• Leveraging diversity: CEO Faith Rothberg presents 8 organizations who are succeeding [video and slides]

    June 21, 2017 by

     

    There are more men named John and David who run big companies than all the women who run big companies.

    College Recruiter CEO Faith Rothberg has a problem with this, and made a point of offering solutions at this year’s National Association of Colleges and Employers conference. In the video below, Rothberg highlights eight organizations who are leveraging diversity to impact their customer numbers, workplace culture and profitability.

    Watch Rothberg’s presentation, and find links to her examples below, along with major takeaways.

    Study after study prove the business case for gender diversity. Increased gender diversity positively impacts productivity, innovation, decision-making, and employee retention and satisfaction. In fact, companies with the highest rates of gender diversity make more than 13 times average sales revenue than companies with the lowest gender diversity. Similarly, those gender diverse companies pull in an average of 15,000 more customers.

    The amount of gender diversity varies by industry and role. Medical and health services managers, for example, are actually more likely to be women than men, as are human resources or social service managers. But only 36% of management occupations are filled with 50% women. That includes marketing and sales, operations, transportation, information systems and much more.

    Here are eight companies leading the way to increase gender diversity

    1. Aramark became a Catalyst partner of Women’s Foodservice Forum.
    2. Bank of America has invested in LEAD for Women, an employee resource group dedicated to women’s professional development. About half of managers and executive management team are women.
    3. Enterprise Rent-A-Car named Pamela Nicholson as CEO in 2013. She joined the company 32 years ago as a recent grad.
    4. Ernst & Young opens up dialogue between men and women via Inclusiveness Steering Committees, encouraging candid discussions about critical issues and experiences, and establishing mentoring and sponsorship initiatives. They’ve increased the number of women in top management by 20%.
    5. (Two orgs here): Goldman Sachs and U.S. Department of State partner to leverage the expertise of the public and private sectors to encourage inclusive economic growth in the Middle East and Northern Africa.
    6. IBM developed task forces that focus on understanding differences and finding ways to appeal to more employees and customers. Revenues from small and midsize businesses dominated by minority and female buyers increased from $10 million to $300 million.
    7. Quicken Loans routinely ranks among the best U.S. companies for both diversity and overall company culture. Women fill 45% of all jobs and 43% of management jobs.

    Takeaways from Rothberg:

    1. Diversity and inclusion goes beyond race. It includes ethnicity, sexual orientation, religious affiliation, generation, disability, personality type, thinking style, and gender.
    2. Leverage that diversity to produce better products and services.
    3. Use variety of practices including mentoring, employee resource groups, multicultural talent management, strategic partnership development, and e-learning.
    4. Senior leaders must seek diversity, create inclusion, and drive accountability.
    5. Promote cognitive diversity. Embrace differing perspectives, interpretations. Overcome unconscious bias and culture that inhibits the sharing of different opinions.

    Download Rothberg’s PowerPoint slides here.

     

    Keep informed of recruiting best practices by staying connected with College Recruiter on LinkedInTwitterFacebook, and YouTube. Hiring soon? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com.

  • Combating bias in the hiring process [video and slides]

    June 14, 2017 by

     

    Last week, College Recruiter co-organized an in-person and live stream event, “Eye Opening Tactics for Better Diversity Recruiting,” alongside WCN and Stinson Leonard Street. Presenters spoke about four topics: why and how diversity matters, combating bias, big data, and non-discrimination employment law. This blog post shares what Ann Jenrette-Thomas,  Chief Diversity & Inclusion Officer of Stinson Leonard, presented in part 2: combating bias in the hiring process.

    Scroll down to watch the presentation and download Ann’s slide deck.

    Implicit bias: slow brain vs fast brain

    Implicit bias is the underlying thing that ends up creating problems in the hiring process. Another term for this is unconscious bias. Think of it as shortcuts in your brain. We use mental processes to quickly categorize information so that our brains can function optimally.

    We receive over a million pieces of information per second. This is information we gather from all of our senses. Our brains are detecting so much, but in order to function well, we can’t focus on a million pieces of information. The prefrontal cortex in the front of the brain is the slow brain. And it’s the slow brain that actually is necessary for critical thinking.

