Retaining and Cultivating Achievement                     in Minority Talent
Juris DoctorateCase Western Reserve University(Cleveland, OH)B.A. in Political ScienceHampton University(Hampton, VA)Diver...
Groups are ready to                               be viewed as an asset.   Organizational                                 ...
Clarify your                                                                               definition of                  ...
Include diversity as a part of your                                 Research and develop a list         website and markin...
Actively search    out thecandidates youare looking for          Make sure you         deliver what you             promis...
New Hire                  Orientation        On     Campus    Interviews                   Establishing consistency       ...
Staff Training that Focuses on                                                                           Intercultural Com...
Open Doors that Are Really          Open   Establishing Mechanisms to    Handle Conflict       A diverse organization is...
• Standardized tests seem to predictTests ≠          performance on traditional academic                 tasks better than...
Female Employees            ≠ Work/Life Balance IssuesThe labor-market participation rate for women 25 to 44 years of  age...
Values drive behavior, often                                          Age ≠ in ways that we don’t even           notice.  ...
Allowing employees to set aside time                                                                                    fo...
Unilever introduced its                                                                                   Getting into the...
Executive Level Opportunity                                    Enhancement of Skills and                                  ...
• DIVERSITY IS AN ASSET WITH MONETARY AND STRATEGIC VALUE                • EACH ORGANIZATION MUST DO AN INTERNAL EVALUATIO...
Retaining Minority Talent
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Retaining Minority Talent

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This presentation featured at Intern Bridge Inc\’s Diversity Best Practices Online Conference provides a practical how to for employers genuinely interested in recruiting minorities that will stay and achieve in the workplace. Encompassing recruitment strategies, mentorship programming, debunking myths about minority achievement, and improving communication in diverse workplaces this is a true best practices manual for any employer.

