Diversity in the workplace is more essential now than it’s ever been. If you’re wondering what that means and why it’s the case, we’re here to help shed some light on where things stand today, where we feel they’re headed in the future, and why there’s never been a better time to upgrade diversity and inclusion from buzzwords to business initiatives.
Diversity in the workplace is more essential now than it’s ever been. If you’re wondering what that means and why it’s the case, we’re here to help shed some light on where things stand today, where we feel they’re headed in the future, and why there’s never been a better time to upgrade diversity and inclusion from buzzwords to business initiatives.
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
Author: Wendy Cukier, Brenda Nadjiwan, Dave Crisp, Michael Bach, Beth Grudzinski
Description:
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
How 2020 Changed the Job Search LandscapeFairygodboss
Fairygodboss surveyed 1,000 men and women to learn more about how they look for and evaluate potential employers and job opportunities. While men and women share some similarities when it comes to compensation, their priorities differ when it comes to additional benefits and social issues. Women are more likely to care about an employer's stance on gender and racial equality, so we surveyed an additional 500 women to learn more about how they believe media and corporate attention will, or will not, affect racial inequalities in the workplace. Read the full report to learn more.
We surveyed a representative sample of American adults to understand how Hispanics, Asian Americans, and African Americans prefer to identify among peers and in marketing and media.
Millennials@Work: Perspectives on Diversity & Inclusion Weber Shandwick
In this new study, co-sponsored by the Institute for Public Relations (IPR) and Weber Shandwick, we wanted to find out what the three generations currently in the workforce – Millennials (ages 18-35), Gen Xers (36-51) and Boomers (52-70) – think about diversity and inclusion at their workplaces. In an online survey by KRC Research, 1,002 adults were interviewed, including 634 employed respondents.
Why Attracting and Retaining Diverse Talent is a Strategic PriorityCenterfor HCI
To tackle longstanding workplace discrimination, many future-focused organizations are adding diversity officers to their leadership teams. If organizations want the best talent, they need to address any issues that are keeping diverse talent out of their ranks and out of their boardrooms.
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In this session, Jeanette Leeds, Talent Acquisition Expert, Business Leader, and Tech Entrepreneur will teach you about the latest talent acquisition solutions to support your gender-diversity hiring journey.
Flex options AKA flexible work arrangements (FWA) should be at the center of your organization’s talent management strategy. Flex options will sustain your talent pool during a recession and they will help you gain a competitive business advantage during the recovery.
The Nonprofit Employment Practices Survey has been the leading source of data on nonprofit employment, talent and culture since 2007 and is trusted by human resources professionals and nonprofit leaders alike.
From this year's survey, we learned that nonprofits are continuing to hire more aggressively than for-profits, but the gap is narrowing. Yet nonprofits are not improving their talent and culture practices in order to keep up with the competition and advance their missions.
The Nonprofit Employment Practices Survey has been the leading source of data on nonprofit employment, talent and culture since 2007 and is trusted by human resources professionals and nonprofit leaders alike.
From this year's survey, we learned that nonprofits are continuing to hire more aggressively than for-profits, but the gap is narrowing. Yet nonprofits are not improving their talent and culture practices in order to keep up with the competition and advance their missions.
John Wrote· Explainthe main techniques used in employment plann.docxvrickens
John Wrote:
· Explainthe main techniques used in employment planning and forecasting.
After this week's reading, what stood out to me was the methods of ratio analysis where they increase or decrease staffing in relation to that of the demand of the company. such as increased staffing to help alleviate the demand and make the amount of work manageable among everyone. Another was trend analysis, this is usually seen with retails when they hire seasonal staff during the holidays. the last one was forecasting where if the company uses market analysis to make their decisions.
· List and briefly describe the basic categories of selection tests, with examples.
Selection tests generally are designed to test the level of competency of potential employees. For a few jobs that I have applied to, I have encountered a typing test where I had to type so many words in a set time, math test, scenario examinations where i had to provide a list of possible solutions based on a workplace scenario, another was for more of a technical position where I was given a piece of machinery and a maintenance sheet to conduct the work. They would sometimes add a malfunction to see how we handled the situation as well. A lot of these test our level of knowledge, problem resolution, and methods of communication.
