Make the working world work for everyone
Our manifesto underpins our Theory of Change.
This is the blueprint for achieving our initial goal of improving the economic mobility of one million people.
The time is now
Talent retention is at a crisis point. 87% of companies are struggling to retain talent (Wiley Edge, 2023) and 70% of the millennial and Gen Z workforce are planning to leave their jobs this year. (Linkedin, 2023).
Twenty years ago, being employed was enough, but times have changed, and younger generations are demanding more from a significantly broader world of work.
Holding a mirror up to HR's role in preventing social mobility is long overdue. Redefining barriers to the job market is the biggest tool we have to curb the talent crisis.
Making the working world work for everyone
A new paradigm
Our team are experts in behavioural psychology, AI and technology, and diversity and inclusion.
Whilst researching Clu, we discovered two fundamental realities in current HR processes:
1) Salespeople, not psychologists, designed recruitment as a process, and the methodology most commonly used today anchors to prioritisation metrics developed over 50 years ago.
2) Neither job seekers nor hiring teams know at a granular level what it takes to do a job well.
Reducing barriers to entry
Clu’s Inclusive Recruitment Platform connects employers to diverse talent at scale.
Our vast network of community partners use Clu to get the people they support into meaningful work.
Clu breaks down systemic barriers to entry faced by diverse talent. We focus on building the confidence of our members. Then we use behavioural psychology and AI to present them with the jobs they stand the best chances of being hired for, based on the skills they have, and the skills employers need.
This means employers fill more roles faster with diverse talent that will stay longer.
Embracing the power of skills
When you get inclusion right, diversity will follow. But this does not work in reverse.
By broadening the focus from your experience to the skills your experiences develop, we improve the understanding of what it takes to do a job well and who is capable of doing it.
Building this literacy around a new universal language of skills enables individuals to better understand, showcase and develop their value, removing previously insurmountable barriers to the job market for people from the most overlooked and underutilised diverse talent communities.
Nurturing behaviour change
We know behaviour change isn't easy, so we incentivise the socially impactful outcomes we encourage.
By tapping into intrinsic human motivators, we make doing the right thing easier and more rewarding. This creates an environment where the most inclusive results build the highest-performing teams.
The gamified approach propels adoption. For example, hiring managers using Clu are motivated to build higher-performing teams, and can do so autonomously using Clu's toolkits. This helps them achieve better results whilst also improving diversity, enabling a sense of purpose in their contribution.
Building the Cluniverse
Clu directly connects to diverse communities at scale through our community partners.
The Clu Partner Network is made up of hundreds of education, empowerment, or employability organisations. We work together to get the people they support into meaningful work.
But this is just the beginning. Our new universal skills language model will have implications across industry, the public sector and central government - we call this matrix of adoption, the Cluniverse.
Getting more diverse people into meaningful work is our mission. But our long-term goals are:
Employers navigate the transition to skills-based talent management confidently.
Members can confidently articulate their value, and that value is universally recognised in jobs and companies that can set them up for success.
"Top talent" is defined by capability, not experience or educational background.
"Recruitment advertising" is retired in favour of more accurate and psychologically safe skills-based models.