Hiring diverse talent is one of the cornerstones of practicing DIBs inside your company. This video helps you to communicate, company-wide, how you may need to alter your hiring practices to increase diversity—creating amazing candidate experiences, and building a talent brand where candidates feel they belong and want to join your company.
- So, if I'm a recruiter, and I'd just had this conversation with an exec recruiter, and she said, "I know you talk a lot about "diversity inclusion belonging. "I think that's meaningful, "but as a recruiter, I always get asked "to hire that female." I'm doing a search. I'd love more diversity. I want the female, I want this, I want that. And I can help them find those things. I can help recruit. And then what happens is they send me a contract that says, "I will adhere to non-discriminitory practices. "I'll ensure everyone has an equal opportunity." But they just told me to hire a basket weaver, and now they saying I have to be open to every kind of craft there is. I don't, these two are incongruent. What do I do? That in a nutshell is what happens all the time at different skills. So you'll have a leader going, "Well, "my gender balance isn't there," or "I'm missing this," or "I'm missing that, "I don't have enough international," whatever the case may be. "But I want the best talent. "Get me the best talent," and then they default on what they're used to having as the best talent because it's comfortable. And the reason why it's comfortable is 'cause it's, there is a success pattern. If you always hired someone from company X with a degree of Y and then you're actually de-risking failure, you're not ensuring success. I know at a minimum what they're capable of doing. Therefore, they're going to survive, maybe thrive. But if you turn the knob a little bit as a recruiter and say, "Look, I get that pattern, "but you already made that choice. "You've already hired three of those. "If we hired different shades of this "or a new pottery maker, "what would that do, the debate at your team? "How would that show up in making us a better, "at making blank?" So, teaching a recruiter how to have that conversation about what is the add will change the dynamic with the manager. So, sit down. What's missing? Then talk about how do you do inclusive interviewing. Make sure that you have a diverse panel that's interviewing this candidate 'cause remind you millennials, everybody's looking for a diverse company. 67 percent of millennials say they will only work for diverse companies. So now when they come in, they want to see difference when they walk in your hallways. They want to feel that you are accepting of uniqueness. So now you got to make sure the panel reflects that uniqueness that you offer at the company. And then you got to teach the manager how to reduce bias when you're making that final call because, again, they're indexing on reducing risk of failure 'cause they have a tight timeline. If you slow their neurological roll, you'll make better decision making and you ask them to really discern what is the best value add to their team, they'll make the right decision. A recruiter is a coach. It's a confidant because the manager has to be a little vulnerable with you to open up. And if you come to them with data, saying, "I already know your team makeup. "I kind of know you. "I've been with you. "And here's what I think the strengths are "of your recruiting team. "Here's where I think we can add value "and show better respect. "These people were late to interviews. "That show disrespect. We will lose candidates if we're late to a meeting. There's data that shows that. And you can make them a better them. That is amazing. I think my recruiter team is my canary in the coal mine. They are the selling motion of the company. They are the reflection of who we want to become and they are the leaders in that pact to culture. So I think they have amazing opportunity and power to help evolve dibs in any organization.
- Determine what prevents a company from being equitable.
- Explain the importance of storytelling.
- Construct how an interview process should work that would enable you to hire diverse talent.
- Describe the purpose of listening to employees.
- Determine the factors for choosing DIBs role models in a company.