In response to the ongoing
coronavirus outbreak and its unprecedented impact to business and employers,
i4cp holds a weekly series of standing calls to help Talent Acquisition leaders navigate this unpredictable
The recent social unrest sown by racial inequities in the U.
S. and abroad is driving many organizations to make a greater commitment to
diversity and inclusion. On this week’s Talent Acquisition Leader COVID-19
Response Series call, talent acquisition leaders from companies such as Axogen,
Chubb, Delta, and many others shared some of the talent practices they’ve put in
place to help ensure greater diversity at all levels of the organization. Some
- Organizations and talent
acquisition teams are adjusting their sourcing strategies to surface more
diverse candidates. In today’s first instant poll, 55% of call
participants said they are adjusting their sourcing strategy to focus on
surfacing more diverse candidates for roles at all levels of experience.
Another 18% said their companies are doing the same, but are focusing more
on roles at higher experience levels. And, as many participants noted
recruiting is but one piece of the pie, and diversity and inclusion
efforts have to be accepted and communicated throughout the organization,
from the top down. Another key factor in increasing diversity of thought
and of employee population is not just diversifying the candidate pool,
but hiring diverse talent.
- In light of recent
social unrest, organizations are committing or re-committing to D&I,
and are emphasizing practices designed to ensure greater diversity at leadership
levels. Some i4cp data shared on today’s call underscores this reality,
with 46% of organizations with more than 1,000 employees saying they are
reviewing job requirements and qualifications for bias, such as “like-me
traits,” schools/universities sourced, and gender-biased leadership
traits. Another 44% said their companies are incorporating diverse talent
development and succession requirements to all people managers’
performance goals, and 37% indicated that their organizations are
broadening the sourcing of talent for succession, e.g., eliminating
requirements that limit applicants and potential talent pools.
- Beyond hiring and talent
decisions, organizations are expanding racial equity efforts in the
aftermath of George Floyd’s death. Recent i4cp data, for example, finds
72% of companies taking steps to address racial inequities and social
injustice by focusing internally on biases within the organization, e.g.,
representation, compensation, advancement and culture. Participants on
today’s calls offered some recommendations for developing a workforce that
better reflects their external stakeholder communities. For example,
identify “standard” organizations that are representative of different
segments, such as NCLR, NAACP, the Asian-Pacific Islander Association,
HBCUs, to name a few. Or, obtain information from the organization’s
employee resource groups, and collect information on community-based
organizations in company locations as a way to expand the company’s reach.
Other organizations are preparing a series of internal articles on bias
and how they impact people in decisions in hiring, development and
performance, with a focus on acknowledging biases and developing
strategies to mitigate and overcome them.
acknowledging that biases and imbalances, however unconscious, inevitably
exist in the hiring process, the clear majority of organizations don’t
feel that they are missing out on talented, diverse applicants based on
inequities in advancement and pay. Today’s second instant poll addressed
this question, with 69% of respondents disagreeing with the statement that
their organizations are losing quality, diverse candidates as a result of
advancement and pay inequities.
- Organizations are targeting these unconscious
biases in the hiring process, however. Today’s final poll asked participants on
today’s call to describe the extent to which their companies training hiring
managers on unconscious bias. Close to half (47%) said their organizations are
working on putting this type of training in place, with another 35% indicating
that their companies “have been doing this for a while.” The remainder (18%)
said this is not currently a priority for their organization.
In addition to this recording, please see these resources: