This is a composite story based on situations that commonly arise in Welsh workplaces. Names and details are illustrative and do not describe a specific client.
A public-sector organisation in Wales had a familiar problem. Its workforce didn't reflect the community it served, and its shortlists looked remarkably similar from one campaign to the next. Nobody on the panels thought they were biased. That was part of the problem.
1. Agree what good looks like before reading any applications
Panels started agreeing clear, job-related criteria and a scoring guide before sifting. 'Cultural fit' was replaced with 'values and behaviours', defined in plain words. This alone made discussions shorter and decisions easier to explain.
2. Ask every candidate the same questions
Interviews became structured: the same core questions, in the same order, scored independently before the panel compared notes. Candidates were sent the interview format in advance, which helped neurodivergent applicants and anyone who finds interviews stressful.
3. Train the panel, not just the candidates
Panel members took part in unconscious bias training focused on practical techniques rather than theory: noticing first impressions, challenging 'gut feel' and slowing decisions down. Adverts were reviewed for unnecessary requirements and jargon.
The result
Applications came from a wider range of people, and panel members said decisions felt clearer and easier to defend. Fairer recruitment isn't about lowering the bar. It's about making sure the bar measures the right things.