process, they would sit down with our Indigenous liaison member, as well as a member of operations to make sure that any applicants who weren't feeling very comfortable because they're in unfamiliar settings, were able to interact and engage with people who looked and felt like them.

But the next part of all of that is in the pre-employment. I won't deny that Sodexo's pre-employment process can be at times quite long. That is especially for Weipa, because they also have to do our customers pre-employment. This meant that it was a lot of it online and it was pretty intense, in terms of the questions on what they are expected to take up. Instead, we changed it. We're intentional in changing it. We looked at ways that we could run it face to face. We worked with our customer to simplify the pre-employment processes. All of these actions, it took time, and it took effort and it took resources away from other things, but we were so committed to that 20% target that it was worth doing. I'm really proud to say that was in 2017, we were sitting at around 12%. By 2020, we had got up to over 40% of our workforce. By being intentional, we do have those opportunities to really shift the dial.

Jay: The whole concept of intention is really interesting, and I'll come back to that in a second. But just to stay on the changes or improvements that Sodexo made. I guess, if you are recruiting or have a presence in those communities or areas that have a larger Indigenous population. It may be easier to be very conscious of that and to be very proactive in making those changes. What about in other, let's say more built up or metro areas? What indicators may be there that you do need to make change, or you can make improvements or even identifying what barriers are existing?

Jacqui: It's a great question, and I think it probably comes back to the same types of principles, though, that you have to be able to listen and you have to be able to act. People often assume that the highest populations of Aboriginal and Torres Strait Islanders are outside of the metropolitan regions. We actually know that from a density perspective, sure, that may be. But from a population size, the highest proportions are actually in Metropolitan Melbourne and Sydney. If we're not tapping into those markets, then we're actually missing a huge opportunity. In terms of the barriers, though, you need to go and ask. I'm a big advocate for understanding people who are already in our business, what helped them to get there and what's hindered them? And using their advice. As I say, I've got a great team of Aboriginal and Torres Strait Islander team members who helped me also go out to the community and understand from the community's perspective, what more we could be doing. You have to still be, and I'll use the word again, intentional, but you have to be proactive in trying to go out and understand what those barriers are, and then acting upon them.

Jay: It's two really good points there. There is that common misperception of where Indigenous peoples are actually living. It's really interesting to hear that the population is so great in those metro areas, and probably gives us more reason to be very conscious and as you say, intentional around providing that access and support. The other one there is talking to the employees or population themselves. Often, it is something that's overlooked and we do come up with assumptions, and it may not necessarily be right or be what different populations need. I want to now go back to as I said, this concept of intention and being intentional. Whose responsibility is that?

Jacqui: Everybody's. Maybe if I think about it from how do you drive that? Intentionality, you need to intentionally put it into your business strategy inclusion as a concept. Putting inclusion as a concept, whether that's Indigenous inclusion or broader inclusion, and connecting it back into your business strategy means that it becomes front of mind. You also need to drive that intentionality through every single layer of your business. You can't just have a top-down approach, you need to have also a bottom-up approach. You need to be able to support your frontline managers or your middle management or whatever you would like to call them, to understand how they can be doing better. You need to support your employees to understand how they can ask more questions. 

This shouldn't just be during reconciliation week or NAIDOC week. We need to be celebrating and we need to be understanding these diverse perspectives all year round because that will help drive that culture and inclusion, which again, it's this vicious circle, but in a positive. It helps each other. By being intentional, means that you get greater inclusion. By having greater inclusion, it means that people feel more comfortable to bring their whole selves to work, which in turn drives different perspectives, which helps bring more, I guess, diverse populations into your organisation.

Jay: I mean, people are busy already, though. If we're talking about leadership right down to the most junior people in an organisation, having that intention and being responsible. Who helps everyone be mindful of that? Is that your role or those working in diversity and inclusion? Or do we just give the directive and expect everyone to be conscious of it?

Jacqui: I think it probably depends on how mature an organisation is in this space. For me, I'm very fortunate. I work in an organisation that takes this space so seriously. If you are able to drive that intentionality, you're able to link it to your business strategy. All of a sudden, inclusion becomes just as important as your bottom line or your safety metrics or any other data that may get collected. As I said before, we also know that inclusion enables people to have greater engagement, so it reduces turnover. Even if you would like to put $1 value on it, you can look at your attrition rate and look at how much that's costing you in recruitment and use that as your reasons why. I'll also go back to the point that we are in a talent war right now. If your recruitment team is smart and again, I'm lucky to work for an organisation who has a smart recruitment team. They will be wanting to reduce the turnover, or at least be able to tap into different markets, so they're filling those roles much quicker than they may be able to otherwise.

