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![Glenn Gutmacher
VP Diversity Talent Sourcing
State Street Corporation
ggutmacher@statestreet.com
Metrics & Data that Help Make the Diversity Argument
Being the “right thing to do” isn’t enough. To accelerate change in corporate behavior,
realize that business leaders act on things that improve their financial results, so...
• McKinsey “Delivering Through Diversity” report (2018) - Building on “Why Diversity
Matters” (2015), results remain statistically significant: peer companies in the top
quartile of gender-diverse leadership were 21% (and ethnic/cultural diversity 33%)
more likely to report financial returns above their national industry median.
• Credit Suisse CS Gender 3000 report (2016): Updating its 2014 report, “clear
evidence that companies with a higher proportion of women in [leadership]
generate higher returns on equity, while running more conservative balance
sheets”; such diversity generates excess returns running at a CAGR of 3.5%
• UBS Gender-Lens Investing (2017): Based on its 2016 white paper, company
boards with 20%+ women demonstrated higher pre-tax margins, returns on assets
and equity over a 5-year period than peer firms. (See esp. last 2 charts at URL.)
• Credit Suisse LGBT report (2016): a basket of 270 LGBT-friendly stocks
outperformed a broad index by 3% in the prior six years. Denver Investments
Wealth Management’s Workplace Equality Index of LGBT-friendly companies beat
the S&P 500 index by nearly 4% in 2016 (source)
• See Catalyst’s compilation of various studies supporting gender’s financial impact
• HBR study (2016): 1 diverse candidate on interview slate is perceived as token; 2+
makes big difference
BONUS: Save this
Excel file of diversity
resources (courtesy of
Susan Graye, HPE)](https://image.slidesharecdn.com/diversitysourcingpanel-sclv2018consolidated-181007222017/85/Diversity-sourcing-panel-sclv2018-consolidated-41-320.jpg)
Uploaded byGlenn Gutmacher
Diversity sourcing panel sclv2018 consolidated
The document discusses strategies for enhancing diversity in hiring, emphasizing the importance of tailored methods for different aspects of diversity, such as gender, race, and military background. It highlights the impact of unconscious bias, the necessity for data analysis in recruitment processes, and the value of partnerships and community engagement in sourcing diverse candidates. Additionally, it addresses specific programs and resources to support military and disability recruiting, showcasing real-world examples and metrics to demonstrate the business benefits of diversity.
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Similar to Diversity sourcing panel sclv2018 consolidated
Diversity sourcing panel sclv2018 consolidated
- 1. How to GetMore Diverse Candidates From Pipeline to Hire a TedTalk-style panel, moderated by: and featuring presentations by: Arthur Matuszewski Head of Strategic Talent Sourcing Glenn Gutmacher VP, Diversity Talent Sourcing Lou Candiello Diversity Engagement Leader for Military & Disability Talent Carmen Hudson Principal Consultant
- 2. Why diversity sourcing& recruiting is different 3. Your own recruiters and hiring managers are undermining you but unaware they’re doing it (“unconscious bias”, etc.) 4. Metrics are more challenging (lack of self-ID, etc.) but data is on your side (see Appendix) 5. Even within the same job skill niche, every aspect of diversity (gender, race/ethnicity, veterans + spouses, LGBT, disability, retirees / returners, etc.) demands different strategies/tactics Don’t be afraid to ask peers and vendors for help. This is HARD work. They’ll be just as eager to hear what you’re trying, too. Glenn Gutmacher panel moderator P.S. Upon return home, check the Appendix for more great resources we won’t have time for today 1. Online: branding = ↑; Boolean/keyword search & job boards not so much 2. Physical (e.g., event) networking, relationships & org partnerships = ↑
- 3. Beyond sourcing Increasing genderdiversity in finance and technology Arthur Matuszewski Head of Strategic Talent Sourcing amatuszewski@wayfair.com
- 4. It’s more thana sourcing problem Analyze outputs to change inputs Pipeline dictates talent management Assessment needs to be rebuilt
- 5. Specialization vs. scale 1in 10,000 Industry Search specificity Scale of investment 10,000 + Large Hedge Fund
- 6. Assessment needs tobe rebuilt PROBLEM SOLUTION • Realized high percentage of type 2 errors • Identified bias and lack of differentiation at resume stage • Overwhelmed by high volume, high processing costs, and low yield • Deployed predictive, pre-screen, assessment • Tailored interview processes by individual • Expanded channels to broader talent pools • Invested in upgrading employer branding • Doubled first year analyst class gender ratio from 20% to 40% in 2 years • Broadened analyst class’ educational diversity by introducing alternative key schools/programs • Created need to focus on talent management beyond talent acquisitions (e.g. post-hire) Large Hedge Fund
