HSBC and Diversity
We recruit the best people regardless of age, gender, disability or ethnicity. We aim to attract employees who will be committed to a long-term career with us, offering a competitive reward package and career development opportunities within a strong organisation with sound values.
Our commitment to developing and maintaining a diverse and inclusive culture is part of HSBC's heritage. We know that employing and managing diverse people gives us a more rounded and balanced organisation and makes us more adaptable to new situations. This is not simply about gender, ethnicity, disability or age: it is about open mindedness, embracing non-conformity and creating balanced teams. Respect for individuals of all types will inspire loyalty in both employees and customers, which will have a direct line of sight to the achievement of business goals.
We are a global organisation that understands our local populations and values the diversity of the markets that we operate in. We need to reach out to all parts of employment and customer markets, existing and potential, for maximum productivity and value. It is by going beyond matters of compliance that valuing and managing diversity becomes a competitive differentiator, enabling us to leverage the opportunities that this can offer.
This strategy is based on the premise that the most important competitive differentiators are the quality of individual service we provide to our customers and the way we treat our employees. It connects with Managing for Growth, the brand, Clear Water and the people strategy.
What diversity means to HSBC?
Diversity is a source of opportunity, whether in employment or customer markets. Appreciation of the rich mosaic of difference within the workforce fuels group dynamics and helps create an environment where teams can perform to their full potential. A generalised market approach will not reach the many pockets of value to be found in diverse groups of customers. Competitive edge can be gained from the variety present in our workforce and customer base, and specific attention to market variation, in, for example:
• age, (length of) experience
• gender, sexuality
• race, religion, culture, nationality
• physical ability and appearance
• outside, non-employment, activity and interests
• educational background
• regional or other accents
Everyone in the bank delivers the brand - it's the way we respond to and treat customers, both internal and external
To deliver a truly world class brand we need to get better at living our values and behaviour at all levels of the bank;
• Understanding the importance of the each individual's contribution to business success
• Maximising their potential and inspiring them
• Creating a framework of values and behaviours that act as guidance
• Including these ideas within the basic principles that define the organisation.
HSBC was a founder member of Race for Opportunity and continues to work towards creating a diverse workforce, with some major advancement in recent years. In 2011, we adopted a values based approach to Diversity & Inclusion which included inclusive behaviours as a key component in a values behavioural guide that formed part of every employee’s end of year assessement. We also delivered manager training in non-biased people decision making as support for a major internal communications campaign driving emphasis on talent in critical decisions – ‘focus on what matters’. In 2012, HSBC is implementing plans to drive diversity in strands with largest commercial impact. For example, we now have a target of 25% senior management female representation by 2013/14