You've got to change the conversation, and that probably means that you have to change it at multiple different levels. For your frontline managers, and I hear what you're saying people are time poor, we also know that middle managers are often the hardest ones to get across the line when it comes to diversity and inclusion. If you talk to them about, "Well, this is going to save you time in terms of recruitment, which is going to save you last time, it's going to improve your psychological safety. Therefore, it's improving your site safety." There's so many different ways that you can talk to those frontline managers to get them on board and help them understand why they should be prioritising this. At Sodexo, we actually include diversity moments just as often as we include safety moments in our toolboxes. It starts to become on equal part to some other metrics that have probably always been seen as more important than what inclusion is.

Jay: Can you explain to me just what diversity moments are?

Jacqui: Yes, of course. In an operational context, a lot of organisations would run toolboxes and those toolboxes might be how you pass down information around different corporate settings or different issues. From a safety perspective, safety moments might be around slips, trips, and falls. Or slips, trips, and hazards, cutting fingers. Those types of incidents. When you look at it from a diversity moment perspective, it might be around the concept of mental health, and why mental health is important. How we should be proactively working on our mental health and not just reactively working on our mental health. If you look at it from an Indigenous perspective, a diversity moment might be focused around reconciliation, but it's also actually looking at it in the broader context of what more you could be doing with your local traditional owner groups in the regions in which you work.

How to ensure your D&I efforts don’t fall apart post onboarding 

Jay: I'm going to jump around a bit here. You mentioned having a strong recruitment team. We know that the recruitment function internally at companies is being built up more and more in more recent times. You can have a really smart proactive recruitment team who are, I guess, making it well known or promoting diversity and inclusion to Indigenous populations. But then sometimes after a hire and during that onboarding, and even post onboarding, it all falls apart a bit. How can we make sure that that link is there from recruitment to internally in the organisation and that it's continued through?

Jacqui: Yeah, so at Sodexo, we actually also then continue that through our induction. We talk about it quite heavily because we know that the people who we want to work in Sodexo, not just Indigenous people, but it's also people who support reconciliation. If you don't support reconciliation and you don't support diverse workforces, you're probably not the right cultural fit for our organisation. We talk about it through that space. We've got Indigenous mentors who work with our employees on site. If Indigenous employees are having issues, then they can be addressed by somebody who understands who's been there. We haven't bought expertise; we've trained expertise internally. They've come from the frontline; they understand what it's like to work in the frontline. They can relate to the issues. But those Indigenous mentors also play a really important role in building culturally competent leaders on site as well. We're never going to be able to have Indigenous mentors on site all the time, but what we can have is culturally competent leaders who may be able to at least empathise or understand a little bit more of what's going on.

Jay: There is one topic that I really was looking forward to raising today. It's that there is often a lot of trepidation around the language that we use. We don't want to offend other people. There's a lot of sensitivities. I guess, what are some of the words or topics that we should just completely steer clear of, and never impose on our Aboriginal and Torres Strait Islander teammates?

Jacqui: First off, let me start by saying I'm a non-Indigenous woman working in the Indigenous space. This has been a space that I've probably had to juggle with, but I think there's probably two parts. One, we have to be willing to make mistakes. We only know that by making mistakes, by asking questions, and then responding when somebody teaches us or helps us understand, that's how we can improve. We're in an interesting time right now because Corporate Australia is potentially playing that educational space, at the same time that we're expecting employees to come along for the journey. What I mean by that is, certainly when I was at school, we didn't have any context or any understanding of Aboriginal history. I certainly didn't have elders come in and do welcome to countries for me, unlike what schools saying today. We are educating our employees around sorry business. We're educating our employees around reconciliation. We're educating our employees around cultural nuances within the Indigenous community, but at the same time, we're expecting them to behave. We have to be willing to meet halfway.

Saying that though, there is still language that gets used and the fact that we've got-- AFL football is still getting called monkeys out on site. If people are still using that language, then I feel like people have been living under a rock, to be perfectly honest. The fact that people still feel that that type of explicit racism is acceptable, regardless of the context is just absolutely mortifying to me. I think that it's a bit of give and take. People have to be able to have that conversation, have that maturity, to understand that you're going to be able to make mistakes and that is okay. But we also have to learn from that. As a community, we need to be learning a lot quicker and a lot faster than what we are right now.

Jay: Yeah, I completely agree. No touching on it when I was in school, either. I think it is becoming more of a topic that's talked about, which is really great. Disappointing that there are some who are still carrying on the way that you mentioned, but it does look like vast improvements are being made, which is really fantastic. Another big question I had was, how can we or what can we do to encourage or empower Aboriginal and Torres Strait Islander peoples to feel they can be their true self at work?