Miriam Wrote:
· Explain the main techniques used in employment planning and forecasting.
In employment planning, is identifying the gaps between current staff and projected staff needs (Dessler, 2016, pg. 128). One technique is utilizing a strong recruitment and selection process. Gathering data, identify positions needed (or not needed), and putting together a strategic plan on who’s filling those gaps. Then it should be implementation, this should include any training programs.
Forecasting is estimating what your workforce demand will be in the future. This can be looking at different reports, such as turnover rates and ratio analysis, and determine the outcome from that.
· List and briefly describe the basic categories of selection tests, with examples.
Selection test is different types of employee selection tests that staff authorities can issue. Depending on the job, the following are types of test:
· Intelligence Test – test general intellectual abilities such as memory, vocabulary, and numerical abilities. These abilities are measured and assessed using such test like the Stanford-Binet and the Wechsler test.
· Aptitude Test – test that measures cognitive or mental abilities such as reasoning, comprehension and memory.
· Personality Test – test that measures aspects of personality “such as introversion, stability, and motivation. These test in its self also focused on different dimensions of personality such as emotional stability, extraversion, and openness to experience.
· Interest Test – Or Interest inventories “compare one’s interests with those of people in various occupations.” This assumes that the employee that choose a job that they a ...
Answer questions separately in 2 pages single spaced 12 font size..docxSHIVA101531
Answer questions separately in 2 pages single spaced 12 font size.
Can put questions in and increase font size for questions to 25 and make it to two pages.
Questions are listed on the bottom of this page. There are 5 questions in total.
What is the role of an organization in Diversity?
Organizations that are committed to equality and inclusion must take steps to combat the examples of discrimination and harassment that have been covered in this chapter. And they must take steps to make diversity a goal in the pre-employment stages as well as in the post-employment stages. Anyone with managerial or supervisory responsibilities should pay careful attention to hiring and performance-rewarding practices, and make sure to rely on relevant information for making decisions and ignore race-based stereotypes. The following are examples of what leaders and organizations can do make sure employees feel valued.
Interview Selection Process
To ensure fairness for all applicants, organizations should use
highly structured interviews
during the selection process to avoid bias based on race or gender Highly structured interviews consists of the following 15 characteristics: “(1) job analysis, (2) same questions, (3) limited prompting, (4) better questions, (5) longer interviews, (6) control of ancillary information, (7) limited questions from candidates, (8) multiple rating scales, (9) anchored rating scales, (10) detailed notes, (11) multiple interviewers, (12) consistent interviewers, (13) no discussion between interviews, (14) training, and (15) statistical prediction.” Similarity bias can occur when interviewers prefer interviewees with whom they share similar traits. Organizations can mitigate this challenge if all 15 characteristics of a structured interview are used consistently with each job applicant.
Diversified Mentoring Relationships
Thanks to the rapid growth of international travel and globalization, managers are often called upon to manage a workforce that is increasingly diverse. Research has shown that racially and ethnically diverse firms have better financial performance than more homogeneous firms, because, as mentioned, employees from different backgrounds and with different experiences can give the firm a competitive advantage in various ways. It is necessary, however, that managers and those in positions of power are adequately equipped to manage diverse workforces in ways that are beneficial to all.
Diversified mentoring relationships
are relationships in which the mentor and the mentee differ in terms of their status within the company and within larger society. The differences could be in terms of race, gender, class, disability, sexual orientation, or other status. Research has found that these types of relationships are mutually beneficial and that the mentor and the mentee both have positive outcomes in terms of knowledge, empathy, and skills related to interactions with people from different power groups.
MANAGERI.
The Hidden Story Behind Your Organization’s DEI Data.pdfDEI 360 Assessment
Diversity, Equity, and Inclusion(DEI) is not limited to gender and race. It is more than that. It is about new types of workplace conversations, personal self-awareness, courage to call out micro-aggressions, organizational culture change, increased innovation, and a thorough data-driven DEI approach.DEI data analysis will expose the demographic gaps in various areas to identify where to focus more.
The Hidden Story Behind Your Organization’s DEI Data.pdfCenterfor HCI
Successful Diversity, Equity, and Inclusion (DEI) is more than just checking off boxes about gender and race. It’s about new types of workplace conversations, personal self-awareness, courage to call out micro-aggressions, organizational culture change, increased innovation, and a thorough data-driven DEI approach.
Diversity and Innovation are both important dimensions to achieve business growth. BCG shared in a recent study that entities with above average diverse workforce can generate 45% more revenues from innovation. With International Women's Rights Day today find a point of view I delivered on 7 March at the IICF conference in London. You will also find a few tactics to consider as part of the strategic design of your initiative.
Qualitative Research vs Quantitative Research - a QuestionPro Academic WebinarQuestionPro
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QuestionPro - Introduction to Customer Experience Part 3: CX BenchmarkingQuestionPro
Now that you have chosen your CX metric and mapped out your customer journey, the last key foundation of building a successful CX program is benchmarking.
Benchmarking allows understanding how your organization is performing in relation to others - both in your own sector and in other sectors. There are several ways to benchmark your performance over time, but we will introduce you different ways that are found to be successful to companies such as Emirates, Salesforce, and UPS.
Join us and learn how benchmarking:
• Uncovers key drivers that influence your organization’s performance
• Provides a quick way to evaluate your CX readiness and business goals
• Differentiates yourself against others
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An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
Author: Wendy Cukier, Brenda Nadjiwan, Dave Crisp, Michael Bach, Beth Grudzinski
Description:
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
How 2020 Changed the Job Search LandscapeFairygodboss
Fairygodboss surveyed 1,000 men and women to learn more about how they look for and evaluate potential employers and job opportunities. While men and women share some similarities when it comes to compensation, their priorities differ when it comes to additional benefits and social issues. Women are more likely to care about an employer's stance on gender and racial equality, so we surveyed an additional 500 women to learn more about how they believe media and corporate attention will, or will not, affect racial inequalities in the workplace. Read the full report to learn more.
We surveyed a representative sample of American adults to understand how Hispanics, Asian Americans, and African Americans prefer to identify among peers and in marketing and media.
Millennials@Work: Perspectives on Diversity & Inclusion Weber Shandwick
In this new study, co-sponsored by the Institute for Public Relations (IPR) and Weber Shandwick, we wanted to find out what the three generations currently in the workforce – Millennials (ages 18-35), Gen Xers (36-51) and Boomers (52-70) – think about diversity and inclusion at their workplaces. In an online survey by KRC Research, 1,002 adults were interviewed, including 634 employed respondents.
Why Attracting and Retaining Diverse Talent is a Strategic PriorityCenterfor HCI
To tackle longstanding workplace discrimination, many future-focused organizations are adding diversity officers to their leadership teams. If organizations want the best talent, they need to address any issues that are keeping diverse talent out of their ranks and out of their boardrooms.
Troubleshooting Recruiting: How To Recruit More Women Into Your WorkforceAggregage
In this session, Jeanette Leeds, Talent Acquisition Expert, Business Leader, and Tech Entrepreneur will teach you about the latest talent acquisition solutions to support your gender-diversity hiring journey.
Flex options AKA flexible work arrangements (FWA) should be at the center of your organization’s talent management strategy. Flex options will sustain your talent pool during a recession and they will help you gain a competitive business advantage during the recovery.
The Nonprofit Employment Practices Survey has been the leading source of data on nonprofit employment, talent and culture since 2007 and is trusted by human resources professionals and nonprofit leaders alike.
From this year's survey, we learned that nonprofits are continuing to hire more aggressively than for-profits, but the gap is narrowing. Yet nonprofits are not improving their talent and culture practices in order to keep up with the competition and advance their missions.
The Nonprofit Employment Practices Survey has been the leading source of data on nonprofit employment, talent and culture since 2007 and is trusted by human resources professionals and nonprofit leaders alike.
From this year's survey, we learned that nonprofits are continuing to hire more aggressively than for-profits, but the gap is narrowing. Yet nonprofits are not improving their talent and culture practices in order to keep up with the competition and advance their missions.
John Wrote· Explainthe main techniques used in employment plann.docxvrickens
John Wrote:
· Explainthe main techniques used in employment planning and forecasting.
After this week's reading, what stood out to me was the methods of ratio analysis where they increase or decrease staffing in relation to that of the demand of the company. such as increased staffing to help alleviate the demand and make the amount of work manageable among everyone. Another was trend analysis, this is usually seen with retails when they hire seasonal staff during the holidays. the last one was forecasting where if the company uses market analysis to make their decisions.
· List and briefly describe the basic categories of selection tests, with examples.
Selection tests generally are designed to test the level of competency of potential employees. For a few jobs that I have applied to, I have encountered a typing test where I had to type so many words in a set time, math test, scenario examinations where i had to provide a list of possible solutions based on a workplace scenario, another was for more of a technical position where I was given a piece of machinery and a maintenance sheet to conduct the work. They would sometimes add a malfunction to see how we handled the situation as well. A lot of these test our level of knowledge, problem resolution, and methods of communication.
Miriam Wrote:
· Explain the main techniques used in employment planning and forecasting.
In employment planning, is identifying the gaps between current staff and projected staff needs (Dessler, 2016, pg. 128). One technique is utilizing a strong recruitment and selection process. Gathering data, identify positions needed (or not needed), and putting together a strategic plan on who’s filling those gaps. Then it should be implementation, this should include any training programs.
Forecasting is estimating what your workforce demand will be in the future. This can be looking at different reports, such as turnover rates and ratio analysis, and determine the outcome from that.
· List and briefly describe the basic categories of selection tests, with examples.
Selection test is different types of employee selection tests that staff authorities can issue. Depending on the job, the following are types of test:
· Intelligence Test – test general intellectual abilities such as memory, vocabulary, and numerical abilities. These abilities are measured and assessed using such test like the Stanford-Binet and the Wechsler test.
· Aptitude Test – test that measures cognitive or mental abilities such as reasoning, comprehension and memory.
· Personality Test – test that measures aspects of personality “such as introversion, stability, and motivation. These test in its self also focused on different dimensions of personality such as emotional stability, extraversion, and openness to experience.
· Interest Test – Or Interest inventories “compare one’s interests with those of people in various occupations.” This assumes that the employee that choose a job that they a ...
Answer questions separately in 2 pages single spaced 12 font size..docxSHIVA101531
Answer questions separately in 2 pages single spaced 12 font size.
Can put questions in and increase font size for questions to 25 and make it to two pages.
Questions are listed on the bottom of this page. There are 5 questions in total.
What is the role of an organization in Diversity?
Organizations that are committed to equality and inclusion must take steps to combat the examples of discrimination and harassment that have been covered in this chapter. And they must take steps to make diversity a goal in the pre-employment stages as well as in the post-employment stages. Anyone with managerial or supervisory responsibilities should pay careful attention to hiring and performance-rewarding practices, and make sure to rely on relevant information for making decisions and ignore race-based stereotypes. The following are examples of what leaders and organizations can do make sure employees feel valued.
Interview Selection Process
To ensure fairness for all applicants, organizations should use
highly structured interviews
during the selection process to avoid bias based on race or gender Highly structured interviews consists of the following 15 characteristics: “(1) job analysis, (2) same questions, (3) limited prompting, (4) better questions, (5) longer interviews, (6) control of ancillary information, (7) limited questions from candidates, (8) multiple rating scales, (9) anchored rating scales, (10) detailed notes, (11) multiple interviewers, (12) consistent interviewers, (13) no discussion between interviews, (14) training, and (15) statistical prediction.” Similarity bias can occur when interviewers prefer interviewees with whom they share similar traits. Organizations can mitigate this challenge if all 15 characteristics of a structured interview are used consistently with each job applicant.
Diversified Mentoring Relationships
Thanks to the rapid growth of international travel and globalization, managers are often called upon to manage a workforce that is increasingly diverse. Research has shown that racially and ethnically diverse firms have better financial performance than more homogeneous firms, because, as mentioned, employees from different backgrounds and with different experiences can give the firm a competitive advantage in various ways. It is necessary, however, that managers and those in positions of power are adequately equipped to manage diverse workforces in ways that are beneficial to all.
