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How To Hire Culturally Diverse Employees: The Top Diversity Hiring Practices

If you are looking to hire culturally diverse employees, here are five diversity hiring practices that have been proven to work. Try them out.

When looking to hire culturally diverse employees many discover that it’s not that simple. Standard hiring practices may leave a recruiting pool dry and leave you empty-handed. But don’t despair, here are five surefire diversity hiring practices you can implement right away.

5 Diversity Hiring Practices Proven to Help You Hire Culturally Diverse Employees

If you’re reading this, you are probably well aware that companies that do not hire culturally diverse employees are missing out on top talent. Test run these top diversity-hiring practices on your organization. Measure your results. And remember, if you need help, I am just a stone throw away.

Top hiring practices: Should you consider cultural fit? Click to keep on reading!

Top hiring practices: Should you consider cultural fit?

1Avoid Unconscious Biases Using Blind Resumes

Research has shown that resumes with white sounding and male names command more attention and hiring rates than black-sounding or female names on the exact, same resume.

Researchers from the University of Chi­cago and M.I.T. landmark study showed that “Those with ‘‘white’’ names received 50 percent more callbacks for interviews than those with ‘‘black’’ names.” – NY Times.

You’ve probably witnessed this phenomenon in your recruiting career, right?

The same happens with top tier universities and with certain revered organizations. Undoubtedly, despite all good intentions to hire culturally diverse employees, unconscious biases are at play here.

Why?

Because we tend to feel more comfortable with people who are like us.

This is one of the main reasons why your company keeps hiring people who look and sound alike. They grew up in the same area of the country, went to similar schools, worked in organizations with a similar culture.

But if you want to attract employees that are more culturally diverse you have to be more vigilant of your biases towards specific backgrounds. You have to do whatever it takes to hire different people from the ones that currently populate your office.

Here is where this top diversity hiring practice comes in. Grab the bull by the horns and blind all resumes.

How?

  • Request applicants to submit resumes without the name of the university they graduated from.
  • Assign numbers to everyone who applies so that you can’t tell whether they are male or female.
  • Put everyone through the interview process and select the winning candidate regardless of background or gender.

But you must watch out for pitfalls here. An HR executive – client of mine from a large multinational company – wanted to eliminate a prevalent cultural bias as most of her workers were recruited out of the same three elite universities. She followed this exact process to increase the hiring of culturally diverse employees.

5 Diversity Hiring Practices Proven to Help You Hire Culturally Diverse Employees. Role of unconscious bias.

5 Diversity Hiring Practices Proven to Help You Hire Culturally Diverse Employees. Role of unconscious bias.

At the end of 5 rounds of interviews, when the top three finalists were selected, she revealed to the hiring committee the schools they had graduated from. None of them were from these three prestigious schools. The committee suggested to scrap that search and to start all over again because the candidates would not be “a cultural fit.”

This could be one of the challenges that you may have to overcome if you’re committed to hiring culturally diverse talent. Make sure everyone in your organization is aligned with your good intentions.

How did the story of the HR executive’s intervention end? She stuck to her guns and hired the top three finalists.

The result?

20 years later all of them had built stellar careers within her organization.

These culturally diverse employees are a clear example that blinding resumes is a sound diversity hiring practice. It enables recruiters to hire the best people for the job keeping unconscious biases at bay.

Bundle Job Searches to Increase Your Diverse Hires. Discover other top recruiting practices to hire culturally diverse employees.

Bundle Job Searches to Increase Your Diverse Hires.

2Forget Cultural Fit. Create Structured Interviews.

Businesses have long glorified the cultural fit. Unfortunately, that’s often code for “the candidate we hire must be white” or “male” or “white male.”

This insistence on cultural fit – in spite of what research shows – is one of the reasons organizations are so slow to reach gender parity and inclusion at the highest levels of decision-making.

“Why do we stick with a method that so clearly does not work, when decision aids, including tests, structured interviews, and a combination of mechanical predictors, substantially reduce error in predicting employee performance? The organizational psychologist Scott Highhouse called this resistance “the greatest failure of I-O [industrial and organizational] psychology.” – Harvard Business Review

Structured interviews will help overcome this bias and build a more robust and culturally diverse institution

Here is how to implement this hiring practice:

  1. Establish a set of relevant questions for the roles you are looking to fill and always ask every candidate these same questions in the exact same order.
  2. Assign a value to each question. For example: You can rate each answer on a scale of 1-10 with 1 being unacceptable/inappropriate/no match to position/absence of skill, and 10 being optimal/perfect match of requirements for position.
  3. Have one person conduct the interview and rate each question answered by the candidate as the interview takes place.
  4. At the end of all interviews, pass on all the interviews with their rated answers to a second person. Perhaps your assistant. Have them calculate the best performing candidate and tell you who the finalist is.

