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Article: Recruiting for Diversity

By: Linda Bates Parker

The growing diversity of our U.S. population is having profound impact on the workplace and the consumer marketplace. Today, according to the Center for Women's Business Research, nearly half (48%) of all privately-held U.S. firms are 50% or more women-owned. Studies show that women, responsible for buying 80% of household goods, are already exercising significant spending power. The estimated purchasing power of African-Americans, Asians, Hispanics, Native-Americans, gays, lesbians and people with disabilities is more than $1 trillion. Clearly, diversity and inclusion are critical links to customers, communities and shareholders. Regardless of the kind of business or organization you lead, manage or work in, the search for diverse employee talent is essential to organizational growth and productivity.

Women owned businesses and women in organizations have a special role to play in furthering a diversity agenda. Women emphasize relationship building as well as gathering facts; are more likely to consult with others, including experts, employees and fellow business owners; and may devote more time reflecting on how to change organizations for the better. Our unique insights and experiences are extremely helpful in assessing the organizations readiness to become more inclusive.

Hiring for diversity is not new. Progressive organizations have had this as a priority throughout the 90's and are creating effective learning experiences for their employees and identifying key benchmarking strategies to support multiculturalism and inclusion, as well as, the advancement of women in their organizations.

Many models exist for effective diversity recruiting. Consistent among them are these 10 strategic elements:

1. Top down leadership that permeates the entire organization and diversity commitment evident in annual reports, advertising media, websites, and public statements.

2. Strong company image which communicates its appreciation for diversity in its employees, suppliers and consumers through significant business investment and recognitions.

3. Evidence of a company culture which rewards the talents of its diverse employees through effective training and promotion, with internal affinity groups empowered to enhance the culture and managers rewarded for diversity accountability.

4. Continued civic engagement and philanthropy, with built-in accountability, directed toward the interests of diverse communities.

5. Commitment to combat the growing drop-out rates of diverse students in our local schools. First, understand the causes and then target interventions, in partnership with schools, parents and the youth, to mentor and enrich their educational experiences, especially at the elementary and high school levels.

6. Increased investment in college level internships, scholarships and experiential learning activities to build relationships, while increasing the exposure of diverse students to diverse business role models and higher level career opportunities.

7. Focused involvement and recruitment at colleges and universities that have proven track records and have invested in innovative programs which produce talented and diverse graduates such as collegiate bridge, honors and multiethnic scholars' programs.

8. Employment packages that take into consideration pipeline availability and recognize that diversity recruiting requires premium offers. Frequently, diverse and talented students receive multiple offers and additional incentives for employment.

9. Creation of "on-board" programs and networks that connect diverse new employees to mentors, role models, young professional associations, community events, housing, personal services and places of worship relevant to diverse employees, to aid in their retention.

10. Maintaining internal cultural audits and scrutiny of recruiting strategies and rewarding results. Tracking multiethnic and diverse employee advancement metrics and communicating company wide best practices to employees, recruiting sources, the media and other stakeholders, while sustaining and re-investing in successful solutions.

Women owned businesses and women in business, desiring to produce and supply innovative goods and services to diverse customers and to progressive organizations, must recognize the value of diverse cultures and perspectives to their businesses. Competitive advantages can be achieved through effective diversity recruitment and retention. With the increased competition, locally and nationally, for diverse talent, women employers will have to work longer, harder and smarter, to attract, hire, and retain the "best and brightest" diverse candidates for the foreseeable future.