Diversified mentoring relationships
are relationships in which the mentor and the mentee differ in terms of their status within the company and within larger society. The differences could be in terms of race, gender, class, disability, sexual orientation, or other status. Research has found that these types of relationships are mutually beneficial and that the mentor and the mentee both have positive outcomes in terms of knowledge, empathy, and skills related to interactions with people from different power groups.
MANAGERI.
The Hidden Story Behind Your Organization’s DEI Data.pdfDEI 360 Assessment
Diversity, Equity, and Inclusion(DEI) is not limited to gender and race. It is more than that. It is about new types of workplace conversations, personal self-awareness, courage to call out micro-aggressions, organizational culture change, increased innovation, and a thorough data-driven DEI approach.DEI data analysis will expose the demographic gaps in various areas to identify where to focus more.
The Hidden Story Behind Your Organization’s DEI Data.pdfCenterfor HCI
Successful Diversity, Equity, and Inclusion (DEI) is more than just checking off boxes about gender and race. It’s about new types of workplace conversations, personal self-awareness, courage to call out micro-aggressions, organizational culture change, increased innovation, and a thorough data-driven DEI approach.
Diversity and Innovation are both important dimensions to achieve business growth. BCG shared in a recent study that entities with above average diverse workforce can generate 45% more revenues from innovation. With International Women's Rights Day today find a point of view I delivered on 7 March at the IICF conference in London. You will also find a few tactics to consider as part of the strategic design of your initiative.
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Question pro webinar presentation final
1. Using Online Surveys to Tailor Diversity Initiatives in your Recruitment Strategy 09/2010
2. Introductions Andrea Briggs, Project Manager, Talent Intelligence and Consulting ABD in Industrial/Organizational Psychology from DePaul University Professional and personal commitment to diversity Brian Di Bartolomeo, Director, Talent Intelligence and Consulting Masters in Industrial/Organizational Psychology from Elmhurst College Expertise in survey design, team leadership, project management, contract negotiation and client retention
3. Agenda Introductions About Personified Why is diversity important? Findings Diversity factors Diversity search strategies What does it all mean? Wrap-up and questions
4. Who is Personified? Consulting division of CareerBuilder.com specializing in: Job seeker and employer research Human capital consulting Talent sourcing and screening Access to over 40 billion data points Real-time access to 25 percent of the workforce, the largest candidate pool of any consulting company
5. Why we are here? Diversity is all around us: Diverse populations are the majority in America’s 10 largest cities The U.S. Census reports minorities, which are roughly one-third of the U.S. population, are expected to become the majority in 2042, with the nation projected to be 54 percent minority in 2050 Bureau of Labor Statistics (BLS) – Worker demographics (approx.):
6.
7. Companies do not feel they are successful at achieving their diversity goals:
8. More than 25% of hiring managers feel that their organizations are not successful at achieving their diversity initiatives *
9. Over 10% of hiring managers say their organization does not measure their success with diversity goals**(Personified Diversity Survey, 2010)
10. Diversity Defined What is workplace diversity? Workplace diversity is the variety of differences among people in an organization, encompassing race, gender, ethnic group, age, personality, sexual orientation, tenure, organizational function, education, background and more
11. Personified Research Applicant Experience Standard Demographic employment survey What were the top 3 reasons you applied for the position? How important are the following factors when you consider a job or an employer (Rating) Please rank the following factors based on how important they are when you consider a job or an employer (Ranking) Examples of options: Advancement, Balance, Benefits, Culture, Diversity, Financials, Location, Outreach, Salary, Training, etc. When looking for a job, how likely are you to use the following search strategies? Demographic Site, Employer Site, Newspaper Advertisement, Professional Organization Site, Social Networking Site, Online Job Board, etc. Diversity study 515 hiring managers 2,047 job seekers
12. What have we learned? Overall, very few notable differences between males and females. Gen Y(18-30) has the most differences when compared to both the Gen Xers (31-45) and the Baby Boomers (46-64). Advancement opportunity is a bigger factor in employment for minorities than it is for Caucasians. Asians and Caucasians find personal fit with boss a bigger factor in employment than Hispanics or African-Americans. Different search strategies are used by all job seekers without one strategy being utilized more than another.
