Maacc meeting jan 17_13_final
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Minnesota Affirmative Action Compliance Council Meeting January 17, 2013 Presentation Fair Hiring Practices and the Connection to Diversity and Inclusion
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Maacc meeting jan 17_13_final
- 1. Managing Fair Hiring Practices: Finding, Tracking and Retaining Diverse Talent for the Organization MAACC Meeting January 17, 2013
- 2. Agenda and Objectives • Discuss the link between Fair Hiring Practices and Diversity • Discuss Diversity- – Steps – Business case – Attracting – Developing – Retaining • OFCCP – Opening Doors 2
- 3. OFCCP – Benefits and Risks Benefits Risks • HR compliance risks are self- • Tarnishing Organization’s brand identified and mitigated early and reputation • Organization is viewed as an • Impacting Organization's ability employer of choice to attract top talent • Organization is viewed positively by • Fines- Diverting resources from investors revenue generating activities due to expensive audits and • Fewer people and financial resources conciliatory actions are required when externally audited • Loss of Federal Contracts • Positive perception with diverse (missed revenue opportunities) populations and veterans • Loss of City, County, State Contracts, which require AAP and EEO efforts 3
- 4. Distinction between EEO, AA and Diversity Equal Employment Affirmative Action Diversity Opportunity ●Legally Mandated for ●Not Legally Mandated Legally Mandated Federal Contractors ●Leverages all aspects of The enforcement of (200,000+) human potential statutes to prevent ●Effort to achieve parity ●It is the mosaic of people employment in the workforce through who bring a variety of discrimination outreach and eliminating backgrounds, styles, persp Principle is that barriers for ective, values and beliefs everyone should have women, minorities, cover as assets to the groups the same access to ed veterans and and organization with individuals with which they interact opportunities disabilities ●Business necessity 4
- 5. Affirmative Action Plans and the Link to Diversity and Inclusion Affirmative Action Plans are built upon the fundamentals of Equal Opportunity Laws and are designed to: – Promote equal employment opportunity – Eliminate discrimination for all protected classes – Remove barriers to equal employment in the workplace OFCCP Director Shiu’s Advice to Federal Contractors: “Be proactive by evaluating your workforce by gender, race, national origin, religion, ethnicity, disability and veteran status; examine who is being hired, promoted, and terminated; look closely at wages for similarly situated jobs; and develop a culture where equal opportunity and diversity is valued.” 5
- 6. The US Regulations are the Legal Foundation for Diversity Efforts in the US • The legal foundation for diversity recognizes that workforce barriers exist based on race, gender, age, ethnicity, ability, religion and other protected areas. • Alone, the law does not provide the tools to recognize and break down these barriers. • This is why managing diversity is so important. • Even with ongoing diversity initiatives, we need to put the regulatory principles in place. 6
- 7. Poll • Do you have a diversity statement on your company website? • Do you have someone in your organization focused part time on diversity? • Do you have at least 1 person dedicated full time to diversity? • Do you have executive support for diversity efforts? • Are your diversity efforts US focused? • Are you diversity efforts global? 7
- 9. Steps for a Diverse, Engaged and Inclusive Environment Implement, Measure and Report Results Develop Programs and Initiatives Develop Strategy and Change Process Build Business Case Assess Current State 9
- 10. Diversity Management • Diversity management is about: – Business strategy – Brand management – Product development – Creating leaders • Diversity management is not something that can be turned-on and then turned-off in an instant • Cannot be led by HR only • Must be part of the culture in order to build continuity and impact 10
- 11. D&I and Engagement •diversity includes all the Inclusion • we want to make Engagement ways in which people valued differ, and it • bringing together contributions • when we feel encompasses all the and harnessing included (belong) different characteristics that make one individual these diverse forces and our or group different from and resources, in a contributions are another way that is beneficial valued, we are more engaged Contributing Diversity 11
- 12. Continuum 12
- 13. Tactics – Programs - Initiatives 13
- 14. Finding Diverse Employees • Develop an Outreach Plan – Use your AAP to determine underutilized groups – Site Specific • Participate with associations or organizations whose primary focus is to work with underrepresented individuals • Review your marketing collateral • Reach candidates early, high school, middle school • Current employees involved with the schools or organizations are your best recruiters 14
- 15. 15
- 16. Developing and Retaining Diverse Employees Involve all staff - Make sure that the commitment to diverse employees involves every member of the business or organization, especially those in top management positions. Follow through - Follow up on the introduction to the community that you made during the recruiting phase. Orient the employee to the community. Designate mentors - Continue efforts to welcome the new employee beyond the first week. Recruit mentors for the new employee from all groups. Open communication lines - Recognize that differences will arise AND that differences can lead to positive growth rather than conflict. Avoid “tokenism” - Don’t make diverse employees feel like their only contribution to the organization is their skin color or their representation of a minority group. 16
- 17. Developing and Retaining Diverse Employees Be open to new points of view - Don’t assume that “the way it’s always been” is the best way. Learn and understand your own biases. (Project Implicit® https://implicit.harvard.edu/implicit/ ) Support upward mobility - Support continuing education and be sure that promotion opportunities are transparent and open to diverse applicants. Provide staff training - All employees of a business or organization need to increase their ability to work as a team with people from different backgrounds. Walk the Talk - Demonstrate by doing. Realize that diversity needs to be woven into all aspects of the organization. Support Employee Resources Groups – Provide structures and forums through which ERGs and business leaders can interact around business issues. Develop tool kits and templates to help ERGs take their first steps into business-related activities. 17
- 18. Recap • Discuss the link between Fair Hiring Practices and Diversity • Discuss Diversity- – Steps – Business case – Attracting – Developing – Retaining 18
- 19. Each of Us is Responsible - Quotes from Dr. Martin Luther King, Jr. 19
- 20. OFCCP – Opening Doors 20
- 21. Opening Doors - OFCCP Link to Videos: http://www.youtube.com/watch?v= HtROzUL3HUo&feature=youtu.be Link to Website: http://www.dol.gov/ofccp/media/hig hlights/OFCCP_Brochure.htm 21
Notas del editor
- Average audit costs $45000 in legal fees
- Although equal employment opportunity, affirmative action, and diversity are all different, they are interrelated and directed toward achieving equal opportunity in the workplace. Diversity and affirmative action each broaden the concept of equal employment opportunity in different ways. Diversity, equal employment opportunity, and affirmative action together provide a strong foundation for the system's efforts to achieve a fair and inclusive workplace. Equal Employment Opportunity•Eliminates discrimination in policies and practices•Provides equal access and opportunity - no one excluded from participation•Legally mandatedAffirmative Action•Targets outreach to underutilized groups•Helps prevent discrimination•Measures good faith efforts in making affirmative action progress for minorities and women•Legally mandatedDiversity•Inclusive of all groups•Focuses on developing an environment that maximizes the potential of all employees by valuing diversity interpersonally and institutionally•Business necessity given workforce trends broader than ethnicity, race, and gender•Not legally mandated
- Diversity - needs to know the goals of the AAP and visa versaCan’t have a goal to have 35% females in engineering in the US, 20% availability at bestMay have an AAP met goals – but want more diversity in your organization
- Diversity Registry - http://www.diversityregistry.com/Human Rights Campaign - Score Red, Yellow, Greenhttp://www.hrc.org/apps/buyersguide/index.php
- Time and Diversity ContinuumSuch an attitude stems from a tragic misconception of time, from the strangely irrational notion that there is something in the very flow of time that will inevitably cure all ills. Actually, time itself is neutral; it can be used either destructively or constructively. MLK JR - Letter from Birmingham Jail - 1963The study, released this month by Catalyst, a non-profit group dedicated to expanding business opportunities for women, found women hold just 16.6 percent of corporate board positions at Fortune 500 companies, and only 14 percent of jobs in the executive suite. Also, women make up just 8 percent of top-wage earners.What can we do?
- Participation may include attending networking events, sponsoring an association initiative, or providing helpful workshops or information sessions.Reflect our communitiesNSBE, SWE, SHPE, CGSM, etc2. If these materials don’t highlight individuals from different backgrounds, you’ll likely lose many potential candidates who will view the lack of diversity in your marketing materials to be indicative of the lack of commitment or interest that your business has for staff that are different.3. These types of events are the perfect opportunity to showcase your company and the type of work that your employees perform on a daily basis. Students will remember your company when they are looking for work.
- Walk the talk.Having diversity-friendly policies and practices in place is one thing, but it’s important to ensure that your organization exhibits a true top-down embrace of diversity and multiculturalism. If employees sense that there is a disconnect between stated policies and the atmosphere and day-to-day operations in the workplace, retention could prove to be a challenge in the long term.Develop diversity-friendly programs and support initiatives.Many companies make the mistake of focusing the majority of their resources and attention on the recruitment process, neglecting to establish diversity policies, programs, and practices that seek to bolster the long-term retention of minority employees. Solutions such as mentorship programs, ongoing diversity training, and special multicultural support initiatives will help target and enhance the job satisfaction and loyalty of your established employees.
- Employee Resource Groups have come of age - due to the business need and leadership supportBusiness impact
- What can you do?
- Time is neutral