Archive for Diversity Hiring
As part of the fourth edition of Hire with Your Head (Wiley, September 2021) we’re starting a unique book club for those who pre-order the book. Over the next several weeks I’ll be highlighting different themes from the book. This week focuses on the idea of hiring for the long-term rather than the start date in order to achieve consistent Win-Win Hiring outcomes.
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While many companies today express a commitment to LGBTQ+ inclusion, especially during Pride Month, actions often speak louder than words. And over the past few decades, one company that has consistently shown up for the LGBTQ+ community is Chevron.
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“Diversity and inclusion is more than a statement,” wrote one participant in LinkedIn’s new study on DEI statements in job posts. “A company needs to show how they have embraced diversity and inclusion,” she continued, “not just print the standard blurb on a job description.”
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Even companies that are LGBTQ+-friendly often focus more on the “LGB” than on the “T” or “Q.” So, in honor of Pride Month, we want to highlight how you can make your company more welcoming of people who are transgender and gender-nonconforming.
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First impression bias is the primary cause of most hiring mistakes. Why? Because when we feel good about someone right away, we tend to ask easier questions. And when we feel negative right away, we ask more difficult questions. In other words, we look (often subconsciously) to confirm our first impression.
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I contend that the biggest reason companies struggle to hire outstanding diverse, non-traditional and high potential talent is that they continue to use job descriptions that require a skill set that puts a lid on quality of hire since most of the best people have a different mix of skills and experiences. Just as bad, the best people with the required skill-set aren’t interested in what appears to be an ill-defined lateral transfer. In essence the use of these types of job descriptions guarantees the company will hire people exactly like those they’ve already hired and not improve the quality, or the diversity of the people hired.
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If the arc of history bends toward justice, the equal pay arc hasn’t been very flexible. When the Equal Pay Act became a federal law in 1963, women in the United States made 59 cents for every dollar men earned doing the same work. In 2000, it was 73 cents. Today, it stands at 82.
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In my 45+ years as a recruiter, one of the many things I’ve learned is that strangers get a bad deal when it comes to being accurately assessed during interviews. While people who are known to the hiring manager are assessed on their past performance, strangers are judged on their motivation to get the job, a bunch of generic competencies, the depth of their technical knowledge and the quality of their presentation skills. Worse, all of these factors are viewed through a biased lens filled with misconceptions and flawed logic.
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The entire recruiting and staffing industry has been upended in the past few months. Live recruiting events and conferences have been canceled. Some recruiting teams are scaling back or putting projects on hold, while others are focusing on reskilling or redeploying teammates to other business priorities. On top of this, we’re also seeing a trend towards a hiring manager do-it-yourself model that basically bypasses the recruiter and sourcer entirely. However, we are seeing one big area of opportunity: Recruiters who are true value-added partners to their hiring managers by sourcing, recruiting, and closing outstanding talent — especially diverse talent. These recruiters are in high-demand and this demand is increasing. But being successful in this new opportunity requires a different set of skills and competencies. By benchmarking best practices, we’ve been able to capture these skills in our new “Recruiter of the Future” competency model. Download it here and be sure to sign up for our ongoing series of webcasts. (The next one is July 29, 2020, but if you can’t make it, you’ll still be able to find the recording.) The metric of success in this competency model isn’t jobs filled on time and at the lowest cost, but quality of hire and job satisfaction on the candidate’s first-year anniversary date, not their start date. We refer to this idea as “Win-Win Hiring.” A successful Win-Win Hiring outcome occurs after one year when the hiring manager fully agrees the new hire is an outstanding performer and the new employee is
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To expand your diversity hiring initiatives you need to start with these five action steps
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Bias is insidious. Politics is the best example of bias at its worst. But it may be just as bad when it comes to hiring. It causes us to hire people we shouldn’t have and not hire those we should.
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Lou Adler’s Fourth Edition Book
Hire with Your Head