    If you repeat a slow-brain activity enough, it gets buried into the reptilian brain, otherwise known as the fast brain or the unconscious brain. Because these processes happen so rapidly, your conscious mind can’t even detect when something unconscious is happening. Take breathing—unless you make an effort to focus on it, you are not thinking about breathing. Another example if how we all learn to drive. When you first started to drive, you focused on putting your hands at ten and two o’clock. As experienced drivers, we’ve all had the experience of getting in the car, somehow arriving home and not even remembering the trip. When you learn to drive, you use your slow brain. When you’ve gotten to the point where it’s automatic, that’s your fast brain.

    This has everything to do with hiring. Some of the things that are embedded in the unconscious part—the fast brain—are cultural norms. Different cultures place value on different styles, of for example, leadership. When Americans think of leadership, we often think of someone who is decisive and confident. Herein lies a challenge for many international employees of multinational corporations that are headquartered in the U.S. In order to advance in the company, many international employees do a stint in the U.S. so that they can have the right qualifications and move up the corporate ladder.

    In Asia, they call that stint the “killing field”. Because in many Asian cultures, a valued leader is someone who is collaborative and who builds consensus, often someone with a much quieter leadership style and different type of confidence. This looks vastly different than an American version of “leadership”. So these particular employees are in a double bind. They have to come here in order to advance their careers. But once they come here, their leadership style prevents them from climbing the corporate ladder.

    There is more to how the unconscious mind affects hiring. We process everything from body language to eye contact, in order to assess whether someone is a good hire.

    Various types of bias in the hiring process

    • Affinity bias means we tend to gravitate toward people who we perceive as similar to ourselves.
    • Confirmation bias is when you magnify things that confirm what you already thinking. Or, you minimize things that contradict what you already think.
    • Attribution bias is when you give a more favorable assessment to somebody that is in your ‘in-group’. Now, what defines an in-group could be a variety of things, and that’s where individuality comes into play.
    • Availability bias describes how we prefer the quick and easy. When we mine for information, we grab what is readily available. Quick: imagine a fire fighter. It’s unlikely you had the image of a woman in your head. The readily available image of a firefighter is a man.
    • Groupthink is very similar to affinity bias. The notion of groupthink is where people are not willing to go against the brain of the homogeneous group.

    Combating bias starts with you

    It’s time to get to get to action and it all starts with you. If you don’t know your own biases or the fact that we are prone to them, then you’re not going to be able to help the system at all. And you have to also educate the people around you in the hiring process. Here are some suggestions for moving forward:

    1. Take the Implicit Association Test. There’s a variety of tests out there: go to projectimplicit.org. It’s free. This just gives you a baseline of where you are on these issues.
    1. Take some time to become socially confident. Learn about any particular cultures with which you are working, for example what leadership looks like.
    1. Assess your hiring process with the assumption that implicit bias is there. Why? Because statistically speaking, it’s there. It could be present where you post your jobs, how the descriptions are actually written, who and how the resumes are reviewed, how the interviews are conducted and who conducts the interviews.
    1. Review your job descriptions for bias. There are certain words and phrases in a job description that could lead to fewer diverse applicants because they will self-select out. For example, women are less likely to apply for a job where there are masculine coded language, like “aggressive” or “adventurous.” Interestingly, men are negligibly affected when it they read feminine coded language, like “collaborative”. When diverse candidates read job descriptions that are more neutral, they are less likely to scrub out any identifying information, for example clubs and organizations that might be specific to an ethnicity. You want to make sure that your job descriptions only include information that is absolutely necessary to perform the job well.
    1. Get used to operating outside your comfort zone. This is ultimately a relationship game. Recruit from a broader circle, go to different places. Ensure that you are also posting on sites that cater to a diverse community. Make sure you understand what other comparable programs are out there beside your core recruiting schools.
    1. Evaluate every resume the exact same way. There are programs out there that can strip demographic information from resume, so that’s one way to try to make things anonymous. It’s also important to develop a standard evaluation form with detailed metrics so that everybody is evaluated on the same criteria.
    1. Identify what you want before the interview begins. If you are clear about the skills, qualities, credentials, etc. that best suit the position, then you can craft questions that speak to those specific skills, credentials, etc. You can develop a checklist of these factors and give them to the interviewers beforehand so that everybody is clear. Prepare the interviewers. Make sure they are aware of the potential for bias. Use a diverse panel of interviewers.

    Finally, don’t get overwhelmed by the challenge of combating bias. Your unconscious biases are going to pop up. It takes effort and time to keep trying to change these things. Be patient, keep at it, and know that you’ll get there.