13. Diversity—Factors What employment factors really matter to talent? Salary, location and benefits are consistently found to be in the top three for employment factors considered. Do you know what employment factors really matter to your talent?
14. Top Three Reasons AES and Demographic Study Age 18-30 More frequently ranked personal fit with boss as a top three reason when compared to all other age groups. * 46-64 More frequently ranked company reputation as a top three reason when compared to 31-45 year olds. More frequently ranked work-life balance as a top three reason when compared to 31-45 year olds. *This question only asked in the demographic study
15. Top Three Reasons, continued… Ethnicity African Americans More frequently ranked advancement opportunities as a top three reason as compared to Caucasians. More frequently ranked salary as a top three reason as compared to Caucasians. Caucasians More frequently ranked industry as a top three reason as compared to Asians, African Americans and Hispanics. More frequently ranked location as a top three reason as compared to Asians, African Americans and Hispanics. More frequently ranked personal fit with boss as a top three reason as compared to African Americans and Hispanics.* *This question only asked in the demographic study 1, 2, 3…
16. Top Three Reasons, continued… Asians More frequently ranked advancement opportunities as a top three reason as compared to Caucasians. More frequently ranked personal fit with boss as a top three reason as compared to African Americans and Hispanics.* Hispanics More frequently ranked advancement opportunities as a top three reason as compared to Caucasians. *This question only asked in the demographic study 1, 2, 3…
17. Diversity – Search Strategies How does your organization search and find qualified talent? The top three strategies used by hiring managers in organizations are their own company website (40%), major online job boards (36%), and informal networking (30%).
18. Search Strategies Gender Females are more likely to use demographic-specific sites as a search strategy as compared to males. Age 18- to 30-year-olds are more likely to use social networking sites as a search strategy as compared to all other age groups.
19. Search Strategies, continued… Asians More likely to use professional networking sites as a search strategy as compared to African Americans. More likely to use social networking sites as a search strategy as compared to African Americans, Caucasians and Hispanics. More likely to use demographic-specific sites as a search strategy as compared to Caucasians. Hispanics More likely to use social networking sites as a search strategy as compared to African Americans. More likely to use demographic-specific sites as a search strategy as compared to Caucasians.
20. Search Strategies, continued… African Americans More likely use demographic-specific sites as a search strategy as compared to Hispanics, Asians and Caucasians. More likely to use career fairs as a search strategy as compared to Caucasians. Caucasians More likely to use social networking sites as a search strategy as compared to African Americans.
BPersonified, a division of CareerBuilder, is a human capital consulting company that leverages 40 million data points for organizational research. Working with client organizations we leverage analytics to help improve and tailor recruiting strategies, train recruiting managers, measure applicant experiences with application processes, and customize research designs based on individual client needs. Consultation products spanning recruitment development workshops, data reports, surveys, social media management, employment brand management and outsourced recruitment
AOur country is becoming more and more diversePoll: Why are YOU here? Incorporate diversity intelligence into my organizations recruiting strategyGain more diversity intelligence for my clientMy manager made me attendI have a personal interest in diversity in the workplace
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AWhat do you think about when you think about workplace diversity? Most people only think about race and gender because that is where the majority of the legal ramifications can come into play. To be a fully effective and productive workforce, there are actually many more factors that an organization must think about when wanting to diversify the workforce.
BWhile Personified has many different research studies today we will be focusing mainly on three data sets, Applicant Experience, Standard Demographic Survey and Personified Diversity Study. AES – is an online survey that measures an applicants experience with an organization spanning the organizations employment brand, candidate demographic flow, advertisement effectiveness, recruiting team effectiveness, and process efficiency. This analytic tool captures candidate feedback at two points in the recruiting process. First, 24 hours after they click on the apply button and finally 28 days after they apply These two time points measure different parts of the recruiting process. To date we have collected over 1.7 million data points across all industries. The standard demographic survey is a measure that identifies an organizations target talent based on their employment needs. Through internal metrics and a standard survey Personified works to identify how an organizations target talent searches for an organization, what search strategies are important to them and how the organizations demographic flow compares to the industry as well as their target talent competition. To date we have almost 33,000 respondents. Personified conducts weekly surveys to diverse populations. Most recently a Diversity study was conducted in order to measure the what diversity initiatives were prevalent within organizations based on hiring managers responses as well as what diversity initiatives were most important to job seekers. These three studies will be our main focus today.
