2. • “I tried, I tried really , really hard, but I just
couldn’t find any diverse candidates”
• Our Search Firm/Recruiter/HR Rep did not
bring us a diverse slate of candidates”
• We run ads, job fairs, but nothing happens.
• “They won’t apply for our positions or
relocate here”“
• “Diversity candidates don’t make it through
our hiring process”
EXCUSES, EXCUSES, EXCUSES !!!
3. ESSENTIAL FACTORS
ALLOCATE RESOURCES
Fund research
Allocate Manpower to create business plan
Assign most talented people to project
Pay for result / Recognize efforts
Monitor program – short/long term
Hold team accountable
4. ESSENTIAL FACTORS
FOSTER ACCOUNTABILITIES
– Push down through every level
– Make it condition of employment
– Tied to performance goals, objectives, pay, etc.
– Create “scorecard”
5. SCORECARD
• Meetings conducted, Plans devised,
objectives met
• # of diversity hires
• Time to fill
• % of diverse candidates
• % of diverse candidates vs % of majority
candidates
• Interview to offer ratio
• Offer acceptance rate
6. SO WHAT IS THE
BUSINESS CASE
FOR DIVERSITY RECRUITING
???
7. SIGNIFICANT DEMOGRAPHIC TRENDS
BETWEEN 1980 and 2000:
• Latino and Asian College Enrollment Tripled.
• African American College Enrollment - Increased by
Increased by 56%.
• In 2000 - 01, 4.3 Million People of Color Were Attending
College, Compared with 2 Million in 1980 - 81
9. By the Bernard Hodes Group:
• 96% of Undergraduate and Graduate Students
of Color Indicate: Professors of Color Have
Positively Impacted Their Education.
• 83 % of White Undergraduate and Graduate
Students Indicate: Professors of Color Have
Positively Impacted Their Education.
Recent Survey
11. THE LEGAL CASE FOR DIVERSIFYING FACULTY
ISN’T THIS DIVERSITY
RECRUITING STUFF JUST
ANOTHER NAME FOR GIVING
LESS QUALIFIED
MINORITIES / FEMALES
PREFERENCE IN HIRING?
14. Points of Decisions (P.O.D.’s)
1. Managing the Employer’s Brand
(Everything Matters !!!)
15. 2 Primary Goals of Employer Brand
1. Provoke the right talent to leave whatever they are
doing and accept employment with your
organization
– Employee Value Proposition
2. Induce them to resist offers from other
organizations and continue their employment with
yours
– Retention
If you don’t get the 2nd goal, the first will be
a waste of time and money
21. Traditional Recruiting
• Skills-based boring ads crafted to eliminate the
unqualified, rather than attract the best
• Job postings that are hard to find, especially if
candidates need to use pull-down menus to find
your jobs on your career site
• A ponderous application process that prevents
candidates from “just looking”
• The use of a short-sighted sales model
emphasizing compensation and jobs rather than
careers and opportunities
23. Employment Ads -- WIIFM
Effective Ads tell Applicants:
• What you will get to do,
• What you will have a chance to learn,
• What you will be able to accomplish, and
• With whom you will get to work.
28. Maximize the Campus Visit
• PREPARE a Welcome Packet (include institution’s commitment to
diversity, cultural information, minority organizations and
business information, etc. as applicable).
• SELL the job/the department/the opportunities/ LSCS, The
Woodlands/Greater Houston area.
• PROVIDE opportunities for all candidates to interact with diverse
faculty and students. Offer to introduce candidates to those in
other departments with similar interests or situations and to
potential colleagues/research partners.
• IF A CANDIDATE VOLUNTEERS INFORMATION ABOUT A
SPOUSE/PARTNER, offer information about regional employment.
30. SELECT CANDIDATES WHO ARE
BETTER THAN YOU!
• This is the hardest part, but if we want to
improve (and keep up with the competition)
we must continue to INCREASE the quality of
faculty and not just stay the same.
• Avoid selecting candidates because they are
“comfortable” and will not challenge the
status quo.
31. Points of Decisions (P.O.D.’s)
8. Utilizing Reference Checks &
Making Contingent Offer
32. Closing the Deal
1. Take all reasonable measures to speed up the search process, so
offers can be made in a timely fashion.
2. Ensure that the proposed pay level for a female, ethnically diverse,
international, or other diverse candidate is comparable to that of a
majority candidate.
3. Be ready to describe and promote LSCS’s
benefits package.
4. Members of the committee may want to call
(or solicit others to make calls) to demonstrate
enthusiasm for the candidate.
35. Everything Matters
•Orientation should support the system's culture of
excellence
•Don’t forget the impact of the employee’s family
•Ensure your orientation communicates 3 “truths”:
• "We're happy you're here.“
• "You're part of a great organization.“
• "This is why your job is so important.“
•Tell Them how They'll Make a Difference
•Solicit Feedback
36. AHA RECRUITING THOUGHT
• “Light travels faster than sound. This is
why some applicants appear bright until
you hear them speak.”
Lack of Accountability and Commitment From Administrative Leadership.
Assuming There Are No Diverse Candidates in the Pipeline.
Failure to Spend Time Analyzing Factors That Determine Why Diverse Candidates Do Not Apply.
Not Listening or Surveying the Experiences and Perceptions of Diverse Faculty That Have Been Hired.
Not Utilizing Creative Hiring Methods to Hire Diverse Faculty Because of Status Quo Legal Administrative Leaders and Legal Departments Who Fear Litigation.
Prepares Students to Live and Work in a Increasingly Global, Pluralistic, Multicultural Society.
Strengthens Communities Whose Citizens Will Be Judged by Character and Contributions.
Fosters Teamwork, Respect, Innovation and Collaboration.
Strengths Economic Prosperity by Using the Skills of Individuals From Different Ethnic Backgrounds, Cultures and Communities.
Title VII - 1964 Civil Rights Act, As Amended - Discrimination Against “Protected Classes” Violates Title VII - Title VII Has-No Affirmative Action Requirement.
Under Title VII - Persons of Color Are Defined as “Protected Classes”.
EXECUTIVE ORDER 11246 - Applies to Federal Contractors With 50(k) in Fed. Contracts. Requires Good Faith, Affirmative Efforts to Recruit, Hire and Retain, Racial and Ethnic Minorities and Women.
Most Higher Ed. Institutions Are Federal Contractors Since They Receive Substantial Federal Funds.
EXECTIVE ODER 11246 - A Federal Compliance Order - Requires Affirmative Action Plans.
“Good Faith Affirmative Action Efforts are “Goals” and Not “Quotas”.
EVERYTHING MATTERS
What was, to use anthropologist and philosopher Gregory Bateson's famous term, the critical "difference that makes a difference"? What mattered the most to the company's branding success? Was it all about the coffee beans; were they that different? Was it the ambience Starbucks has so assiduously created? Was it the employees they've hired? What particular part of their winning combination mattered most?
After pondering Bedbury's question and weighing the variables, Mr. Olsen responded: "Everything matters."
Employers that focus exclusively on a position’s “requirements” and “responsibilities”—what the job will do for them—fail to understand that employment is an agreement between two equal parties. Both have to get something out of the deal, or it’s unlikely to last. What should you look for? The best postings will describe a number of key factors:
Another benefit of the team interview is that the candidate does not waste time answering the same questions for different people. As long as such an interview remains conversational and does not become a feeding frenzy, the information derived can be revealing.
By this he means drilling down within a specific silo of information, going where the candidate has not prepared to go. "Candidates and interviewers show up with what I call their 'cocktail party' speech," he explains. "'Why do you want to work here? Where do you want to be in five years?' Those kinds of things."
Get rid of the shotgun approach, Magill advises, and replace it with a rifle. Mixing metaphors, he says, "If you really want to get under the hood, you start dissecting a single point. Get below the candidates comfort level and you bring the real person to the surface."
Demonstrates Sincere Interest In the Candidate.
Allows the Candidate to Make an Informed Decision Regarding Accepting an Offer.
Showcases Diversity Efforts, Internal Diversity Resources and the Community.
Provides an Itinerary That Includes Meetings With Diverse Campus and Community Constituents (Faculty/Students).
Allows Candidates to Meet With Diverse and Majority Faculty Who Have Similar Scholarly Interests.
Allows Candidates to Understand Departmental Research, Teaching and Service Expectations.
EVERYTHING MATTERS
What was, to use anthropologist and philosopher Gregory Bateson's famous term, the critical "difference that makes a difference"? What mattered the most to the company's branding success? Was it all about the coffee beans; were they that different? Was it the ambience Starbucks has so assiduously created? Was it the employees they've hired? What particular part of their winning combination mattered most?
After pondering Bedbury's question and weighing the variables, Mr. Olsen responded: "Everything matters."
EVERYTHING MATTERS
What was, to use anthropologist and philosopher Gregory Bateson's famous term, the critical "difference that makes a difference"? What mattered the most to the company's branding success? Was it all about the coffee beans; were they that different? Was it the ambience Starbucks has so assiduously created? Was it the employees they've hired? What particular part of their winning combination mattered most?
After pondering Bedbury's question and weighing the variables, Mr. Olsen responded: "Everything matters."