     

    Keep informed of recruiting best practices by staying connected with College Recruiter on LinkedInTwitterFacebook, and YouTube. Hiring soon? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com.

    Download the slides from this presentation here.

    Watch the presentation of this content by Ann Jenrette-Thomas at Stinson Leonard Street from “Eye-Opening Tactics for Better Diversity Recruiting”:

  • Why and how diversity in the workplace matters [video and slides]

    May 31, 2017 by

    Last week, College Recruiter presented at an in-person and live stream event, “Eye Opening Tactics for Better Diversity Recruiting,” co-organized by WCN and Stinson Leonard Street. Presenters spoke about four topics: why and how diversity matters, combating bias, big data, and non-discrimination employment law. This blog post shares what was presented in part 1. Scroll down to watch the presentation and download the slide deck.

    The claim: diversity in the workplace leads to greater profit and innovation

    “Workplace diversity is among the most important predictors of a business’ sales revenue, customer numbers and profitability” (Herring study).

    There has been plenty of research done that support this claim. But in addition to illustrating the potential impact of diversity, it’s important to recognize that some employers experience something different. It helps to understand how diversity makes an impact, so employers can reconcile any discrepancies between what their experience tells you, and what they think they’re supposed to be experiencing.

    According to the Herring study out of the University of Illinois at Chicago, the most racially diverse companies brought in nearly 15 times more sales revenue than the least racially diverse companies. Gender diversity accounted for $599.1 million in average sales revenue. In fact, they even saw an incremental impact, so any improvement in diversity is worth it. For every percentage increase in the rate of racial or gender diversity, there was an increase in sales revenues of about 9 and 3 percent, respectively. Additionally, even the smallest incremental increase in levels of racial or gender diversity resulted in more than 400 and 200 additional customers, respectively.

    This study found racial diversity to be a better determinant of sales revenue and customer numbers than company size, the company’s age or the number of employees.

    A McKinsey study is worth highlighting as well. They report that gender diverse organizations are 15% more likely to outperform, and ethnically diverse organizations are 35% more likely to outperform. Conversely, companies in the bottom quartile for gender or racial and ethnic diversity are less likely to achieve above-average returns.

    The McKinsey study also shows a linear relationship between diversity and financial performance. So again, there is no bar or tipping point you have to hit before you start seeing results. They found that for every 10 percent increase in racial and ethnic diversity on the senior-executive team, earnings before interest and taxes rose 0.8 percent.

    These studies measure gender and racial diversity, which are fairly easy to measure. For practical purposes, it should be assumed that other dimensions of diversity—sexual orientation, personal experience, personality—probably have similar effects.

    If your experience does not match the claims

    Many employers may say they see a different picture. Some have succeeded in hiring diverse staff and then start to see interpersonal issues crop up. Group dynamics may go south, or communication suffers. Some see legal problems related to discrimination claims.

    This isn’t necessarily an illusion. Interacting with people from different backgrounds or with others who we perceive as different can be a source of discomfort. It can be a source of mistrust, or even resentment. Frankly speaking, diversity can cause conflict.

    The research does apply, and it is valid. It helps to understand what is going on when you get diversity in the door.

    How exactly diversity is effective

    Simply put, diversity is a catalyst for creativity and deep thinking. Diversity promotes higher quality decision-making, spurs deeper information processing and more complex thinking. This happens because a diverse group has access to a greater variety of perspectives. So everyone in the group, both minority and majority individuals, must consider more information and process that information more deeply and accurately. A 2006 study placed participants onto mock juries. When Black participants were part of the jury, the White jurors processed the case facts more carefully, and deliberated more effectively. The White jurors who were on a diverse jury cited more case facts, made fewer errors, and were more amenable to discussion of racism, compared to the White jurors who were on an all-White jury.

    Here’s why all of this is still so hard for most of us. Homogenous teams just feel easier. So people, inside and outside the group, assume they are more effective. The Fluency Hueristic says we prefer to process information that is familiar and easy. We just don’t want to have to think very hard. People on diverse teams feel they have to work harder, and they judge their own effectiveness as less. From the research, we know that diverse teams are not actually less effective, but the perception is there. A study published by Organization Science had participants read through transcripts and watch videos of team discussions, then allocate resources to the teams based on how they judged their effectiveness. People who read transcripts of diverse teams judged them as having more conflict, and they allocated fewer resources to those diverse teams. What they didn’t know was, the conversations and transcripts for each group—both diverse and homogenous—were identical. So here we see a representation of how our biases and perceptions have a real economic impact.