- 7. Pipeline dictates talentmanagement PROBLEM SOLUTION • Negative impact on talent acquisition from siloed hiring managers - Limited in understanding of talent markets - Leads to narrow perspective vs. broader biz eval. • Incomplete metrics don’t capture biz impact - Metrics emphasizing recruiting activity vs. on job performance are shortsighted and limited • Measured / analyzed granular funnel activity - E.g. specific resume indicators over time • Married internal data with external data - E.g. performance in similar roles across industry vs. intra-company • Partnered closely to develop L&D programming alongside talent pipelines • Shifted TA-to-Business relationship from reactive to proactive • Decreasing TTF 30% against key roles & enabling 5x increase in investment leadership hiring • Increased speed of feedback loop between employee performance and sourcing / recruiting • Decreasing attrition rate by ~7% over 2yrs • Won more resources for diverse and novel sourcing initiatives by testing & learning • Transforming mix of new analyst class to ~60/40% non-core to core schools in 18mos Large Hedge Fund
- 8. Analyze outputs tochange inputs PROBLEM SOLUTION • Lack of x-company alignment resulting in ‘leaky bucket’ and loss of potential talent • Incomplete, long-tail on diversity activity ROI, requiring imprecise ‘thumb on the scale’ • Emphasis on ‘cultural fit’ and employer brand biased hiring toward homogeneity • Defining known and unknown biases to direct talent acquisition activity • Incubating and funding test and learn pilots • Created specific and durable measurements to remove assessment generalizations both pre- and post-hire • Enabled targeted investment by initiative (e.g. 1st gen. college students) with controlled evaluation • Created multi-stakeholder partnerships to limit need for individual “champions,” push for posterity • Forced accountability for feedback in hiring decisions, increasing transparency & authority
- 9. Takeaways Measure your assessments - Pushinterviews to substantiate judgments w/ evidence Set expectations, follow the numbers - Know what good looks like, drive towards it Make gender diversity a mindset & a practice - Ensure parity in interviewing - Remove loaded terms & images from hiring criteria, job descriptions & recruitment collateral
- 10. Dell Veteran &Spouse Talent Acquisition Strategy Lou Candiello - Diversity Talent Attraction & Strategy Military & Disability Recruiting Programs Dell | Talent Acquisition
- 11. Hiring Veterans &spouses Values: Dell’s Culture Code directly aligns to the competencies of veterans’ with keen focus on execution Talent: 35-40% of military spouses are under-employed; 43% not in the workforce. 1 Million transitioning out of the military in the next 4 years with 1.1 million using benefits under the GI bill Vicinity: 46% of all active duty personnel are near Dell’s key market locations Diversity: Military provides a rich source of talent aligned to key areas of under-representation Customer Alignment: Veterans and spouses bring key experiences that enhance our customer relationships Customers: We believe our relationships with customers are the ultimate differentiator and the foundation for our success Winning together: We believe in and value our people. We perform better, are smarter, and have more fun working as a team than as individuals Innovation: We believe our ability to innovate and cultivate breakthrough thinking is an engine for growth, success and progress. Results: We believe in being accountable to an exceptional standard of excellence and performance Integrity: We believe integrity must always govern our fierce desire to win. Dell’s Culture CodeWhy? “First and foremost, it’s critical to recognize and act on the proposition that military veterans—when considered as a human capital resource—potentially represent one of the most compelling forms of resource differentiation available in the marketplace.1” 1Syracuse Institute for Veterans and Military Families – “THE BUSINESS CASE FOR HIRING A VETERAN BEYOND THE CLICHÉS” 2012
- 12. Talent Acquisition Training Withless than one-half of 1% of the U.S. population choosing to serve in the armed services today, it is essential that TA professionals have an authentic understanding and appreciation of a military candidates’ profession, competencies, skills, and culture. Veterans Competencies1 Veterans Assume High Levels of Trust Veterans are Entrepreneurial Veterans are Adept at Skills Transfer Across Contexts/Tasks Veterans Have (and Leverage) Advanced Technical Training Veterans are Comfortable/Adept in Discontinuous Environments Veterans Exhibit High-Levels of Resiliency Veterans Exhibit Advanced Team Building Skills Veterans Exhibit Strong Organizational Commitment Veterans Have (and Leverage) Cross-Cultural Experiences Veterans Have Experience/Skill in Diverse Work Settings 1Syracuse Institute for Veterans and Military Families – “THE BUSINESS CASE FOR HIRING A VETERAN BEYOND THE CLICHÉS” 2012
- 13. Purposeful Job Alignment DellHiring Options Job Category Considerations Direct Skill Alignment • IT related roles (e.g. Tech. Support, Professional Services, Field Tech, Cyber Security, etc.) • Program / Project Management • Logistics • Business Operations • Procurement • Finance Leadership Programs • IT Leadership Development Program, Global Service Leadership Development, Business Operations Leadership Program, Finance Training Program Internship / Co-op • Identify Student Veteran Organizations and Veteran Affairs Dept., at Dell Key Colleges/Universities Career Skills -Transitioning Military & Spouses • Companies offering pre-separation Apprenticeship / Internship / Job Shadowing roles It is essential to be purposeful in the alignment of military skills/competencies to job opportunities.
- 14. Sourcing at varioustimes of transition Workforce development offices & military bases • Our best source of veteran talent • Participate in career fairs and events that are in our communities • Develop base relationships with aligned to Dell career opportunities • Offers customer service and IT training and certifications to transitioning service members and spouses on base Microsoft Software & Services Academy • Microsoft recruits, assesses and trains transitioning service members • Cloud App Dev., Cybersecurity, Database & BI, Server Cloud Administration • 10 base locations • Targeted recruitment and employment solution which creates connections and direct access to military spouses (DOD) MBA Vet Conference • Annual conference has veterans from top 50 MBA programs • All veterans have years of leadership experience • Consideration for full time and internship roles • Career Readiness Programs which equip veterans with professional development, career exploration, and professional networks Student Veterans • Include Student Veteran organizations as Dell recruits on campus • Dell hires approximately 1800 Summer Interns each year • Align to Leadership Development Programs • Unique transition institute exclusively for Navy SEALs and the US Special Operations community and supporters Onward to Opportunity Military Spouse Employment Partnership FourBlock & Edge4Vets The Honor Foundation Establish key partnerships - Best in class providers that are committed to the success of the soldier or spouse
- 15. Digital ads, socialmedia, blogs, and videos
- 16. Enabling veterans’ agateway from military life to civilian work starts with tools that allow candidates to use their current/previous job in military to identify like roles at Dell. Welcome to jobs.dell.com/military Our site launched in April 2015 • Military translator • Authentic employee testimonials • Awards & recognition Not to be mistaken with our Military Discount Program: www.dell.com/military Dell Military Careers Page
- 17. Retaining Veteran talent Veterans& Supporters Employee Resource Group (#VetsatDell) • Executive Sponsor is a direct report to Michael Dell • Utilize our combined knowledge to better understand how to engage & support both current and former military personnel & their families • Community Outreach, Education & Training, Business Mentoring, Recruiting
- 18. Partnerships and recognition Partnerships Awards& Recognition
- 20. 5 big ideas Toimprove diversity sourcing success | carmen hudson SourceCon
- 21. Today’s agenda Whatis yourcommitment? How much risk can you afford? Howare decisions made in your org? Facilitating open discussion Recruiting fortitude
- 22.
- 23. Warning:uncomfortable territoryahead • Whatproblem areyou solving?
- 24. Diversity is political diversitydiversity diversity diversity diversity
- 25. continuummulticulturalorganizationaldevelopment Majority group dominanceand privilege. Openly hostile tosocial justice. exclusionary Maintains traditionally held power. Engages social justice if itis comfortable and ontheirterms club Will allow some different people if itdoesn’t change or cost the organization. Hire minorities in low level roles compliance Hires and supports diverse groups. Provides some diversity or bias trainingtothe organization affirmative Intentional abouthiring, developing and retaining adiverse workforce. Startingtouse a multicultural perspective to manage theorganization redefining monocultural Non-discriminating multicultural Mission, operations, products and services reflect contributions of entire workforce; key decisions include members of diverse cultural and social groups multicultural • “sure, let’s include diversecandidates. But I don’t want to lowerthe bar” “sure, let’s include diverse candidates. Butwe can’t slow things down”
- 26. Inequalityis embedded andstructural
- 27. hiring managershave differentopinions
- 28.
- 29. What risks/investmentsare youwillingto take/make? expand position profiles Longer Timeto source/Fill relocation expenses new location/ remote Address internal equity issues changeinternal policies Have difficult conversations Improve onboarding practices Experiment and fail
- 30. What risks/investmentsare youwillingto take/make? Data Warehouse Developer Data Modeling Conceptual, logical, physical models ETL – Extract, Transform, Load Data sources include XML, relational databases, flat files or non relational Oracle Data Integrator IBM Datastage MSFT SSIS Informatica BI Integration SQL Databases Scripting Language Ruby, Python, PHP, Perl, Javascript
- 31.
- 32. How are decisionsmade? open or secretive consensus or top- down Qualified, prepped interview team debrief meeting clear criteria assess against criteria or other candidates biases uncovered diversity strategies known diverse slates
- 33.
- 34. Difficultconversations where is thecompany on continuum whatare your principles? Nothing is static To train or not to train? intentional and unintentional bias Internal mobility cultural literacy growth vs. fixed mindset transparency
- 35. growthmindset • How doyou discuss opportunity in your org?
- 36.
- 37. What is atalentadvisor? •Diversity recruiting success requires influence and leadership philosophy partner Coach and influence prepare alignment measure Leverage data teach strategize lead Project manage Secretsauce
- 38. Increasing sourcingresults Process • Speed •Opportunistic hiring • Candidate sharing • Relocation/remote Alignment • Hiring Manager • Interview Team • Growth mindset Talent market • Availability • Timing • Geography • compensation Sourcing • Approach • Layer diversity factors • Proactive referrals • pipelining
- 39. Thank you Stay intouch with us! facebook.com/recruitingtoolbox Linkedin.com/carmenhudson carmen@recruitingtoolbox.comtwitter.com/peopleshark
- 40. Appendix (Other diversity resources,panelists contact info, etc.)
- 41. Glenn Gutmacher VP DiversityTalent Sourcing State Street Corporation ggutmacher@statestreet.com Metrics & Data that Help Make the Diversity Argument Being the “right thing to do” isn’t enough. To accelerate change in corporate behavior, realize that business leaders act on things that improve their financial results, so... • McKinsey “Delivering Through Diversity” report (2018) - Building on “Why Diversity Matters” (2015), results remain statistically significant: peer companies in the top quartile of gender-diverse leadership were 21% (and ethnic/cultural diversity 33%) more likely to report financial returns above their national industry median. • Credit Suisse CS Gender 3000 report (2016): Updating its 2014 report, “clear evidence that companies with a higher proportion of women in [leadership] generate higher returns on equity, while running more conservative balance sheets”; such diversity generates excess returns running at a CAGR of 3.5% • UBS Gender-Lens Investing (2017): Based on its 2016 white paper, company boards with 20%+ women demonstrated higher pre-tax margins, returns on assets and equity over a 5-year period than peer firms. (See esp. last 2 charts at URL.) • Credit Suisse LGBT report (2016): a basket of 270 LGBT-friendly stocks outperformed a broad index by 3% in the prior six years. Denver Investments Wealth Management’s Workplace Equality Index of LGBT-friendly companies beat the S&P 500 index by nearly 4% in 2016 (source) • See Catalyst’s compilation of various studies supporting gender’s financial impact • HBR study (2016): 1 diverse candidate on interview slate is perceived as token; 2+ makes big difference BONUS: Save this Excel file of diversity resources (courtesy of Susan Graye, HPE)
- 42. Lou Candiello Diversity TalentAttraction & Strategy Military & Disability Recruiting Programs Dell | Talent Acquisition Lou.Candiello@dell.com Lou’s desire to serve came at an early age. The son of a World War II veteran, whose father served in the Army in the China Burma India Theater, Lou joined the US Marine Corps Reserves while still in high school. He was called to active duty during college, and served as a Corporal during Operation Desert Storm/Shield as an Aircraft Firefighting & Rescue Crew Chief. Lou has held several roles at Dell over the past 13 years. Currently, Lou is the Diversity Engagement Leader for Military & Disability Talent for Dell where he is responsible for the creation and implementation of a Veteran recruiting strategy across the company. He partners closely with military bases, Veteran Service Organizations (VSOs), Universities, and community-based organizations to attract, recruit, and retain transitioning service members, military spouses, and student veterans to Dell. In addition, Lou is one of the leaders of Dell’s Veterans Employee Resource Group and is also responsible for leading Dell’s efforts as a founding member of the Veteran Jobs Mission.