This eliminates potential hiring mistakes that are frequently made when employees get selected because the hiring manager “connected” with them over things such as having played the same sport in school or supporting the same non-profit organization. Therefore, it helps you decide more objectively who gets the job.

This simple act allows your good intention of hiring more culturally diverse talent to win over your unconscious biases.

3Bundle Job Searches to Increase Your Diverse Hires

It’s easy to hire the same type of person over and over again when you hire for one position at a time.

Hiring managers may unconsciously believe that a man or a woman or someone from a specific ethnic background would be better suited for a specific role, perpetuating imbalances by continuing to hire according to the stereotype for said position. For example, hiring Asian employees for tech positions and Hispanics for customer service.

How do we work around this particular bias?

Research has shown that by grouping or bundling all searches for similar roles it’s easier to notice the mix of people you’re hiring and whether you’re embracing culturally diverse employees.

There is a similar research that shows that when people are asked to pick a snack and they do so day after day, they tend to eat more sweets and junk food than when asked to choose all of their snacks for an entire week. The selection then becomes more diverse and it includes healthier options.

The solution here is simple and self-evident. Rather than hiring for one position at a time, survey the different business units or departments in your organization for other positions to fill. Then, conduct a larger search to hire for multiple positions at once. You will notice a pool of hires that is much more culturally diverse.

Discover how to hire culturally diverse employees.

Discover how to hire culturally diverse employees.

4Encourage Your Current Diverse Talent to Provide Referrals

Have you noticed how in an area where there were no Ecuadorians or Chinese people at all, suddenly there’s a whole community of them?

It’s human nature. Those who have already settled in a town tell their families and friends about current job opportunities and quality of life. Consequently, the new immigrants settle where they can find jobs and they already have a support system via a group of people who share their culture.

You can replicate this timeless phenomenon to attract more culturally diverse employees.

Here’s how: Ask your current staff to refer qualified candidates for any current open positions.

You are likely to see your culturally diverse recruiting pool increase substantially within a short period of time. The added advantage is that those who already work for your organization will collaborate with the on ramping of their colleagues. They will introduce them to their networks and share company policies and any unwritten rules.

It’s pretty common practice for companies to ask their employees to refer others for open positions. Just cast a wider net and enjoy the benefits of a more culturally diverse workforce.

Mariela Dabbah reveals the secrets to hiring culturally diverse employees.

Mariela Dabbah reveals the secrets to hiring culturally diverse employees.

5Retention of Your Current Diverse Talent Is Priority One

Now, for the final diversity hiring practice and a big bonus if correctly implemented:

Having a good retention plan in place before you hire substantial numbers of culturally diverse employees is a must.

Why?

First, because you don’t want to lose the talent you so painstakingly acquired. But also because diverse talent tends to feel more comfortable working for organizations that value inclusion. They are more likely to check out your reputation before they apply. If you have lackluster numbers and a reputation for not offering true career paths to women or culturally diverse employees, you’re less likely to succeed in attracting top diverse talent.

So, put your house in order before you venture out to hire new staff.

  • Make sure that you walk the talk
  • Offer stretch assignments and opportunities for relevant exposure to women and diverse talent
  • Align their interests with the type of work they do for your organization
  • Use transparency in your compensation and promotion practices
  • Make all your talent feel respected

We hope these top diversity-hiring practices help you hire culturally diverse employees. Put them in practice and always remember I am here to support your efforts.

Book a 1-hour consultation with me and get unbiased D&I, Career Development & Leadership advice. Ask all the questions you have!

5 Easy Ways to Eliminate Stereotype Threat

Stereotype threats are real. They affects performance and morale. Luckily, research shows you can drastically reduce their impact with pretty simple interventions. Read on!

Defined as “a situational predicament in which individuals are at risk of confirming negative stereotypes about their group,” stereotype threats have a harmful effect on women in the workplace.

Red Shoe Movement’s Principle #7 Addresses Stereotype Threat

Labels refer to any word or expression we use (even tongue-in-cheek) that has an overt or subtle derogatory undertone: Bitch, bossy, competitive, etc. These labels reflect deep-held beliefs we contribute to perpetuate every time we use them. So when women don’t conform to the social norm expected of them and are interested in power, or when they are decisive and have a strong will to carry out their vision, we collectively bring them down a notch or two by calling them names.

In other words, certain expressions can have very detrimental —even if unintended— consequences. Identifying this effect goes a long way to changing our choice of words.

Principle 7 of the Red Shoe Movement deals with stereotype threat

Principle 7 of the Red Shoe Movement deals with stereotype threat

With the help of a nuanced infographic created by Catalyst, we review how to flip five common labels used on women to reduce stereotype threat.

1She’s Too Abrasive or She’s Too Aggressive

This is a case of damn if you do, damn if you don’t, if there ever was one. Women are told that they need to be assertive and express themselves and what they want clearly. Yet, when they do, they are penalized for not being warm and fuzzy. Finding the sweet spot can be quite hard.

Solution

Catalyst: Rather than focusing on their style you should focus on their work performance.

In addition: Some research shows that when it comes to feedback, women get more negative personality criticism than men. Things like: “You can come across as aggressive sometimes.” So may I also suggest that you think twice before providing this kind of feedback? Would you say the same thing to Tom that you’re about to say to Lisa? That’s an easy way to assess if you’re about to fall into a stereotype threat.

Knowing the stereotype threat definition helps you guard off any words that may lead to it

Knowing the stereotype threat definition helps you guard off any words that may lead to it

2She’s So Helpful

One of the ways in which organizations can facilitate the promotion of women to positions of more responsibility is by creating opportunities for exposure. Those seldom lie in a support position. When women are viewed as part of the “back office” or the support team, they are less likely to be perceived as leadership material. So although it’s good to appreciate the support of your team members when warranted, if that’s all you do for them, they won’t go as far in their careers as they could.

Solution

Catalyst: When you speak of the women in your team, be specific about their contributions.

In addition: Find real opportunities for every woman on your team to develop and exercise leadership skills regardless of their position. Admins and support staff can be put in charge of leading projects that give them the exposure they deserve. You might be surprised at how people rise to the occasion once you raise your expectations.

Flip the Script Women

Courtesy Catalyst

3She Gets Overly Emotional

I don’t need to tell you that women tend to be more in touch with their emotions than their male counterparts. Or that often, when we are angry we cry. And although this may be a biological response, both tears and displays of anger in the workplace tend to be frowned upon. When it’s women who are doing either, obviously. The social norm that affects men expects them to exhibit anger, assertiveness, and aggression as part of the attributes of male leadership. Not so much for women.

Solution

Catalyst: Rather than calling her “emotional” take the time to describe to women the consequences of their behavior.

In addition: Help them learn to explain the reason for their tears while they are shedding them, so their audience is aware they are not a sign of weakness, rather a sign of anger, frustration, etc. Help your male employees identify their different responses to anger when expressed by each gender so they understand women can get angry yet be effective leaders.

4She Lacks Leadership Gravitas or She Lacks Executive Presence

This is frequently code for “she doesn’t look like the current leadership,” which tends to be white, and male. This expression particularly affects women of color because they face a double whammy. Gender and race or ethnicity. It’s trully quite a stereotype threat when you wish to promote more women to the top.

So if you are truly committed to diversity and inclusion at the top of your organization, the current leadership will have to look beyond the traditional definition of executive presence.

Solution

Catalyst: Rather than just crossing a woman off explain exactly what you mean.

In addition: If you continue using the old definition of the attributes, abilities, experience you look for in a leader, you’ll probably continue to recruit the same type of person. Get rid of unstructured interviews where “cultural fit” can become an unspoken way to hire people who look like you or your current leadership team. Instead, create a list of specific requirements for the position and a list of questions that you ask all interviewees. Assign points to each answer and have someone else tally all the answers from all interviewees to get you the finalist. There are many concrete, simple interventions you can implement to make sure you hire the best person for the job rather than someone who fits some old stereotype.

5She’s Too Judgmental

Often, when women give critical feedback others consider her incompetent. This stereotype threat undermines women’s leadership chances.

Solution

Catalyst: Rather than making it about her leadership style, focus on whether she’s demonstrating good judgment.