    We overly trust people who seem like us. A study from the University of Texas showed that disrupting conformity prompts people to scrutinize facts, think more deeply and develop their own opinions. They asked participants to calculate accurate prices for simulated stocks. They collected individual answers, then participants had the opportunity to buy and sell those stocks to others. They used real money so they wanted to get it right.  When participants were in diverse company, their answers were 58% more accurate. The stock prices they guessed were much closer to the true values of the stocks. As they spent more time interacting in diverse groups, their performance improved.

    When participants were surrounded by others of the same ethnicity or race, however, they were more likely to those around them, in the wrong direction. They made all kinds of mistakes because they put undue trust in others’ answers, mindlessly imitating them. In the diverse groups, people were more likely to distinguish between wrong and accurate answers. So here we see how diversity brings some cognitive friction that makes us deliberate more. We overly trust those that are “like us.”

    Conflict is normal. The key is managing it.

    “If companies want their young, diverse talent to become the next generation of leaders, they need to create a culture that truly embraces diverse opinions, perspectives, and lifestyles.”

    We make much more effort now than we ever have on building a pipeline of diversity. That’s the good news, but we even as we see an increase in entry-level diversity, organizations aren’t promoting the diversity up to leadership levels. This is a sign that organizations are not focusing on inclusion. Without managing inclusion, diversity can have negative effects. The communication issues mentioned above—even they are just a perception—and legal issues, for example. To harness the power of diversity—and increase deeper thought, more creativity, better decision making—you can’t ignore inclusion because your diverse talent will walk right out the door.

    One key to managing conflict due to cultural clashing is “perspective taking.” Imagining the world from another person’s point of view decreases bias and can smooth out interpersonal interactions. When team members are asked to consider each another’s perspectives, that potential for more creativity and innovation can be released.

    Only when people feel welcome and respected will their teams be able to benefit from their unique perspective and experience. The secret here is NOT to take a kumbaya approach, or teach colorblindness. If your organization’s culture acknowledges differences, as opposed to pretending we are all the same, the more people will feel free to express their different opinions. If your mentality is, “I love everyone; I don’t care if you are green, blue, pink, red, or gray”, that doesn’t help. You want to get to a place where you can say, “I like this about some green people, I like what some blue people bring to the table, and I like that some pink people offer this.” That’s embracing, not ignoring, difference, and that is an essential step toward an inclusive environment.

    Watch the presentation  of this content from “Eye-Opening Tactics for Better Diversity Recruiting”:

     

    Download the presentation slide deck here

    Keep informed of recruiting best practices by staying connected with College Recruiter on LinkedInTwitterFacebook, and YouTube. Hiring soon? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com.

  • Spotlight on Success: diversity recruitment and retention at CIA

    May 22, 2017 by

    College Recruiter spoke with CIA spokesperson Heather Fritz Horniak, who shared how CIA has succeeded in recruiting and retaining diverse hires. Given the seemingly fierce competition for diverse talent, CIA’s practices are worth considering at any organization that values and recognizes the benefits of diversity.


    To meet the challenge of recruiting diversity, CIA focuses on the positives

    The competition for exceptional diversity talent is fierce.  CIA’s diverse cadre of recruiters underscore to applicants the positive elements of working at CIA.  This includes highlighting the importance of CIA’s mission by sharing their testimonies about how they have made a difference in contributing to national security.  In addition, recruiters strongly emphasize the extensive benefits the CIA offers.

    CIA faces some additional challenges including  lengthy application and security clearance processes. Also, there is only one primary geographic location in the Washington, DC metro area where employees can begin their careers.

    To achieve CIA’s mission, recruiters  must seek qualified talent in diverse communities

    Diversity and inclusion at CIA is essential to achieve the organization’s  mission. The business case for diversity and inclusion is undeniable: it helps avoid groupthink and it gives any global employer the cultural understanding it needs to operate in any region of the globe.

    There is another reason to reach a diverse pool of talent. CIA knows to look for special people who may not come from the same communities that are heavily recruited by everyone else.

