To lead on the implementation of the Society’s diversity and inclusion strategy and manage delivery of the associated programmes to implement the Society’s commitment to promoting diversity and inclusion in UK science, technology, engineering and mathematics (STEM) by seeking to increase participation from underrepresented and minority groups.
To be the Society’s go to person for advice on diversity and inclusion matters, and to ensure that the programmes fulfil the Royal Society’s objectives and expectations of quality, and that they run effectively and efficiently. The post holder should ensure that Royal Society activities are imaginative, maximise impact with target audiences and reinforce the Society’s position as the UK’s national academy of science.
Specifically to develop, enhance or support the following activities:
• Supporting teams across the Society to enable them to deliver their diversity and inclusion activities;
• Providing expertise, guidance and advice on diversity and inclusion matters to the senior leadership team and all sections across the Society;
• Developing a programme of activity designed to support the diversity of applications to the Society’s grant schemes and encouraging leadership aspirations for researchers from minority and underrepresented groups.
• Delivery of the Society’s diversity and inclusion programme including the commissioning of research that helps advance understanding, engaging with key stakeholders, convening thought leadership discussions and implementing the core programmes such as medals and awards and the support of mentoring programmes.
• in conjunction with the Society’s HR team, designing and delivering the Society’s diversity and inclusion programme for staff including training programmes, provision of guidance and the support of staff networks as identified by the staff;
• Collecting and publishing diversity data on the Society’s activities.
• Supporting the Chair and members of the Diversity and Inclusion Committee and its subgroups overseeing particular strands of work.
• Working with internal communications colleagues to identify key diversity and inclusion activities or calendar opportunities to promote the work of scientists from a range of minority groups.
The post holder will be subject to Disclosure and Barring Service (DBS) checks.
Reports to: Chief Officer – Programmes, Partnerships and Engagement
Line manages: Diversity and Inclusion Manager plus Diversity and Inclusion Officers
Salary: £70,000 to £75,000 pa
Contract type: Permanent
Hours: 35 hours per week. (Some travel within the UK, evening and weekend work required.)
Location: Carlton House Terrace, London, SW1Y 5AG plus the option for some hybrid remote working
Closing date for applications: 10 December 2024
Interviews will be held: 7/8/9 January 2025
Please note that we are unable to offer sponsorship for this role.
The work of the Head of Diversity and inclusion will include:
Education / qualifications / knowledge / interests |
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· Graduate calibre with suitable administrative or office experience | Essential | ||
· Excellent knowledge of office systems and procedures | Essential | ||
· An interest in science, mathematics, technology and its broader social significance | Highly desirable | ||
· A thorough knowledge of diversity and inclusion legislation · A proven track record in delivering diversity and inclusion initiatives | Essential Essential | ||
Experience |
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· Experience of working in a team environment | Essential | ||
· Experience of line management | Essential | ||
· Experience of project management | Essential | ||
· Experience of identifying and targeting a variety of audiences | Essential | ||
· Experience of advising teams on diversity and inclusion best practice | Essential | ||
· Experience of project evaluation | Essential | ||
· Experience of managing contractors working on outsourced projects | Essential | ||
· Experience of setting up committee meetings and preparing agendas and minutes | Highly desirable | ||
· Experience of writing for a variety of audiences · Experience of collaborating with a variety of audiences to deliver outcomes | Essential Essential | ||
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Highly desirable |
1. Self-Management (Strategic) |
Key indicators: managing stress, effective and efficient, self-motivated, enthusiastic, confident, |
Demonstrations: · Identifies difficult situations · Recognises stress in others and takes steps to reduce it · Controls pressurised situations · Effectively enthuses those in the team · Proactively sets goals and targets for own work · Embraces new opportunities, responds to new risks and takes on new responsibilities · Encourages others to seize opportunities · Recognises when it is appropriate to resist the objections of others and remain committed to a sound course of action |
2. Working with others (Strategic) |
Key indicators: collaborative, shares knowledge, giving & receiving feedback, engaging & networking, negotiation, influencing, presentation skills, public speaking, situational and organisational awareness |
