Recruiting for Diversity

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The month of October we will seek to dive into the topic of diversity. We will take a look at Diversity issues through four different perspectives affecting how we think about it in the workplace. In this first week, we are talking about affirmative action and how it can impact diversity in hiring practices.

In order to understand the advent of diversity and inclusion in hiring practices and company culture, we need to understand its rich and infamous history. Most experts in DEI agree that a push for more diverse working spaces began in the mid-1960s. Around this time, many companies had known histories of discrimination against minority groups. With the passing of equal employment laws and affirmative action, companies began to take their first swing at DEI initiatives. Unfortunately, like many first iterations, the programs did not improve the often intentional or unintentional discriminatory environments that had been so ingrained in these corporations for years. Over the years companies have continued to try and prop up traditional DEI initiatives, from mandatory workshops to hiring tests, to little avail. It may (or may not) shock you to find out that today's practices are still far from effective in shifting workplace culture away from bias and exclusion.

One DEI professional, Stacy Williams, wrote in her article on Linkedin about how diversity in the workplace has not really “been “figured out” in a way that’s comprehensive, impactful, and sustainable.” According to her, this is due to the ever-shifting nature of workplace culture, demographics and the needs of the business. “As soon as you have solved one piece of the puzzle, the rest of the board has shifted, and other pieces are no longer aligned,” writes Williams.

There are takeaways from the knowledge that DEI has historically been an uphill battle. As just one company, or oftentimes just one team in a larger company, nobody is asking you to solve the deep wounds of discrimination and bigotry that permeate much of our existence. No amount of mandatory modules on how to not be racist in the workplace is going to cure somebody of their preconceived notions or unintentional blindspots. That's why many DEI professionals are turning towards a much subtler approach to diversifying their companies and creating a better workplace culture, and it starts at the root: recruitment. If you’re in charge of, or have any kind of say in, the recruiting at your company, diversity should be near, if not the top of your priorities when putting together a team. Not only for the obvious moral reasons of building a more equal world, but because it’s also a smart business decision. Studies are showing that there is a direct correlation with a company's market performance and their diversity.

According to a report published by McKinsey and Company, companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians, and 15% more likely if the company is in the top quartile for gender diversity. In the same vein, the Harvard Business Review published statistics regarding companies with diverse leadership. Employees at these companies were 45% more likely to report a growth in market share value, and 70% more likely to report the capture of a new market. All signs point towards it. Whether its pathos or logos, ideology or numbers, diversity is nothing but a strength. So how do we contend with the fact that it is constantly under attack?

We can’t ignore the elephant in the room. Earlier this year, the Supreme Court ruled that universities could no longer practice affirmative action in their admissions. The decision was a blatant attack on diversity initiatives throughout our society. The effects of this decision may not show for some time, and some universities have already announced publicly that they are committed to diversity and inclusion in their halls despite the ruling. However, this cannot be our only defense. Time will tell if our educational institutions will keep their promise, but business leaders who are committed to diversity should not hold their breath. It is crucial that executives affirm their commitment to keeping their companies diverse, especially while the notion becomes more and more divisive each day. Words and promises are not enough.

Firstly, understand job sites, colleges, or non-profits that are dedicated to ensuring they enable access to candidates of a diverse background. When evaluating a candidate, take into consideration all kinds of leadership positions someone has excelled in. It doesn’t matter if its retail, food service, or something else that you may have been trained to think is irrelevant. Excelling in any leadership role is difficult, and now more than ever, that kind of job experience can mean a grounded understanding of target audiences. Look back at a candidate's college life. Did they have to work to make it through? Did they raise a family as they received their education? How they lived through their schooling can be just as important as how successful they were during that time. Finally, when recruiting candidates out of school, don’t just look at the typical “top tier” universities. Look for unique educational approaches, co-op programs where students get real work experience. Other approaches could include hiring individuals returning to the workplace from a traumatic or problematic past, military service, or people that have experienced extreme poverty and other kinds of discrimination based on their economic status. Economic diversity can be just as useful and empowering as other kinds.

So with all of this in mind, where does this leave us? Many of us have lived and already learned from the history of DEI and affirmative action, and we know the benefits that a diverse workforce can have for our team. We know that diversity as it is understood today seems to become more and more divisive in social politics. We’ve even come to understand how modern-day DEI has seemingly failed at its goal to create a better work culture. So how do we ensure that workers feel heard, understood and represented by those who are in charge? That starts at the executive level, with how to lead with inclusivity at the front of mind.

Join us next week for the second installment of our diversity month: Leading with Inclusivity!