In addition: Everyone should understand that human beings are all judgmental. We can’t see the world other than through our individual lens. That lens places a layer of judgment on everything as we can only perceive people, circumstances and situations through our own experiences, emotions, knowledge, culture, social context and so on. So, rather than impose another stereotype threat, which might stop women’s impetus to grow, why not acknowledge that we are all equally judgmental.

As I said in a recent post about an entirely different subject, words matter. They build our reality. Choosing the right ones will guarantee we create a more promising future for everyone.

5 Tips for Dealing with Emotional Outbursts at Work

Supporting someone’s ambitions when they have emotional outbursts at work is a challenge. But that’s exactly the time when you get to show your leadership.

Dealing with emotional outbursts at work is never easy. I give you that. But it’s a chance to show your leadership chops. Will you put the good of the team above your own ego or will you give into your own need to establish your authority?

Parody of The Scream by artist Meowza

Parody of The Scream by artist Meowza

Emotional outbursts have a way of arising in the least practical moments. Naturally, when people are most stressed over important deadlines or key decisions or situations, there’s a tendency for emotions to flare up. Or for any little thing to become the straw that breaks the camel’s back, which results in an unpleasant emotional outburst.

I recently finished a mayor project, a milestone in my career. A day 20 years in the making, let alone the several weeks leading to the celebration for which I had invested lots of preparation and energy. The day was here and everything was going smoothly. Then suddenly, one of my team members confronted me with the fact that I was not treating her the way she expected to be treated. She was having an emotional breakdown over this. It stopped me in my tracks. Really? At the very moment when I was celebrating a major achievement I had to deal with an emotional outburst? Well, that’s exactly how it usually goes, isn’t it? When you least need it… But then again, what is the right time for emotional outbursts in the workplace?

Here’s a post on Recognizing a Hostile Work Environment you might like.
Resolving conflict inspirational quote - Listening, honestly listening, is a critical piece of resolving conflict

How good a listener are you?

I realized immediately that to deal with my own stress that day I had adopted a “shorthand” style of communication that came across as imperative. I trusted that my colleague would be able to decode the fact that this was a temporary style change due to the demanding circumstances I was facing. (My bad, because we didn’t know each other that well yet.) I apologized right away. But she wouldn’t stop.

I could see that something else was at play with her. Regardless of what her perception was of how I treated her, I’m also aware that nothing I did deserved such an overreaction. I may have been short. Never abusive. And nothing that would justify such an emotional outburst. Nothing that couldn’t have waited a couple of hours to get resolved.

5 tips for dealing with emotional outbursts in your organization

This topic is particularly relevant when managing Latinos and other ethnicities who are known to have a more passionate communication style. At times that passion may come across as an emotional outburst when it’s only an expression of what they care about. And the truth is that you don’t want to eliminate passion from the workplace because it is what moves people and in the end, what makes it an interesting place to work. But there’s a difference between expressing your emotions and having an emotional outburst. So your role is to help people learn to modulate their emotional temperature to be more effective communicators.

These are 5 of the actions that have served me well whenever confronted by emotional outbursts in a professional setting.

1Breathe

Yup, that’s my first suggestion. Breathe and center yourself. Be present. Let go of whatever else is going on and focus on the here and now. On this person in front of you (or on the phone) who, if not dealt with in an adequate fashion, might turn a bad situation into a much worse one. After you focus for a moment you might decide this is not your biggest problem right now, and that’s fine. But you need to take a couple of breaths to decide that.

2Give people the benefit of the doubt

Head of a Woman by Pablo Picasso at the Met

Allowing the expression of emotions in the workplace is important. It’s emotional outbursts that we must learn to control.

All of us, particularly women, are subject to so many pressures from so many fronts all the time that there are likely many aspects of their lives you ignore. We expect people to leave their personal problems at the door but if people did that, you’d be working with robots. So you have to take individuals as a whole. And again, emotions are good indicators of what people care about. We are only talking about their most extreme expression. That’s why my next suggestion is that when someone behaves inappropriately you give them the benefit of the doubt at least once.

Faced with emotional outbursts or overreactions, stop for a second and entertain the possibility that there might be something else at play that has nothing to do with you. Not that this gives people a pass to have an emotional flare up at work but it may help you better understand their circumstances and be more lenient. You still will need to have a conversation about modulating emotional temperature and not taking things so personally. But it will help you put away your own feelings and temptation to overreact yourself.

