At RUSH, we recognise the fundamental, shared human need to belong. We embed inclusiveness and belonging so that everyone feels welcome, has the opportunity to succeed and thrive, and individual opinions are respected and valued.
Feedback culture
We don't take for granted how our people feel.
To ensure ongoing feedback loops we conduct an engagement survey every month - receiving anonymous feedback to keep our finger on the pulse of what's going well and any support we can offer.
Every RUSH employee also has a fortnightly 1:1 with their people lead, and quarterly performance conversations.
Clubs
We have a number of RUSH clubs to cater to different interests.
We have a number of special interest groups including Album Club, Chess, Board games and AI art. Not to mention multiple
sports teams including netball, football and the Rushastan Royals (that's our cricket team!).
With a dedicated budget to company clubs, let us know if we're missing any - we're always looking for a new one to start!
Events
We believe in the fundamental human need to belong. A key way we facilitate this is through regular events.
From our regular weekly and monthly gatherings, to annual events such mid-winter Christmas, RUSH birthday party with families, to our holiday party......there's always an opportunity to have fun and make friends.
We also embrace diversity and inclusion by recognising, acknowledging and celebrating days of significance throughout the calendar year.
Partnerships
Partnerships are fundamental to our belonging strategy.
We embrace partnerships to learn more about our community and improve the diversity of our team.
We also partner will multiple charities, non-for profits and community organisations to give back.
Fair recruitment
Research tells us that recruitment processes can be unfair due to unconscious biases. Beyond simply being aware of our unconscious biases, at RUSH we have established processes to override them as much as possible. Below are some of the areas we focus on to make an informed & impartial hiring decision.
Conformity bias
This is when our views are swayed by those of other people. Whether a little or a lot - it occurs because we all seek acceptance from others and we want to hold opinions and views that our peers accept.
How we aim to overcome this
All interviewers on a panel complete their feedback forms individually prior to group discussion, this ensures that we have captured everyone’s individual thoughts, without sway from anyone else’s thoughts.
Confirmation bias
This is when someone does or says something that catches our attention for better or worse, which can lead to snap decisions based on perceived truths and trying to justify our bias / initial assumption.
How we aim to overcome this
The scorecards that interviewers fill out after meeting a candidate are divided into all areas related to a role, that have a rating system of 1-4, instead of free text. This helps with critical thinking in each of these key areas, and lowers the risk of a huge amount of feedback on one particular area, with the rest left uncovered.
Affinity bias
This is where we can see a lot of ourselves in someone else - which can affect our behaviour in the interview and influence our decision when it comes to hiring.
How we aim to overcome this
We aim for a diverse interview panel as much as possible, as the more we have different backgrounds and life experiences represented from our side - the less influence affinity bias will have.
Halo & horn bias
Similar to both confirmation & affinity bias, this is the lens with which we perceive a perceive a person, and how it affects our view of them.
How we aim to overcome this
Every role at RUSH will include either a take home test, presentation - or technical challenge. This is to ensure that we are fully qualifying the hard skills related to that area, and ability to deliver to the perceived level.