Last week I was interviewed by a reporter who wanted to know about the “do’s and don’ts” of recruiting and retaining diverse talent. Recruitment and retention are chief concerns for all of our clients. Given this priority, I thought I’d share the six key “do’s and don’ts” I offered her for your thoughts, feedback and additions.
Tip 1: Do focus on inclusion – don’t focus on JUST the numbers. Given the journey from Affirmative Action to “representational diversity” to “inclusion” in the U.S., knowing the difference between “diversity” and “inclusion” is still an important distinction for many organizations. Talented people want to know how their unique skills and resources will be used to make a meaningful contribution to the business. If they feel that your recruitment efforts are designed to make the company’s gender numbers or ethnic diversity look good, they’re not likely to sign on or stay.
Talented people have options and they want to know that they are valued and that they are part of something that matters. This is especially true of the millennial generation, but it’s increasingly true of all employees. Employee engagement is grounded on the psychological connection people make when they feel ownership to the mission, purpose and culture of an organization. Once they’re truly engaged in important work and in an environment where they feel they matter, employees are much more willing to invest their discretionary energy in taking the business to the next level. Creating an inclusive climate that truly engages people means that talented people of all backgrounds are more likely to want to work for you and once there will be your best recruiting tool. Talented people know talented people. They will spread the word and diversity will flourish as a result.
Tip 2: Do have a strong, authentic leadership commitment – it’s necessary, but don’t stop at the top. Leaders who are in the position to set policy and direction that support inclusion are critical. By overseeing the organizational culture and systems, they ensure that the mission, values and operations align with the vision of embracing diversity through inclusion. It is this inclusive climate or tone, set by the leaders, that inspires talented people to WANT to join an organization in the first place. In a climate where they truly matter and make a difference, employees will commit, stay and work hard. Leaders are the barometer others use to determine if the organization is serious about inclusion or if efforts are simply a public relations tool. Executive commitment that is authentic and based on a heartfelt understanding of diversity is a necessary ingredient for inclusion, but it is not sufficient.
All people within the enterprise contribute to inclusion by the degree to which their interactions influence others. Employees who routinely step out of their comfort zone to consider an idea that seems “different,” partner with someone with whom they do not normally work, or approach a task in a new way shift the climate and engage others in the process. Yes, executives have a unique role, but the responsibility for building inclusion lies with everyone.
Tip 3: Don’t be short term and tactical, be long term and strategic. Rather than just thinking about diversity as a series of programs or events, inclusion must be integral to the organization’s vision, values and purpose. Every employee must easily understand how diversity and inclusion support the organization’s mission and what their responsibility is in promoting the mission’s success through their individual role with respect to inclusion. Diversity and inclusion need to be connected to the business drivers and not “add ons” that are nice to do if we have extra resources. It’s the role of leaders and managers to make it easy for everyone to articulate how inclusion is connected to the business strategy and what each person’s role is in this strategy.
Tip 4: Do benchmark against best practices with regard to policies, structures and programs, but don’t rely JUST on systemic factors. Building a culture of inclusion that recruits and retains the best and the brightest requires intrapersonal and interpersonal effectiveness as well as organizational commitment, skills and resources. Systemic factors include policies and practices that promote inclusion and demonstrate a commitment to diversity. Leaders must also enforce a system of accountability to these best practices and the organizational values that set inclusion as a priority for the enterprise. At the individual and interpersonal levels, all members of the organization must have the awareness, understanding, commitment and skills necessary to support inclusion as a key strategic resource for the organization.
If the policies and practices are in place at an organizational level, but individuals are not willing, able or expected to create a climate of inclusion, these systemic factors alone do not create the conditions necessary for diversity to thrive. If individuals have motivation, ability and collective will, but the organization and its leaders fail to provide the necessary policies, practices and systems of accountability, inclusion will fail to be become a sustainable component of the organizational culture.
Individual, interpersonal and systemic factors drive inclusion. Too often however, organizations focus more on the systemic because they’re required to by law and/or because it’s easier to measure and control. It’s very clear, however, that people don’t simply leave organizations. They leave their boss and/or their co-workers. Best in class policies and practices are the minimum requirements on which inclusiveness is built. If you want to really make a difference with regard to retention, integrate inclusion into the fabric of your organizational culture. A key factor here is holding everyone accountable to the intrapersonal and interpersonal competencies required to support inclusion.
Tip 5: Do use technology such as podcasting, web based learning and communication to reinforce and deliver key messages; but don’t replace or ignore the personal face-to-face story and human connection. Technology, training and communications are tactics and tools that support your inclusion efforts. Inclusion, however, is experienced at the personal level. Use technology to bring forward the voices, stories and narratives. Use a range of mediums to add momentum to your communications efforts. But there is no substitute for the face-to-face human connection. Whenever people describe the situation in which they “got it” or truly understood the value of inclusion and their role in it, there is always a face, a name and a story attached. Use technology to support these connections rather than replace them. Remember epiphany happens at a personal level.
Tip 6: Build long term strategic partnerships that provide opportunity and address social needs, rather than simply writing checks or sponsoring an event. Do write checks, host tables at dinners, and participate in college recruiting fairs. But also invest time, energy and resources in building long term partnerships with schools, not for profit organizations and community groups. Do support Historically Black Colleges and Universities and other special mission institutions such as Tribal Colleges, Gallaudet University, Brigham Young University, Brandeis University and the like. But have this support go beyond participating in recruiting fairs. As part of your corporate social responsibility, foster partnerships with organizations whose mission aligns with yours, and for whom such a relationship will strategically address a social need AND address a business need. Offer internships, develop mentorship programs, and provide training by offering educational activities that your employees are expected to design and deliver. Work just as hard to learn from these partnerships as you do gifting these organizations and their stakeholders with your expertise.
While there are no “magic pills” for addressing the challenges of recruiting and retaining exceptional talent, these six tips help to focus your thinking and strategizing about one of the most common workplace dilemmas today. This list is certainly not exhaustive nor necessarily “the answer.” Please offer your comments, thoughts and additional suggestions by commenting here on the blog or by sending an email (
richard@diversitymatters.info).
Stay tuned!
Richard Friend, Ph.D.
Co-Founder & Co-Host
“Race is still the primary dividing point in the nation” according to Al Vivian who facilitates The Race Awareness Workshop, evaluated as the most effective race relations seminar in the country; and the first program to be the sole feature for two consecutive days on The Oprah Winfrey Show.
Seidenstein discuss the edgy, hard hitting approach developed by Al’s father C.T. Vivian for dealing with racism. Frank McCloskey, Vice President of Georgia Power will weigh in on the conversation and share his individual and organizational experience with Vivian’s Race Awareness Workshop. While times have changed, we’ll explore why this workshop has essentially remained the same for over 33 years.
“Race is still the primary dividing point in the nation” according to Al Vivian who facilitates The Race Awareness Workshop, evaluated as the most effective race relations seminar in the country; and the first program to be the sole feature for two consecutive days on The Oprah Winfrey Show.
Seidenstein discuss the edgy, hard hitting approach developed by Al’s father C.T. Vivian for dealing with racism. Frank McCloskey, Vice President of Georgia Power will weigh in on the conversation and share his individual and organizational experience with Vivian’s Race Awareness Workshop. While times have changed, we’ll explore why this workshop has essentially remained the same for over 33 years.
