Viewpoint November 2006
Better Execution to Drive Diversity and Inclusion
by Bob Gershberg
Managing Partner, Dick Wray Executive Search
We have certainly come a long way in recognizing the need for aggressive programs to ensure workforce diversity. Attracting and retaining a diverse group of people, however, requires a welcoming and inclusive environment as well as a culture that embraces differences. The ultimate goal is to get beyond the need to mirror the communities served and to create a talented team of varied race, gender, age, lifestyle and cultural background. Organizations that welcome, value and encourage divergence in thought and perspective are usually the industry leaders.
In the talent acquisition process, it is not enough to merely indicate a preference for diversity in candidates. Thinking outside the box is also required. There are particular disciplines in which the talent pool does not have very much gender and race diversity. When sourcing or recruiting for these disciplines, we are well advised to look at similar fields in which a candidate's skill sets and competencies are easily transferable.
To effectively execute these initiatives, a tune-up of our recruiting, hiring, developing, on-boarding and performance review procedures might be in order. Moreover, our hiring authorities may not be as well-trained in these competencies as they ought to be or as their human resources counterparts are. Diversity goals must be included in strategic planning processes and managers need to be responsible for specific objectives. Ongoing diversity training is a must for all team members, including upper management.
If your company does not have a diversity task force, create one. Empower this group to provide strategy to enhance diversity, inclusion and understanding within all four industry components—workforce, suppliers, customers and community. Leverage diversity and inclusion to attain your company's loftiest goals. It is a guaranteed win-win!