BNo major differences between gender. Most age differences are between the upper and lower age groups. Ethnic differences do exist. In the following slides we will go into much more detail on how you can leverage this information to affect the recruiting strategy within your organization.
BA well known local bank in the Chicago area noticed that their recruiting efforts were lacking ethnic diversity - specifically they were unable to attract African Americans. Working with Personified they were able to identify that there was a tremendous supply of their diverse target talent in the metro areas where they were recruiting; however, their messaging was not reaching this audience. Through custom surveys and diversity statistics, Personified was able to identify the disconnection between their existing message & what factors were important to this population. Personified worked with the client to re-message their recruiting campaigns and strategies as well as to identify new ways to reach this audience. Within weeks of the study, the organization experienced more diverse populations in their applicant pool.
BThere were no noticeable differences when looking at genderGen Y (18-30) rank personal fit with boss as one of the top reasons for applying to a position when compared to all older generations (Gen X and Boomers)Whereas Boomers rank company reputation and work-life balance more important than Gen Y and X31-45 (Gen X)No noticeable differences when compared to the two other age groups.
BWhere we found the greatest insights was when we looked at differences between different ethnicities. For African Americans, when tailoring your strategy focus on: Advancement Opportunities SalaryFor Caucasians focus on: Industry Location Personal fit with the boss
BFor Asians: Advancement opportunities Personal fit with bossFor Hispanics: Advancement opportunities While this only provides a blue print it is important to notice what factors are important to different demographic groups. Also, take into consideration what factors you can truly impact. While location might be important to your target talent most organizations are not flexible on where they are located. Ensure that your message is tailored to your audience in order to maximize your recruiting efforts and resources.
AIt is important to maximize the ability to get in front of your target talent through varied outlets such as, job boards, professional sites, networking groups, etc. Diverse populations utilize different search strategies to maximize their employment search and because of this it is important to know how your target talent are searching for jobs.
AQuestion asked was “When looking for a job how likely are you to use the following search strategies?”Ex.Demo-specific site—Jobs and Moms, Black Career ZoneSocial networking site—Facebook, MySpace31-45No noticeable differences46-64No noticeable differencesNote: These strategies discussed had significant differences between the groups, but overall are used less frequently than other search strategies.Online job board, employer site, informal networking and industry-specific site were the top strategies used at an overall level.
AFemales: Demographic Specific Sites18-30: Social networking sites (personal fit with boss)46-64: (company reputation, work-life balance)Caucasians: Social networking sites (personal fit with boss, industry, location)African-Americans: Demo specific site, career fairs (salary, advancement opportunities)Hispanic: Demo specific sites, social networking sites (advancement opportunities)Asian: Demo specific sites, social networking, professional networking sites (personal fit with boss, advancement opportunities)
A&BOne of the pieces we do not have time to share with you is the internal view of your recruiting team and what their impact is on the job seeker. …..Use professionalism, enthusiasm, knowledge as talk to points for interaction of organization. It is important to know why certain diverse populations are applying to organizations. This can help your organization create a competitive recruiting strategy to better maximize your recruiting focus. Ask your target talent!Note: These strategies discussed had significant differences between the groups, but overall are used less frequently than other search strategies.Online job board, employer site, informal networking and industry-specific site were the top strategies used at an overall level. Thus, these differences are important to discuss, but should be considered in the larger picture of overall search strategy usage by talent. There were no differences to note between the top search strategies, meaning that all groups seem to use the top search strategies in the same frequency and our recommendations as far as search strategy differences are concerned should be in addition to utilizing the top ones, not in lieu of.The best way to find out information about talent is to ask them…survey them to get the information you need to know to make your recruitment strategy as effective as possible