Diversity recruiting your excuses stop here presentation handout

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  • Lack of Accountability and Commitment From Administrative Leadership.

    Assuming There Are No Diverse Candidates in the Pipeline.

    Failure to Spend Time Analyzing Factors That Determine Why Diverse Candidates Do Not Apply.

    Not Listening or Surveying the Experiences and Perceptions of Diverse Faculty That Have Been Hired.

    Not Utilizing Creative Hiring Methods to Hire Diverse Faculty Because of Status Quo Legal Administrative Leaders and Legal Departments Who Fear Litigation.

  • Prepares Students to Live and Work in a Increasingly Global, Pluralistic, Multicultural Society.

    Strengthens Communities Whose Citizens Will Be Judged by Character and Contributions.

    Fosters Teamwork, Respect, Innovation and Collaboration.

    Strengths Economic Prosperity by Using the Skills of Individuals From Different Ethnic Backgrounds, Cultures and Communities.
  • Title VII - 1964 Civil Rights Act, As Amended - Discrimination Against “Protected Classes” Violates Title VII - Title VII Has-No Affirmative Action Requirement.

    Under Title VII - Persons of Color Are Defined as “Protected Classes”.

    EXECUTIVE ORDER 11246 - Applies to Federal Contractors With 50(k) in Fed. Contracts. Requires Good Faith, Affirmative Efforts to Recruit, Hire and Retain, Racial and Ethnic Minorities and Women.

    Most Higher Ed. Institutions Are Federal Contractors Since They Receive Substantial Federal Funds.

    EXECTIVE ODER 11246 - A Federal Compliance Order - Requires Affirmative Action Plans.

    “Good Faith Affirmative Action Efforts are “Goals” and Not “Quotas”.
  • EVERYTHING MATTERS

    What was, to use anthropologist and philosopher Gregory Bateson's famous term, the critical "difference that makes a difference"? What mattered the most to the company's branding success? Was it all about the coffee beans; were they that different? Was it the ambience Starbucks has so assiduously created? Was it the employees they've hired? What particular part of their winning combination mattered most?

    After pondering Bedbury's question and weighing the variables, Mr. Olsen responded: "Everything matters."
  • Employers that focus exclusively on a position’s “requirements” and “responsibilities”—what the job will do for them—fail to understand that employment is an agreement between two equal parties. Both have to get something out of the deal, or it’s unlikely to last. What should you look for? The best postings will describe a number of key factors:
  • Another benefit of the team interview is that the candidate does not waste time answering the same questions for different people. As long as such an interview remains conversational and does not become a feeding frenzy, the information derived can be revealing.

    By this he means drilling down within a specific silo of information, going where the candidate has not prepared to go. "Candidates and interviewers show up with what I call their 'cocktail party' speech," he explains. "'Why do you want to work here? Where do you want to be in five years?' Those kinds of things."

    Get rid of the shotgun approach, Magill advises, and replace it with a rifle. Mixing metaphors, he says, "If you really want to get under the hood, you start dissecting a single point. Get below the candidates comfort level and you bring the real person to the surface."
  • Demonstrates Sincere Interest In the Candidate.

    Allows the Candidate to Make an Informed Decision Regarding Accepting an Offer.

    Showcases Diversity Efforts, Internal Diversity Resources and the Community.

    Provides an Itinerary That Includes Meetings With Diverse Campus and Community Constituents (Faculty/Students).

    Allows Candidates to Meet With Diverse and Majority Faculty Who Have Similar Scholarly Interests.

    Allows Candidates to Understand Departmental Research, Teaching and Service Expectations.
  • EVERYTHING MATTERS

    What was, to use anthropologist and philosopher Gregory Bateson's famous term, the critical "difference that makes a difference"? What mattered the most to the company's branding success? Was it all about the coffee beans; were they that different? Was it the ambience Starbucks has so assiduously created? Was it the employees they've hired? What particular part of their winning combination mattered most?