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Retaining Minority Talent

  1. 1. Retaining and Cultivating Achievement in Minority Talent
  2. 2. Juris DoctorateCase Western Reserve University(Cleveland, OH)B.A. in Political ScienceHampton University(Hampton, VA)Diversity CoordinatorCleveland Metropolitan Bar AssociationRecruiterCase Western Reserve University School of Law
  3. 3. Groups are ready to be viewed as an asset. Organizational Diversity is preparedstructures will adapt to impact corporate to maximize objectives and diversitys asset priorities impact Diversity groups are Diversity will capable of demonstrate leveraging their tactical and strength andstrategic value. influence Executives will invest Diversity will be in diversity, measured by asset- commensurate with oriented criterion contribution
  4. 4. Clarify your definition of diversity. Include visible as well as invisible dimensions using • 1. Leadership is in denial about the results and department or employees lose trust as a result function using focus surveys. 2. Leadership listens and decides that hiring a member of the under represented group via executive search without see a need or finding the time for long term solutions behind the actual issues 3. There is a strategy meeting in which good ideas for long term solutions are made but there is no accountability or steps to implement the specifics and so other than discussing the need for more diversity there is no changeSimma Lieberman “Moving Beyond the Numbers How to Recruit and Retain a Diverse Workforce
  5. 5. Include diversity as a part of your Research and develop a list website and marking materials. Start in middle and high of colleges that historically Candidates look at a website if itschool. Attend career days have large numbers of does not state and show a high and come prepared to women, people with value for diversity they will look discuss the benefits of else where. So really take the time disability, different cultural working for your to think about diversity and craft a and ethnic backgrounds.organization and industry great meaningful statement Send recruiters there. (Kellogg Diversity Statement) MAINTAIN VISBILITY AT EVERY STAGE (DON’T DROP THE BALL) Simma Lieberman “Moving Beyond the Numbers How to Recruit and Retain a Diverse Workforce”
  6. 6. Actively search out thecandidates youare looking for Make sure you deliver what you promise Building relationships early is the key to having employees that have a sense of loyalty and will stay even through difficult periods Simma Lieberman “Moving Beyond the Numbers How to Recruit and Retain a Diverse Workforce”
  7. 7. New Hire Orientation On Campus Interviews Establishing consistency will create a sense of your organizations real commitment to diversity• Visibility at Every Recruitment Stage
  8. 8. Staff Training that Focuses on Intercultural Competence The more knowledge that exists about diverse groups, the more likely is an increased sensitivity for the individualities and particularities of the work force Team Building Communication (flexibility, Training problem (verbal/ solving, talent nonverbal) recognition) Sensitivity Training (generational gaps, situational sensitivity)Don’t Drop The Ball:For the selection of situative appropriate forms of behavior the relevantenvironment factors must first be perceived and correctly interpreted,intercultural competence of action calls in turn for sensitivity and knowledge. Dr. Ursina Böhm, Interculturally Competent, Tur tor Fenster Report, Issue 5, 2009
  9. 9. Open Doors that Are Really Open Establishing Mechanisms to Handle Conflict  A diverse organization is more likely to face internal conflicts between the employees or between employees and management. Therefore, an effective conflict management system should be evolved between the HR department and senior management for swift and efficient resolution of such conflicts. Quality Evaluations  employees of color are often given vague performance evaluations that give no indication of what they need to work on. Next thing they know, theyve been passed over for a promotion for no apparent reason Having an Inclusive Promotion Strategy  Support continuing education and be sure that promotion opportunities are transparent and •George Thompson, Strategies for Recruiting a Diverse Staff, open to diverse applicants. Diversity Council.org Demonstrate that diversity is •Vikas Vij , 10 Ways for Managing Diverse Employeees, welcome in all levels of the business BrightHub.com or organization. •Carmen Van Kerckhove , After Decades, Little Progress, Crains Business NY June 2008
  10. 10. • Standardized tests seem to predictTests ≠ performance on traditional academic tasks better than they predict performance on everyday, real-worldSuccess tasks or on unusual, multifaceted problems that are likely to arise in the business world • Intelligence does play an important GPA≠ role in school achievement, but many other factors—motivation, quality ofSuccess instruction, resources, support, peer group expectations—are also involved.Scores ≠ • Standardized scores do a reasonable job of predicting achievement for a short period— the following year or two. They are less useful in predictingSuccess achievement over the long run, J.E. Ormrod, IQ and School Achievement, Educational Psychology: Developing Learners, (2007)
  11. 11. Female Employees ≠ Work/Life Balance IssuesThe labor-market participation rate for women 25 to 44 years of age - the average child bearing years - rose from less than 20% to more than 75% between 1900 and 1999  Women today are leaving the corporate sector in vast numbers-twice the rate of men. They are not leaving to tend to their families but rather to seek positions that are more satisfying and rewarding or start up their own business. According to a study released last year by the National Foundation for Women Business Owners, women own approximately 7.7 million firms; an increase of 43% since 1990. Women are forming new businesses at double the rate of men. In turn, big companies are losing valuable players. This loss is becoming more and more costly to organizations that have invested time and money in their employees. It would serve both organizations and women to reexamine the obstacles that prevent females from advancing and from being valued in the workplace Mauricio Velasquez , Shattering the Glass Ceiling: A Strategy for Survival
  12. 12. Values drive behavior, often Age ≠ in ways that we don’t even notice. Diversity When people are working Generationside-by-side and have largely Born: Age Now:different values, conflicts tend Boomers 1940–60 52–72 to erupt, hampering Generation X 1960–80 32–52 productivity and morale in Generation Y 1980–2000 <32 workplace settings. • Health and wellness Add to that the observation Baby • Personal growth that our workplace is Boomers • Workdominated by two generations • Balance (Boomers and Generation Generation X • Techno-literacyX)— one of whom tends to be • Informality supervising the other— • Thinking Globallygenerationally based conflicts • Civic duty Generation Y • Achievement are going to attract attention • Sociability Jamie Notter, Generational Diversity In the • Diversity Workplace (2002)
  13. 13. Allowing employees to set aside time for volunteer activities—even a few hours a month—would send a message that employers recognize and value social outreach and community A large number of minority involvement. professionals do not feel that their roles and responsibilities outside the Companies could even take an active workplace are recognized or role in helping young minority understood by their professionals access nonprofit boards, thereby giving them an early employers. opportunity to develop leadership Minority women in larger skills they can bring back to their workplaces companies (56 percent), young women of color (50 percent), and Asian women (49 percent) are the most An overwhelming majority of our likely to feel that their lives survey participants would welcome are "invisible" to their training from their companies in employers. fundraising for volunteer activities."Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives,"Harvard Business Review, Vol. 83, No. 11, November 2005
  14. 14. Unilever introduced its Getting into the Skin program as a key part of the companys leadership development FOUNDATION asking selected groups of current and future leaders to spend time abroad in service projects . Company initiatives that "widen the tent," such as employee benefits that go Time Warner extended its employee assistance program Employers beyond the nuclear family. (which includes, for example, should Nearly three-quarters (74 access to child care referral percent) want help paying for Support services and company scholarshiprecognize and health insurance for up to diverse social programs) to other reliant family value two members of their members (perhaps an aunt or organizations community extended families. Many (72 uncle) "In the last five months, involvement percent) want a few days of theres been a 200 percent increase in uptake annual leave for the purpose of elder care or extended- family care. Pitney Bowes has continued to support Delta Sigma Theta (an African-American DON’T DROP THE BALL Sorority) in many ways, from purchasing advertising space in fundraising souvenir journals to matching charitable donations."Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives,"Harvard Business Review, Vol. 83, No. 11, November 2005
  15. 15. Executive Level Opportunity Enhancement of Skills and Roles Active Mentorship Programs A significant proportion of minority professionals (66 percent) supported the creation ofmentoring programs across divisions and the matching of minority employees with seniorcolleagues from similar ethnic and cultural backgrounds. When mentors build trusting, openrelationships with minority protégés, companies gain an important window on leadershiptalent that is often hidden from view. Mentors can actively engage their protégés indiscussions about their outside roles and work with them to apply and enhance those skills intheir everyday jobs. "Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives," Harvard Business Review, Vol. 83, No. 11, November 2005
  16. 16. • DIVERSITY IS AN ASSET WITH MONETARY AND STRATEGIC VALUE • EACH ORGANIZATION MUST DO AN INTERNAL EVALUATION TO DETERMINE WHAT THEIR DIVERSE NEEDS AREFOUNDATION • BE PROACTIVE IN SHAPING YOUNG STUDENTS TO THE CANDIDATES YOU WANT AND WILL BE A GOOD FIT FOR YOUR ORGANIZATION GETTING • MAINTAIN CONTACT AND VISIBILITY AT ALL STAGESTHE RIGHT FIT • DON’T MISS OUT ON GREAT CANDIDATES BY FOCUSING ON SCORES AND GPA LOOK FOR A TOTAL PACKAGE DEBUNKING • ADDRESS NONTRADITIONAL FORMS OF DIVERSITY WITH A FOCUS ON MYTHS COMMUNICATION • ENCOURAGE COMMUNITY LEADERSHIP AND SOCIAL INVOLVEMENT • FOSTER MENTORSHIPS TO ENHANCE SKILLS AND UNCOVER POTENTIAL ENSURING LEADERS SUCCESS

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