3Don’t add fuel to the fire.

Emotions quote by Maya Angelou - People will forget what you said, people will forget what you did, but people will never forget how you made them feel

When an emotional outburst makes someone feel horrible, they will remember and it will affect your professional future.

Listening, honestly listening, is always a critical piece of resolving conflicts. And for that to happen, the person who is having the emotional outburst needs to feel she’s not being ignored. At this point, avoid debating, contradicting or asking for explanations. Admit that you hear what they are saying and that this is not the right time to discuss the topic any further. Make sure the person understands this is not a delay tactic but a commitment to address the issue at a more appropriate time. Then, follow through.

4Don’t draw lines in the sand.

When someone is pushing your buttons at the wrong time it obviously requires a good amount of self-control to avoid the need to give ultimatums and draw lines in the sand. Once again, a trait shared by strong leaders and which reveals solid executive presence in those aspiring to be leaders. So exercise self-control for a better outcome.

5Have the conversation

Set up the meeting to have the conversation you promised them and calmly ask the person to reflect on what happened that day. Let them come to the realization that regardless of who was right or wrong, there is no room for emotional outbursts at work. This is a chance for them to identify their own triggers and find ways to better manage stress and deal with conflicts to avoid future emotional outbursts.

Overcoming emotional outbursts quote - This too shall pass... so take a deep breath

Leaders have a chance to show their skills when they deal well with emotional outbursts

During this conversation, you might want to share some of the consequences of emotional outbursts in a professional setting:

  • Erosion of professional reputation
  • Perception that she lacks self control, therefore executive presence and potential loss of future opportunities
  • Damage to one’s personal brand
  • Damage to team morale
  • Don’t miss this HBR wonderful piece on emotional outbursts!

Since the day of the emotional outburst my colleague has produced great work for me. It was a learning occasion for both of us but it has undoubtedly planted red flags in my mind in regards to assigning her future high stakes projects. And this is the message you must strive to convey to women in your team. When you give into the heat of the moment and have an emotional outburst at work, you impacting your career long term. So think twice before you jump off the deep end.

Engaged Employees Would Work for Free

Nothing says “engaged employees” more than people who would do their jobs for free. Here are the best ways for you to engage employees so that feel that way.

It’s not really a coincidence that very successful people tend to say things like, “I’m so lucky… I love my job and I get paid to do it.” Or, “Don’t tell my boss but I would come to work for free.” As a matter of fact, I recently heard Amy Adams utter similar words at an event to promote her latest film Big Eyes. She was beaming when she said it, and it made you wish you could create a feeling like that in your own organization.

Not surprising, this is usually a sign of engaged employees. They are easy to spot. They are people who love their job, do it well, and if asked, would likely share Adams’ sentiment. Now how do you get your women employees to feel like that?

It’s easier than you imagine. Much easier. Moreover, it’s not even that costly to turn your team into engaged employees.

Do you know how fulfilled your female talent is. Different smiley faces help women identify their level of fulfilmment

If you want engaged employees it behooves you to figure out how fulfilled they are at work and create a path that fits their needs.

There are no magic ways to engage employees

Now, if you expect to find some magic formula that would result in engaged employees overnight, you can stop reading now. There are no magic solutions. Only an insightful, well-thought-out approach that fosters multiple levels of connections that result in heightened engagement. (For more insights check out Anna Giraldo Kerr’s What is Employee Engagement, Really?)

One of the most powerful ways to engaged employees. A careful sequence of connections

You want engaged employees, who grow and stay with your company? It all starts with tapping into self-motivation, which is the only sustainable, long-term approach to retaining talent.

First, every woman on your team connects with herself so that she understands what she wants and what she needs to get there. Then, she connects with other colleagues to provide mutual support. And finally, they connect with a much larger network of powerful, professional women who function as a sisterhood. A community that sees them through their career growth.

Engaged employees Quote I love my job

Engaged employees can often be heard saying they’d do their jobs for free.

It’s pretty straight forward, right? Yet, how often do organizations skip the first step? Women are pushed in directions they aren’t keen on, and naturally, they resist. They either get stuck in middle management or they leave the company. It makes sense. Why would you put time and energy into something you don’t care about?