    After pondering Bedbury's question and weighing the variables, Mr. Olsen responded: "Everything matters."
  • EVERYTHING MATTERS

    What was, to use anthropologist and philosopher Gregory Bateson's famous term, the critical "difference that makes a difference"? What mattered the most to the company's branding success? Was it all about the coffee beans; were they that different? Was it the ambience Starbucks has so assiduously created? Was it the employees they've hired? What particular part of their winning combination mattered most?

    After pondering Bedbury's question and weighing the variables, Mr. Olsen responded: "Everything matters."
  • Diversity recruiting your excuses stop here presentation handout

    1. 1. DIVERSITY RECRUITING YOUR EXCUSES STOP HERE ! Glenn Powell, Executive Director Human Resources & Diversity Lone Star College System
    2. 2. • “I tried, I tried really , really hard, but I just couldn’t find any diverse candidates” • Our Search Firm/Recruiter/HR Rep did not bring us a diverse slate of candidates” • We run ads, job fairs, but nothing happens. • “They won’t apply for our positions or relocate here”“ • “Diversity candidates don’t make it through our hiring process” EXCUSES, EXCUSES, EXCUSES !!!
    3. 3. ESSENTIAL FACTORS ALLOCATE RESOURCES  Fund research  Allocate Manpower to create business plan  Assign most talented people to project  Pay for result / Recognize efforts  Monitor program – short/long term  Hold team accountable
    4. 4. ESSENTIAL FACTORS FOSTER ACCOUNTABILITIES – Push down through every level – Make it condition of employment – Tied to performance goals, objectives, pay, etc. – Create “scorecard”
    5. 5. SCORECARD • Meetings conducted, Plans devised, objectives met • # of diversity hires • Time to fill • % of diverse candidates • % of diverse candidates vs % of majority candidates • Interview to offer ratio • Offer acceptance rate
    6. 6. SO WHAT IS THE BUSINESS CASE FOR DIVERSITY RECRUITING ???
    7. 7. SIGNIFICANT DEMOGRAPHIC TRENDS BETWEEN 1980 and 2000: • Latino and Asian College Enrollment Tripled. • African American College Enrollment - Increased by Increased by 56%. • In 2000 - 01, 4.3 Million People of Color Were Attending College, Compared with 2 Million in 1980 - 81
    8. 8. Minorities ????? Minorities are now the Majority in 6 out of 8 of the largest metropolitan areas in the U.S.
    9. 9. By the Bernard Hodes Group: • 96% of Undergraduate and Graduate Students of Color Indicate: Professors of Color Have Positively Impacted Their Education. • 83 % of White Undergraduate and Graduate Students Indicate: Professors of Color Have Positively Impacted Their Education. Recent Survey
    10. 10. KEY ADVANTAGES OF DIVERSITY 1. Attracts top talent 2. Improves creativity 3. Improves productivity 4. Improves flexibility 5. Improves R.O.I. 6. Improves reputation 7. Improves risk management
    11. 11. THE LEGAL CASE FOR DIVERSIFYING FACULTY ISN’T THIS DIVERSITY RECRUITING STUFF JUST ANOTHER NAME FOR GIVING LESS QUALIFIED MINORITIES / FEMALES PREFERENCE IN HIRING?
    12. 12. Variables Affecting Diversity Hiring •Availability •Selection
    13. 13. Ten (10) Points of Decisions (PODs)
    14. 14. Points of Decisions (P.O.D.’s) 1. Managing the Employer’s Brand (Everything Matters !!!)
    15. 15. 2 Primary Goals of Employer Brand 1. Provoke the right talent to leave whatever they are doing and accept employment with your organization – Employee Value Proposition 2. Induce them to resist offers from other organizations and continue their employment with yours – Retention  If you don’t get the 2nd goal, the first will be a waste of time and money
    16. 16. Performance Retention Index