· Actively seeks ideas and criticisms from within the team · Resolves conflicts within and between teams · Embeds feedback processes within the team · Seeks out new networks that will create opportunity for the Society · Able to present complex issues simply · Uses discretion, tact and empathy when negotiating with and/or seeking to influence others · Understands the need to manage expectations and to only promise what is deliverable · Demonstrates compassion in delivering hard messages · Leads and facilitates group discussions, surfaces and clarifies issues and keeps conversations focused, productive and constructive · Enlists champions to keep key messages alive and make them real · Acts as a role model, continuously demonstrating communication excellence and regard for the value of building shared vision and direction · Remains calm in front of challenging audiences, never diminishing others · Looks for opportunities to assemble a diverse group to discuss respective views · Keeps people at the table by articulating an outcome or goal that engages and encourages active participation · Shares resources across organisational boundaries to meet Society needs · Uses negotiation skills and adaptability to encourage recognition of joint concerns, collaboration, and to influence the success of outcomes |
3. Resource Management (Strategic) |
Key indicators: budget management, organisation, prioritising, results focus, quality focus |
Demonstrations: · Determines strategy and deployment of resources, balancing cost and benefit; risk and potential for maximum impact across significant business areas · Manages complex cross-cutting projects to time, budget and specification · Ensures others accept responsibility towards results or quality · Sets the quality standards for own business areas in accordance with strategy and contributes to the formulation of quality standards across the Society · Sets and monitors priorities · Identifies and manages risk effectively · Analyses potential for surplus or loss, risks and/or return-on-investment of various courses of action · Demonstrates a solid understanding of the culture and recognises limitations in order to ensure that plans, actions and timelines will be effective. · Directs the creation of forums and discussion opportunities to generate innovative and breakthrough ideas, exposing others to experts and ideas to stimulate new thinking · Translates vision/knowledge to others to enable shared understanding and rapid execution · Facilitates the team to assess the viability of ideas based on a number of likely scenarios · Has patience and allows time for appropriate planning and engagement to take place in projects and day-to-day deliverables |
4. Critical thinking (Strategic) |
Key indicators: accuracy, attention to detail, analytical, decision making, judgement, problem solving, creativity, innovative |
Demonstrations: · Uses questioning, analytical and probing skills to ‘dig deeper’ · Knows when enough information has been obtained and adapts presentation of information to the needs of the audience · Evaluates the benefits, practicalities and value for money of ideas and obtains feedback · Makes sound decisions in a complex or ambiguous environment and is able to gain support and manage challenges confidently · Directs the creation of forums and discussion opportunities to generate innovative and breakthrough ideas, stimulates new thinking · Sees issues and mitigates as necessary the implications of a proposal. · Justifies key results and procedures, explains assumptions and reasons. · Correctly evaluates the credibility of sources and correctly judges the strength of an argument · Fair-mindedly follows where evidence and reasons lead |
5. Adaptability (Strategic) |
Key indicators: adaptable, flexible, dealing with new situations |
Demonstrations: · Actively seeks the input and opinions of others, often outside his/her section and accommodates and incorporates this thinking into any output. · Actively seeks new challenges and projects; leads discussions surrounding new ideas, approaches and projects · Anticipates need for innovation and seeks new ideas, approaches and solutions · Demonstrates courage by deciding and acting in the face of uncertainty · Works in a balanced fashion, managing tough calls by being adaptable and flexible to ensure needs of competing stakeholders are fairly and equitably met · Acts with foresight to anticipate and analyse many different scenarios · Acknowledges ambiguity and works with team to identify understand and manage polarities and other complex situations |
6. Managing people and relationships (Strategic) |
Key indicators: delegation, empowerment, motivates others, develops staff, builds rapport, customer focus & stakeholder engagement, discreet, empathetic, diplomatic, managing conflict |
Demonstrations: · Sets expectations of others and ensures they deliver · Demonstrates a positive attitude towards work, celebrating success and instilling confidence, which encourages the same from others · Encourages others to share ideas and participate in the discussion and decisions of the team · Assesses needs of clients/stakeholders/staff and makes plans to meet these needs · Avoids micromanagement by delegating fully and giving latitude to others to do tasks in own way, including opportunity to make and learn from mistakes · Acts as a talent builder by challenging people with questions and assignments that will grow their capabilities · Coaches and mentors’ others, providing career guidance and perspective · Demonstrates compassion in delivering hard messages · Establishes personal relationships with customers, building an understanding of broader needs, issues, and aspirations beyond those solely applicable to the Society products or services · Uses knowledge to develop appropriate longer-term relationship management strategies · Assesses the long-term value of various types of external customers and manages each type appropriately · Ensures ‘one-customer’ mindset and offers customer exposure to the full breadth of products and services, as appropriate |
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