The reality is that unless you know what makes your employees tick, you are wasting precious resources trying to get them where they don’t care to go. And the worst part? You keep trying ways to engage employees and to accelerate their growth up the ranks with little result.

When you want engaged employees, the RSM Step Up Program Plus takes away the guesswork

We experience this approach ourselves with our RSM Ambassadors who go through a process of self-discovery by aligning their interests, their purpose and career goals. This is a necessary first step so we can offer women exposure to the right people, opportunities, and resources to achieve their objectives. You see, once they achieve this alignment, people put all their passion into their work. They become happy, productive, engaged employees who start expressing themselves like Amy Adams.

In the last two years we’ve created events and programs to help organizations interested in finding ways to engage employees. We brought the excitement women feel for the RSM to companies so they could use it to fuel their team’s enthusiasm. With the RSM Step Up Plus Program we go a step further— Year-round professional development, coaching, and a cheerleading squad for your team.

An effective way for women to go through the self-discovery process, acquire the necessary knowledge, and develop the appropriate skillset while feeling backed by a powerful network of professional women. A network always ready to help your team tackle the next challenge so they can accelerate their growth.

Ignite your team's inner fire = RSM Programs | The RSM Step Up Plus | A Year-Round Empowerment Program

Find out how you can Ignite your team’s inner fire with the RSM Step Up Plus Program

What’s unique about this approach is that it not only empowers women to drive their own careers but it also amplifies their intentions and impact.

The RSM community is by their side along the way while they figure out what they are passionate about and while they set their objectives. We are there to encourage them to take risks and challenge themselves to the next level.

You see them flourish, share, support each other, and yes, tell everybody that they love their jobs so much they’d do it for free.

Talent Strategy — The Weakest Link in HR Strategies

Do you want to take your talent strategy to the next level? Today we’ll cover how to Retain Top Talent. Read on!!

Key piece of your talent strategy —How to retain top talent

Sometimes, attracting top talent is not the hardest part of the talent equation. It is retaining talent that keeps heads of HR up at night. As a matter of fact, how to retain top talent (particularly women and diverse employees) has become a highly competitive sport. Even more so with the Millennial Generation, known for needing to be valued.

Read about the 10 Successful Tactics for Motivating Millennials at Work.

We had a chance to talk to Arturo Poiré, Vice President & Global Head of Talent Management at Ericson, the giant technology company. (Full disclosure, he is, with Mariela Dabbah, the co-author of The Latino Advantage in the Workplace, and the voice of Arturo’s Corner in Dabbah’s Find Your Inner Red Shoes.) Prior to his position in Ericson, Poiré was the Global Head of Talent Management at Marsh & McLennan Companies.

Arturo Poire, VP and Global Head of Talent Management at Ericson

Arturo Poire, VP and Global Head of Talent Management at Ericson-
Co-Author of The Latino Advantage in the Workplace

As many of its competitors, Ericson recently released its diversity data and committed to setting up recruitment goals for increasing the number of women and minority hires. In the last couple of years they have ramped up their diversity and inclusion efforts. They have been involved with initiatives to increase women in operations and decision-making positions such as Battle of the Numbers and Women Up.

Do you have an answer to the million dollar question, How to retain top talent? And more specifically, women and diverse talent?

There is no single answer to this question. Organizations need a whole range of supporting systems in place to make them an attractive employer. In research conducted by the Center for Talent Innovation (Off-Ramps and On-Ramps Revisited 2010) they describe what motivates highly-qualified women as high-quality colleagues: job security, being able to be themselves, flexible working, collaborating with others, giving back to the community, recognition and compensation. An organization that focuses on these areas coupled with development at all levels, agile career paths, sponsoring and mentoring, and a culture that embraces differences is off to a good start.

Talent Strategy Advice

What is the best talent strategy advice to attract women to male-dominated professions and industries?

Organizations need to work harder at not only getting women interested in male-dominated industries but also getting young girls interested from an early age. Talent acquisition and talent management functions need to work together and align on talent strategy to enable processes, initiatives, programs and offerings to complement each other. Talent acquisition needs to focus on establishing long-term communication and engagement with diverse talent communities, high schools and universities, while talent management focuses on retaining and developing diverse talent.

Many opinions about male-dominated professions and industries are quite outdated. Focusing on what a career within a specific field may actually look like and what opportunities it may offer is just as important as shedding light on specific initiatives, activities or offerings targeted towards female potential employees.

