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The Next Step 2.0

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Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can ...

Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can work together to retain and develop diverse talent into leadership positions that add true value within your organization.

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The Next Step 2.0 The Next Step 2.0 Presentation Transcript

  • Retaining and Cultivating Leadership in Diverse Talent
  • Juris DoctorateCase Western Reserve University(Cleveland, OH)Bachelor of ArtsHampton University(Hampton, VA)Diversity CoordinatorCleveland Metropolitan Bar AssociationRecruiterCase Western Reserve University School of Law
  • Moving Beyond The Workshops
  • 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
  • 2. Creating a 1.Creating a culture of culture of leadership on transparency every level 3. Creating a culture of constant evolutionTalent Retention Through Corporate Loyalty
  • WEBSITE TWITTER FACEBOOK LINKEDIN ”
  •  USING YOUR WEBSITE  USING FACEBOOK TO TO ACTIVELY RECRUIT ATTRACT CANDIDATES  News Blog  Facebook  Employee Profiles Marketplace (FREE)  Job Search Engines  Facebook Ads  Online Town Halls (Targeted)  Twitter/LinkedIn  Facebook Pages Integration (Potential Recruits)
  • Fostering Retention from an HR Prospective Non-Traditional Benefit Structures Emphasizing HR is the foundation Culturally Literate that supports a diverseCommunication workforce through, cultural understanding in communication, benefit programs that promote work-life balance, and performance structures that provide clear insight into leadership.
  • FOSTERING RETENTION FROM AN HR PROSPECTIVE Team Building Communication (flexibility, problem Training (verbal/ solving, talent nonverbal) recognition) Staff Training that Focuses on Intercultural CompetenceThe more knowledge that exists about Sensitivity Training diverse groups, the more likely is (generational gaps, situational an increased sensitivity for the sensitivity) individualities and particularities of the work force
  • • 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)
  • 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
  • Generation Values drive behavior, often Born: Age Now: in ways that we don’t even Boomers 1940–60 52–72 notice. Generation X 1960–80 32–52 Generation Y 1980–2000 <32 When people are workingside-by-side and have largelydifferent values, conflicts tend to erupt, hampering productivity and morale in 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)
  • 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
  • When mentors build trusting, open relationships with minority protégés, companies gain an important window on leadership talent that is often hidden from view. Mentors can actively engage their protégés in discussions about theirExecutive Level Opportunity outside roles and work with them to apply and enhance those skills in their everyday jobs.Enhancement of Skills and Roles Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives," Harvard Business Review, Vol. 83, No. 11, November 2005Active Mentorship Programs "
  • Allowing employees to set aside time for A large number of minority volunteer activities—even a few hours a month—would send a message thatprofessionals do not feel that employers recognize and value social their roles and outreach and community involvement. responsibilities outside theworkplace are recognized or understood by their employers. Companies could even take an active role in helping young minority professionals Minority women in larger access nonprofit boards, thereby giving them an early opportunity to develop companies (56 percent), leadership skills they can bring back to young women of color (50 their workplaces percent), and Asian women (49 percent) are the most likely to feel that their lives are "invisible" to their An overwhelming majority of our survey employers. participants would welcome training from their companies in fundraising for volunteer activities."Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives,"Harvard Business Review, Vol. 83, No. 11, November 2005
  • Unilever introduced its Getting into the Skin program as a key part of the companys leadership development 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 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
  • • DIVERSITY IS AN ASSET WITH MONETARY AND STRATEGIC VALUE • EACH ORGANIZATION MUST DO AN INTERNAL EVALUATION TO DETERMINE WHAT THEIR DIVERSE NEEDS AREFOUNDATION • EFFECTIVE USE OF SOCIAL MEDIA CAN INCREASE THE SIZE AND QUALITY OF CANDIDATE POOLS EXPONENTIALLY WITH LITTLE BUDGET IMPACT GETTING • CULTURE AND MESSAGE BRANDING ONLINE WILL CREATE COMPANYTHE RIGHT FIT TRANSPARENCY AND ATTRACT CANDIDATES TO YOUR ORGANIZATION • DON’T MISS OUT ON GREAT CANDIDATES BY FOCUSING ON SCORES AND GPA LOOK FOR A TOTAL PACKAGEDEBUNKING • ADDRESS NONTRADITIONAL FORMS OF DIVERSITY WITH A FOCUS ON MYTHS COMMUNICATION THROUGH CULTURAL LITERACY • ENCOURAGE COMMUNITY LEADERSHIP AND SOCIAL INVOLVEMENT • FOSTER MENTORSHIPS TO ENHANCE SKILLS AND UNCOVER POTENTIAL ENSURING LEADERS SUCCESS
  • EMAIL:SLAWSON@ADVOCATELAWGROUP.COLINKEDIN:SHERONDA “SHAY” LAWSON ESQTWITTER:@SHAYMLAWSON