The Journey Toward Cultural Inclusion

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Whether due to the buying power of minority groups, the ideas generated by diverse mindsets, or growth in the minority labor pool, many of the most successful organizations have the most inclusive employee base. However, the big questions still remain on how to create a culture of inclusion, where to find diverse talent and how to engage and recruit diverse talent. We will look at four building blocks for developing a company-wide inclusion program that begins with creating the right environment for success and challenges much of our traditional thinking in how to find and engage diverse candidates.

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The Journey Toward Cultural Inclusion

  1. 1. 2013 SHRM Talent ManagementConference & ExpositionSteve LowiszAuthor, Educator, International SpeakerPresented By:The Journey TowardCultural InclusionSession Title:Monday – April 15th2013
  2. 2. • What is the definition of diversity?• What is the definition of inclusion?• How do we create a culture of inclusion?• Where do we find diverse talent?• How do we engage/recruit diverse talent?
  3. 3. What is it?RSITYDIVE
  4. 4. • Diversity is NOT ‘representation’• Diversity is NOT ‘affirmative action’• Diversity is NOT ‘tolerance’• Diversity is NOT about addressing past historical inequities• Diversity is NOT about making everyone look, think, or actthe same• Diversity is NOT treating all of our differences the same• Diversity is NOT about asking people to change theirpersonal beliefs and valuesWhat Diversity is NOT?
  5. 5. • Diversity IS understanding we aredifferent• Diversity IS understanding how we aredifferent• Diversity comes in multiple flavors:• Identity Diversity – Who we are• Value Diversity – What we believe• Cognitive Diversity – What youknow• Behavioral Diversity – How you act• Diversity IS the different ingredientsWhatDiversityIS?differencethe
  6. 6. What is it?INCLUSIONDiversity is the nounInclusion is the verb
  7. 7. • Inclusion IS about relationships• Inclusion IS interacting with those that are different fromyou• Inclusion IS creating an environment that fully utilizes theunique contributions/abilities of each person• Inclusion IS accepting differences• Inclusion IS mixing the ingredients in a way that makes therecipe workWhat Inclusion IS?Diversity is the noun, Inclusion is the verb
  8. 8. Creating a Culture ofInclusion
  9. 9. Inclusion Doesnt Work When…• Not understanding the real business case for diversity/inclusion• Afraid of opening Pandora’s box (especially management)• Mis/Under-representation – we have “color” in our ranks, isntthat enough?• Focus only on diversity not understanding inclusion – Fear ofbringing focus on our differences• Not understanding inclusion is the responsibility of thecompany
  10. 10. Create anenvironment whereINDIVIDUALScan achieve theirhighest potential.The Goal ofInclusion:
  11. 11. How do we recruitDiverse Talent?
  12. 12. 4 Building Blocks:4. Divide and Conquer – who does whatThe Building Blocks to Inclusion1.Define the Imperative – shift from color to inclusion2. Walk Before you Run – do your research3. Back to Basics – what have we forgotten
  13. 13. The Building Blocks to Inclusion• Stop using ‘diversity’ and ‘inclusion’ as a club• Education:• Diversity is not just about different colors• Diversity is embracing different cultural lenses – why wethink, act and are motivated differently• Talk openly about differences and create an environmentwhere it’s ok to ask WHY• Embrace and understand others’ differences – does providinga prayer room create the environment that drives betterresults?
  14. 14. Walk beforeyou RUNWe do not live in a ‘one size fits all’worldUnderstand the ‘cultural’ norms ofindividual candidates• Ethnic• Generational• Religious• Gender• Physical• Etc.
  15. 15. CandidateCandidateDimensionsDimensionsPersonalityEthnicityGender AgeRace
  16. 16. Candidate DimensionsCandidate DimensionsDimension 1 – Personality• Individual likes, dislikes, values, and beliefs• Shaped early in life• Influenced by, and influences the other three dimensionsDimension 2 – Internal Dimension• Individual has no control of these• Forms the core of most diversity efforts• First thing we see in others and often make assumption as aresult
  17. 17. Dimension 3 – External Dimension• Individual has some control over and might change over time• Usually forms the basis for careers and work styles• Usually forms the basis for who we choose as friends anddecisions we make in hiring and firingDimension 4 – Organizational Dimension• Aspects of culture found in work/career settings• Development or promotion are impacted by this layerCandidate DimensionsCandidate Dimensions
  18. 18. • Are you recruiting based only on ethnic, generational or racialstereotypes?• Do you really know what motivates your potential candidatepool?• As the recruiter/HR professional, can you inform your hiringmanager of the candidate motivations?• Global vs. Local/Individual researchWalk before you RUN ?
  19. 19. 1. Operation Rolodex• Recently hired managers and employees of ALLbackgrounds were directly solicited to provide namesfrom their professional and personal networks – focuson but NOT limited to individuals of a profile.• Captured more than 400 names and engaged morethan 60%.BACK TO BASICSExample – Financial Services Organization 4 key initiatives
  20. 20. BACK TO BASICSExample – Financial Services Organization 4 key initiatives2. Network Referral Programs• Partnered with Associated Networks and created areferral competition• Highest performing Network awarded $20k scholarship intheir name at the college of their choice• Delivered more than 250 referrals – More than 60%non-white male
  21. 21. BACK TO BASICSExample – Financial Services Organization 4 key initiatives3. Boomerang Recruitment• Identified previous 5 years of voluntary terms by location,function, level, and projected needs• Dedicated resources to research and locate people –Facebook, LinkedIn, Research, Deep Web Search, etc.• Customized approach to reengage – hiring manager,executive, recruiter, etc.• Identified more than 400 names and reengaged withmore than 175
  22. 22. BACK TO BASICSExample – Financial Services Organization 4 key initiatives4. Private Receptions• Partnered with LOCAL diversity organizations – shiftedfrom national to local and regional partnerships in keymarkets only• Co-sponsored event with business partner to defer costs• Offered executive speaker and networking opportunity• Conducted 13 private receptions – in excess of 1000attendees• Engaged more than 100 current candidates and createdfuture pipeline of more than 350
  23. 23. Divide and ConquerExecutiveExecutiveTeamTeamRecruiting/InclusionRecruiting/InclusionTeamTeamOrganizationalOrganizationalTeamTeam• Leaders to speak atProfessionalAssociation meetings• Leaders to hold seatson LOCAL ChapterBoards• Leaders to speak at“private receptions’• On-site Private receptionswith an educationaloffering, guest speakerand/or industry seminar toattract passive candidates.• Associated Networksinvited to attend.• Focus on specificgeographies, not specificdemographics• Provide support formentorship and volunteerevents in local community.• Videos on website –testimonial from ALLethnicities, races, genders –not just “minorities”• Participate in privatereceptions and AssociatedNetwork events.Build personal, one-on-one relationships with candidates
  24. 24. 2013 SHRM Talent ManagementConference & ExpositionSteve LowiszAuthor, Educator, International SpeakerPresented By:The Journey TowardCultural InclusionSession Title:Monday – April 15th2013

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