Diversity Recruitment: How Now?

By Lee Gardenswartz, Ph.D., and Anita Rowe, Ph.D., December 2006

Question: Despite progress, we continue to face challenges with recruiting a more diverse workforce, especially at higher levels. What strategies can we use to attract top talent from groups that are underrepresented in our organization?

Finding, attracting and keeping a diverse mix of talented employees can be a continuing challenge. Increasing the odds for success involves recognizing and addressing obstacles and expanding recruitment methods and opportunities.

Obstacles to Recruiting

The Community ImageRecruits evaluate more than a company; they consider whether a particular community is a good place to live. Individuals may be reluctant to move to an area if they believe that the schools are inadequate or that the real estate is overpriced or if they fear that they will not be welcomed.

Attitudes Within the OrganizationSome managers and employees may believe that diverse candidates are less qualified and that standards must, therefore, be lowered if they are hired. Diversity and quality must be seen as compatible, rather than mutually exclusive, to overcome this barrier.

An Emphasis on QuotasTalent, skills and qualifications need to be emphasized over numbers. Use of the word quota has a polarizing effect among staff and tends to create resistance. Focusing on numbers creates the perception that those who are hired are tokens rather than valuable employees with unique perspectives and experiences.

Lack of Understanding of the Strategic ImportanceDiverse employees need to be seen as a critical business advantage in order for managers and employees to support increased recruitment efforts. Explaining the connection between diversity and the goals and needs of the organization, such as increased market share, improved customer service or innovation is critical.

Time CommitmentIn the pressure to fill positions quickly, it is easy to succumb to time pressure. Finding new community pipelines, searching for a wider range of recruits and ensuring that candidate slates are diverse may take time. But using the same sources and schools and hiring the friends and relatives of existing employees, while faster, probably wont generally yield a diverse group of candidates. It is, therefore, important for organizations to commit additional time to access diversity.

Like Me BiasAnother obstacle is the human phenomenon of hiring those we perceive to be like us. Helping those who are in recruiting and hiring positions to recognize this potential for bias is one step. Another is getting multiple perspectives on candidates by making sure that hiring panels and recruiting teams are diverse.

Assimilation ModelA final barrier to recruiting and retaining diverse employees has to do with how the organization uses the differences people bring. If the culture requires people to adjust to existing methods and norms rather than using a variety of styles, perspectives and ideas to spark creativity and increase effectiveness, the benefit of diversity is lost. Whats more, forcing square pegs into round holes often causes people to leave, so turnover cancels out recruitment gains.

Strategies for Recruiting Diversity

Once obstacles are addressed, an organization can expand recruiting practices by adopting strategies, such as these, that have been used successfully by other organizations:

Partner Up. Have executives take an active role in assessing diverse talent by going with recruiters to conferences and job fairs. Seeing the talent available can help dispel the common myth that there isnt any out there.

Tap Insiders. Use the expertise and knowledge of members of employee affinity groups to help identify potential employees as well as sources and organizations from which to recruit. Individuals in these groups can suggest communication and outreach methods to reach a wider range of people.

Connect to the Community. Having leaders and managers participate in community events and organizations can build relationships and make inroads to targeted populations and enhance an organizations image as an attractive employer.

Involve Managers. Giving managers techniques to help recruit and holding them accountable for participating in recruiting activities increases commitment to diverse hires and widens an organizations reach through increased contacts.

Encourage Employee Participation. Satisfied employees are among the best assets. Build on this by rewarding employees for referring candidates.

Pay for Expertise. Offering compensation for expertise such as bilingual skills can help attract a wider array of employees.

Showcase the Community. Playing up the advantages that a community offers and giving information that corrects misconceptions about the community help attract candidates who may have been reluctant to relocate.

Review Language. Modifying the language in job ads, descriptions, titles and requirements to eliminate exclusionary language may widen a positions appeal.

Expand Communication Channels. Going beyond traditional media is another aid in reaching employees from communities where the word on the street might be relied upon more than the newspaper. Seek outlets in community and religious centers, local gathering spots and events that draw people from targeted groups.

Use the Talent Scout Approach. Some organizations have found that visiting the homes of targeted recruits, the way sports recruiters do, helps attract potential employees.

Identifying and then addressing the obstacles in your organization, and using a few new strategies, should help increase effectiveness in recruiting diverse candidates.

Lee Gardenswartz and Anita Rowe are partners in the management consulting firm of Gardenswartz & Rowe of Los Angeles.