    Director of the CIA Michael Pompeo said, “The Agency has a fabulous history, remarkable people.  And those are the kinds of people that we’re looking for: smart people, agile people, people who are willing to sacrifice an enormous amount of their lives to go do really hard things on behalf of the American people.  And we’ll find them and take them from wherever we can.”

    You must be proactive. Diverse talent won’t just arrive at your doorstep.  

    CIA doesn’t just wait for diverse talent to arrive at its doorstep; officers go to where the diverse candidates are. They make sure their diversity recruitment strategy stays mission-focused and that diversity is integrated and considered throughout recruitment activities.

    Partnerships are key too. CIA focuses on deepening their diversity sponsorships and partnerships with key organizations and universities to gain sustained access to diverse candidates nationwide.  One example of this is the CIA Signature Schools program, where CIA’s Talent Acquisition Group is focusing on outreach and building sustainable relationships with universities and professional organizations that have a large population of diverse talent.  The University of New Mexico and Florida International University are the first two schools in the program.

    Diversity initiatives on universities and professional organizations that have high diversity populations must focus on relationships. Building sustainable relationships with key influencers can assist in spotting qualified diverse talent.

    Retaining diverse talent impacts how well you attract new recruits.

    The diverse candidates are out there. They might be harder to attract, however, because they may have numerous opportunities from which they can choose.  Where CIA distinguishes itself is in building a welcoming culture. It is not enough to just recruit diverse talent. Employees must feel welcome, appreciated and want to stay.

    To help create an inclusive culture, CIA relies on Agency officers who are alumni of universities as Campus Ambassadors to their alma maters.  These officers are responsible in assisting recruiters with branding the CIA as an employer of choice on the college campus.  Students have the opportunity to see people who were once in their shoes happy with their choice of working with the CIA.  This provides a sense of ease or comfort in seeing themselves considering the same employment journey.

    Everyone, from all walks of life and from all backgrounds, should be able to be successful.  To foster that goal, CIA has numerous resources available, including the Diversity and Inclusion Office (DIO) that ensures CIA maintains a diverse, inclusive, equitable, and accessible workplace where differences are valued, conflict is managed constructively, and all officers are willing to engage in open dialogue.  DIO also sponsors Agency Resource Groups (ARGs) that contribute to a positive and inclusive workplace where employees with different backgrounds, cultures, and talents are respected and given the opportunity to succeed. The ARGs are critical to the present and future effectiveness of CIA through their support and advancement of diversity and inclusion. They highlight and help the CIA work through challenges tied to recruitment, development and retention.  ARGs and mentoring programs can help enable all new recruits to make the transition to employment at CIA successfully.

  • Diversity recruitment lessons from law enforcement: Inside the research

    March 06, 2017 by

     

    College Recruiter is introducing a regular feature called “Inside the research”. We will dive into recent research that can be applied to practitioners in recruitment, HR and talent acquisition. 

    Policing and race relations are topics of national interest these days. A study from the Journal of Ethnicity in Criminal Justice1 looked at how several law enforcement agencies market their opportunities to communities of color, and their success in diversity recruitment. Drawing a parallel between police and corporate recruitment highlights just how much effort recruiters must put into hiring diversity. That is, if you want results. Here are six lessons that recruiters can glean from this study.

    Understand that institutional racism is around us. “Police agencies have been criticized for what is perceived as institutional racism in the recruitment, retention and promotion of Blacks and other racial minorities,” write the authors of the study, titled “Recruiting for Diversity in Law Enforcement: An Evaluation of Practices Used by State and Local Agencies.” While police have been in the hot seat, recruiters of all sectors and industries must turn the mirror upon themselves. Many would agree that institutional racism exists in business across the board.

    Put your money where your mouth is. The authors write, “Today’s typical police recruitment campaign is managed almost exclusively using advertisements in those news publications that cater to the greater (White) community at large.” As a recruiter you might be thinking, but we advertise across many different channels, including Facebook, which is very diverse! That may be true, but try doing a little exercise. Compare all the places where you advertise, and how much money you spend on each channel, to your recruitment goals. If you have a goal around diversity, you have to put your advertising dollars where your mouth is.

    Police agencies desperately want to hire diversity, precisely because they know they have a trust problem with communities of color, particularly the African American community. The study points out what should be common sense: “When citizens see that a police department has personnel who reflect a cross-section of the community, they have greater confidence that police offers will understand their problems and concerns” (Streit, 2001). The study found, however, that these agencies are just not putting their money where their mouths are. There are points of contact in the community where recruiters may connect with more of their targeted candidates—churches, hair salons, shopping malls, for example—and yet the agencies studied here did not take advantage these opportunities.