Align your talent acquisition and management functions with the overall talent strategy. And make sure all HR roles remain aware of their own biases.

My advice to women – Performance will always be key to a successful career no matter the industry. Show interest in many areas and broaden your competence every chance you get. Do not be afraid to step in to bigger roles and stretch assignments. Seek roles where you develop a customer focus. Make sure you have career and development plans in place. Get yourself a mentor or a sponsor. If you are not satisfied with the situation where you work, raise your voice and if you have ideas of how things should work differently – bring them forward. Build your network, both internally and externally. We can only change things if we all strive to improve and find solutions for the future.

Always focus on performance and show your interest in a diversity of areas. | Inspirational quote about performance

Always focus on performance and show your interest in a diversity of areas.

What is an effective way to get your entire organization behind your diversity and inclusion talent strategy?

Engaging the entire organization in a culture of constructive dialog around diversity, inclusion and talent is a first step. In many cases, progress is hindered by lack of awareness, by the inability to challenge unwritten rules, or by the culture of the organization itself. Organizations need to engage individuals at all level to get buy-in, not only on talent strategy but also in its implementation.

Commitment from top executives is also important to confirm that diversity and inclusion is recognized as business-critical and a must for retaining talent.

How do you get past the idea that the moment you actively try to diversify your talent, you are not getting the best people for the job?

Every time we talk about diverse talent, this is linked to not hiring the best person for the job. We need to move away from this bias that women or ethnic minorities, if selected for a job, are not the best talent. I believe competence always comes first. We (organizations) need the best talent regardless of gender, age, ethnicity, sexual orientation, disability, etc.

In order to continue to stay competitive, organizations need to further diversify their workforce. A diverse team is better for business; it delivers better results, more creative solutions, connects better and easier to the world around us, and has a positive impact on customer satisfaction.

How to retain top talent when its quality is questioned

For all the talk about retaining talent, we keep hearing stories about high- achieving diverse employees leaving companies after having been passed over for promotions. How do you integrate the overall talent strategy with specific tactics for retaining talent?

An organization needs to define its vision, mission and talent strategy as a starting point. We must agree on what we are trying to achieve and the ways to do it. Once this has been defined, an action plan or specific tactics can be defined for an integrated approach.

An important aspect to remember when talking about retaining talent is not only focus on how to “fix” the “diverse talent” but rather to look at it from two perspectives. The talent (and all aspects connected of supporting and building talent) and the hiring managers, recruiters and decision-makers (and their mindset, approach and potential prejudice.)

Are we truly unbiased when working with our talent pools, nominating employees for assessments, appointing to key positions and strategic projects? Are we honestly an equal opportunity employer?

Being an equal opportunity employer may not necessarily mean offering male/female/homosexual/disabled candidates exactly the same benefit and compensation packages – it is about creating the same opportunities for advancement and success. That could mean offering a single father a daycare solution or someone who is visually impaired the best-in-class tools. But the question remains: are we offering equal opportunities to let everybody explore their full potential?

How to retain top talent when organizational practices get in the way

What organizational practices are contributing to unconscious bias? What are companies doing to review the processes they have in place to mitigate potential biases towards women and diverse talent?

Talent strategy: Engaging the entire organization about diversity talent strategy is a critical first step

Engaging the entire organization about diversity talent strategy is a critical first step

Talent management must be a role model when it comes to scrutinizing their own behavior and how it impacts others. As the professionals in talent management and HR are the people who maintain the organization’s culture, we must pay extra attention when defining, describing and phrasing behaviors and characteristics that are required and identified as desired in a candidate.

We may unconsciously be confirming stereotypes, cementing behaviors in leadership and performance, when designing incentive schemes and defining recruitment criteria. As an example, we can look at mobility where we tend to use confirmation bias in the belief that men are, generally speaking, more mobile than their female counterparts. In the same manner, we align mobility with leadership and also promotional opportunities, which ultimately creates a bias against women.

Sufficient awareness of unconscious bias will enable organizations to review and question processes and definitions of leadership. It will also provide the opportunity for the business to discuss potential biases when key processes are being implemented, such as performance management and at calibration when key decisions about people are being made. Only education and constant awareness will help mitigate biases, as this is something that is always present as part of human decision-making.

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A sustainable, measurable way to attract, engage and promote your talent.

A sustainable, measurable way to attract, engage and promote your talent.