    17. 17. TALENT LEAK Employee Race RACE ALL WHITE AFRICAN AMERICAN HISPANIC ASIAN A. INDIAN/ ALASKA NATIVE # OF EE’S 4000 1600 800 700 500 400 TOTAL TURNOVER 1000 288 440 140 75 57 TURNOVER % 25% 18% 55% 20% 15% 14% RETENTION RATIO 7% 30% 5% 10% 11% Formula: Ave Turnover % – Ave Turnover % in Demographic = Retention Index Talent Leak
    18. 18. Points of Decisions (P.O.D.’s) 2. Identifying the Actual Position Requirements
    19. 19. CREATE A PERFORMANCE PROFILE
    20. 20. Points of Decisions (P.O.D.’s) 3. U-FUS vs. We-FUS
    21. 21. Traditional Recruiting • Skills-based boring ads crafted to eliminate the unqualified, rather than attract the best • Job postings that are hard to find, especially if candidates need to use pull-down menus to find your jobs on your career site • A ponderous application process that prevents candidates from “just looking” • The use of a short-sighted sales model emphasizing compensation and jobs rather than careers and opportunities
    22. 22. Creative Ads “Help wanted: TELEPATH. (You know where to apply.)”
    23. 23. Employment Ads -- WIIFM Effective Ads tell Applicants: • What you will get to do, • What you will have a chance to learn, • What you will be able to accomplish, and • With whom you will get to work.
    24. 24. Points of Decisions (P.O.D.’s) 4. Forming Effective “Job Squads”
    25. 25. Points of Decisions (P.O.D.’s) 5. Defining Screening Process
    26. 26. Points of Decisions (P.O.D.’s) 6. Formulating “Interview Plan”
    27. 27. CAMPUS VISIT
    28. 28. Maximize the Campus Visit • PREPARE a Welcome Packet (include institution’s commitment to diversity, cultural information, minority organizations and business information, etc. as applicable). • SELL the job/the department/the opportunities/ LSCS, The Woodlands/Greater Houston area. • PROVIDE opportunities for all candidates to interact with diverse faculty and students. Offer to introduce candidates to those in other departments with similar interests or situations and to potential colleagues/research partners. • IF A CANDIDATE VOLUNTEERS INFORMATION ABOUT A SPOUSE/PARTNER, offer information about regional employment.
    29. 29. Points of Decisions (P.O.D.’s) 7. Choosing Semi-finalist Candidate(s)
    30. 30. SELECT CANDIDATES WHO ARE BETTER THAN YOU! • This is the hardest part, but if we want to improve (and keep up with the competition) we must continue to INCREASE the quality of faculty and not just stay the same. • Avoid selecting candidates because they are “comfortable” and will not challenge the status quo.
    31. 31. Points of Decisions (P.O.D.’s) 8. Utilizing Reference Checks & Making Contingent Offer
    32. 32. Closing the Deal 1. Take all reasonable measures to speed up the search process, so offers can be made in a timely fashion. 2. Ensure that the proposed pay level for a female, ethnically diverse, international, or other diverse candidate is comparable to that of a majority candidate. 3. Be ready to describe and promote LSCS’s benefits package. 4. Members of the committee may want to call (or solicit others to make calls) to demonstrate enthusiasm for the candidate.
    33. 33. Points of Decisions (P.O.D.’s) 9. Confirming Employment Offer
    34. 34. Points of Decisions (P.O.D.’s) ON- BOARDING
    35. 35. Everything Matters •Orientation should support the system's culture of excellence •Don’t forget the impact of the employee’s family •Ensure your orientation communicates 3 “truths”: • "We're happy you're here.“ • "You're part of a great organization.“ • "This is why your job is so important.“ •Tell Them how They'll Make a Difference •Solicit Feedback
    36. 36. AHA RECRUITING THOUGHT • “Light travels faster than sound. This is why some applicants appear bright until you hear them speak.”
    37. 37. SUCCESS !!!!

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