- 43. Military Spouses &Student Veterans • The success rate of student veterans is 72% (graduating plus persisting toward a degree) compared to 66% for their peers who have never served. • Since 2009, the Post-9/11 GI Bill has helped about 347,564 students earn 453,508 post-secondary certificates or degrees. • Student veterans earned at least 51,486 STEM degrees. 27% in business, 14%in STEM, 10% in health related fields. • Student veterans’ GPA on average is 3.35 compared to the national average of 3.11, nearly a quarter point higher. • Twenty-three percent of GI Bill graduates are women, representing a higher percentage than the Armed Forces population overall. About 26% of all student veterans are women. Nearly 47% of SVA chapter leaders are women. This compares to about 16% of women military members who are serving now and 10% of all veterans. • When compared to their peers, student veterans using the Post- 9/11 GI Bill represent the single best source of potential and current achievers in higher education, with nearly 100,000 now graduating annually, and nearly 1.1 million student veterans in higher education right now. Military Spouses Student Veterans
- 44. Leveraging local militaryinstallations in our key markets 46% of US active duty population are near Dell facilities
- 45.
- 46. Increasing diversity sourcingresults Justice Map Women’s College Coalition Women in Tech Organizations List of HBCUs African American Organizations Asian American Organizations Latino Organizations Nat’l Organization on Disability List of African American Greek Orgs List of Latino Greek Orgs SeekOUt Hire Our Heroes Door of Clubs LinkedIn Groups Most Diverse Employers Internal Affinity Groups Campus Diversity Groups Gender Decoder
- 47. Questions? Contact Arthur Matuszewski Head ofStrategic Talent Sourcing amatuszewski@wayfair.com Arthur is responsible for strategic talent sourcing at Wayfair – generating, nurturing and analyzing Wayfair’s future talent as it scales 2x-3x in line with more than 40% YOY revenue growth since 2016. Prior, Arthur led talent strategy for Fahrenheit212, an innovation consultancy, where he cultivated uniquely commercial and creative talent in service of growth for companies such as Samsung, Marriot and Coca-Cola. Fahrenheit212 was acquired by Capgemini Group in 2016. Previously, he worked in general management at Bridgewater Associates, the world’s largest hedge fund, where he focused on initiatives enabling the company and its unique culture to scale from founder-led boutique to systematically managed institution. Therein, he focused on developing early career and bespoke talent pipelines, evolving assessment practices and deploying predictive analytics to increase quality hiring at scale. Along the way, he developed university-community educational programming at the R.I Adult Correctional Institute, built an educational babysitting platform connecting NYC parents to educational childcare services, and made things out of stained glass. Arthur graduated from Brown University with an A.B in Africana Studies, focused on understanding how individuals and institutions come to value the things that they do.
- 48. Who is thischick? Principal Consultant Recruiting toolbox yahoo Talent42 Co-Founder starbucks recruiterhunt Founder microsoft Seattle youthcare Board of Directors amazon Carmen Hudson
- 49. Who is thischick? www.recruitingtoolbox.com carmen@recruItingboolbox.com
- 50. Some other smartpeeps to benchmark with If you have diversity sourcing & recruiting questions, these folks are some of those to whom Glenn Gutmacher has reached out in the recent past and should be worth chatting with (not meant to be an exhaustive list – heck, if you like what a particular company is doing, reach out to their D&I head; they probably have some best practices worth hearing about. Nor is this in any particular order other than alphabetical – e.g., you might decide it makes sense to reach out based on their location or type of employer history). I didn’t get to ask if I could include everyone’s contact info below, so it’s not here BUT you’re sourcers so I’m sure you can find them... • Aubrey Blanche, Atlassian • Chris Keller, Harvard University • Cody Horton, diversity consultant • Cyndy Davis, Houghton Mifflin Harcourt • Dan Piontkowski, Marriott Int’l. • Henry Addo, Association of American Medical Colleges • Howie Mallowes, Northrop Grumman • Paul Francisco, State Street • Patti Yaritz, Patterson Companies • Rachel Book, Fidelity Investments • Shally Steckerl, consultant • Shawna Ferguson, Wellington Management • Susan Graye, HP Enterprise • Tiffany Ballve, Microsoft • Torin Ellis, diversity consultant • Let us know who you’d add! • Janet Ikpa, Hired.com • John Redmond, Dell • Julia Stone, Amazon • Katee Van Horn, diversity consultant • Kay Kelison, Zillow • Kevin Walters, Amazon • Leela Srinivasan, Lever • Marvin Stickel, Coinbase • Mia Ferolito, Accenture