Jacqui: So I don’t think there’s a one size fits all model. Again, I’ll come back to the point that I think policies help people survive they don’t necessarily make people thrive. And I think that organisations have come some way around policies but there’s still a way to go. If we look at it from a gender perspective, we’ve talked about pay equality, we’ve talked about Parental Leave, and we have policies now that support those. But from an Indigenous perspective, not every company has policies around Sorry Business or Sorry Leave. So, there is definitely some, for lack of a better term, hygiene factors that organisations can play in helping Indigenous Australian’s bring themselves to work. But again, we need to be able to talk about this all of the time and we need to help create culturally competent leaders whether that’s a people leader or an individual contributor in businesses. 

Jay: Just jumping back a bit, you've mentioned Sorry Business and Sorry Leave. Can you briefly describe or define what those are for us?

Jacqui: Sure, so, Sorry Business and Sorry leave. Sorry Business is always after a funeral. People will often go back out into the community or to country, and will do a whole heap of cultural. It varies across Australia, but will undertake a whole heap of cultural initiatives during that time. It's a way to celebrate the life of the person who's just passed. It's a really important time. Sorry Business can take up to four weeks, sometimes longer, depending on the community. It's really important that organisations enable people to have sorry leave, to be able to go out and do those activities when they need to.

Jay: It's really interesting and important. I guess, would hedge my bets that a lot of organisations don't know about that, or don't support it, due to lack of that knowledge. With Sorry Business and Sorry Leave, I mean, that's a very extended period of time. How do you manage your balance, I guess, that non-Indigenous employees who may want to take it an extended period of leave as well? What are we saying to them and managing expectations there?

Jacqui: Yeah. Again, it's around the organisation and their maturity in this space. I think that anybody who is culturally sensitive, is probably not wanting to attend a funeral for any longer than they necessarily have to. You need to be able to understand that it's not just about going off and doing fun activities. It's not about slacking off. It's a really inherent part of people's culture, and it's about respect to them. In terms of those non-Indigenous employees. Again, I'll come back to it, if people don't understand that then for some organisations, they probably don't have a space in those organisations. They don't meet the values and behaviors of those organisations. But I think it's also about balancing the flexibility amongst others. In operational roles, it can be challenging, but you need to be able to have avenues to support that when and where you can. Certainly, at Sodexo we use contingent workforce when we need to, to be able to support people to be able to take that time off. For non-Indigenous employees who might want to take extended periods of leave, there is always other leave possibilities out there for you as well.

What will it ultimately take to ensure a better and more inclusive workplace in the future

Jay: I'm so pleased that you've been able to highlight some of these things today, and really educate everyone on some of these different aspects. I do want to wrap up with a final question, which is how we finish every episode of Hire Potential with Indeed. What will it ultimately take to ensure a better and more inclusive workplace in the future?

Jacqui: I think people have to get comfortable with the uncomfortable. I think it's really easy to get stuck in your comfort zone and-- status quo is sticky. It's comfortable, it's easy to do. In order to really drive that inclusive workforce, we need to make sure that we are comfortable with that uncomfortable. Whether that's having challenging conversations, whether that's knowing that decisions in diverse teams are going to take longer. But the actual implementation of those decisions often takes a shorter amount of time, whether it's about knowing that the path forward is no longer going to be linear, but it might be sideways, up ways, backwards, and forwards.

Embedding diversity is hard, it pushes people outside of their comfort zones. The mental confrontation that people undergo is considered, I guess, challenging. For me, this is the absolute necessary process to be able to create that real functional, inclusive environment as we move forwards.

Jay: That's great, Jacqui, I really want to thank you for joining me today. So grateful that you've been able to share your knowledge and experiences, and that what you're doing at Sodexo. Thank you so much.

Jacqui: Thanks so much for having me.

Conclusion 

Jay: Thank you for listening to Hire Potential with Indeed. Before you go and start building a better workplace, don't forget to hit subscribe and leave a review if you found this podcast helpful. If you'd like to read our full D&I report, click the link in this episode's description and fill out the form.

Just a quick note, the information provided on this podcast does not and is not intended to constitute legal advice. Instead, all content we discuss is for general informational purposes only, and you should consult with a legal professional for any legal issues you may be experiencing.

The data in this podcast references Indeed’s 2021 D&I report. 

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Sources: Indeed is the world's #1 job site according to Comscore, Total Visits, March 2021.

Sources: Over 250 million unique visitors every month, Google Analytics, Unique Visitors, February 2020.

Sources: The research in the report referenced in this episode was commissioned by ThatComms Co on behalf of Indeed and conducted by YouGov. The study was conducted online between 11 - 17 February 2021, involving 2,060 working age Australians (aged between 18-64) currently in either full or part-time employment, or actively looking for work.