    Be aware of hypocrisy. Companies who include diversity in their core values, and especially companies who flaunt their inclusive environments, would be wise to check their authenticity. The study reminds us of what we already know about policing: “when community partnerships are seen as being superficial, agencies risk alienating candidates who might be aware of hypocrisy where such activities are inconsistent with reality.” (Syrett & Lammiman, 2004). You should communicate your commitment to diversity, but just saying it doesn’t make it so. Effective diversity recruitment makes it so. Continue Reading

  • College Recruiter CEO to speak about gender diversity at NACE conference

    February 27, 2017 by

     

    Minneapolis, MN (February 25, 2017)—Interactive recruitment media company College Recruiter announced today that CEO Faith Rothberg will speak at this year’s conference for the National Association of Colleges and Employers (NACE), held June 6-9 in Las Vegas. The NACE conference is for college career services and college recruiters to make new connections, develop new insight and skills and discover new business solutions. Rothberg will speak about diversifying the workforce.

    According to Rothberg, “When you pretend gender diversity doesn’t matter, your bottom line suffers. So recruiting and retaining women isn’t just the right thing to do – it is essential to increasing your profitability.  Including women in all areas of your organization adds valuable differing insights to solve our tough business problems.”

    As CEO of a technology driven business, Rothberg has an inspirational personal story to share. Her career has remained at the intersection between business and technology, both of which were male-dominated fields when she entered them and, unfortunately, remain so in 2017. After earning her MBA, Rothberg became a manufacturing information technology consultant in a job that required working out of construction trailers at manufacturing facilities. Rothberg now leads College Recruiter and takes pride in helping launch the early careers of college students, including thousands of young women. STEM fields (science, technology, engineering and math) are heavily dominated by men, and Rothberg will share about the challenges she has faced while climbing to the top.

    Although less attention is paid on this topic outside of STEM, many non-STEM industries are just as lacking in gender diversity. Rothberg will identify the industries and fields that are lagging, and discuss some of the research around why organizations need to diversify their talent pipeline. She will speak directly to recruiters who influence that entry point into the pipeline, as well as retention strategies.

    Rothberg’s focus for the discussion will go beyond merely discussing the problem. She will bring specific examples of how small, medium, and large organizations have successfully improved their recruitment and retention of women. She will discuss the implementation of innovative programs that will improve their recruitment and retention of female students and recent graduates.

    About College Recruiter

    College Recruiter believes that every student and recent grad deserves a great career. They believe in creating a great candidate and recruiter experience. Their interactive media solutions connect students and grads to great careers. College Recruiter is the leading, interactive, recruitment media company used by college students and recent graduates to find great careers. Their clients are primarily colleges, universities, and employers who want to recruit dozens, hundreds, or thousands of students and recent graduates per year.

    About NACE

    Established in 1956, NACE connects more than 7,600 college career services professionals at nearly 2,000 colleges and universities nationwide, more than 3,000 university relations and recruiting professionals, and the business affiliates that serve this community. NACE forecasts hiring and trends in the job market; tracks starting salaries, recruiting and hiring practices, and student attitudes and outcomes; and identifies best practices and benchmarks.

  • Cultural awareness training is too simple to effectively manage diversity

    February 02, 2017 by

     

    For global companies–or any organization–with multicultural and diverse teams, a good manager must be aware of cultural differences, and they must embrace team members’ differences. Differences can lead to conflict, but just participating in a cultural awareness training is probably not the answer. There is more to learn about effectively managing diversity.

    Differences can lead to conflict within your team. And that is good. 

    A 2014 study published in Securitologia, authored by Dr. Krystyna Heinz, pointed out that “if a company wants to do business internationally, it needs to have knowledge related to diverse management process.” I would add, even a company who only does domestic business needs to have this knowledge, given the increasingly diverse workforce.

    Being more aware of different cultural values is the first step (but it’s only the beginning). If you’ve participated in any cultural awareness training, you’re familiar with the iceberg analogy. If you’ve forgotten, I’ll explain. Culture is like an iceberg. The aspects you can see or hear—clothing, food, language, etc.—are only the tip of the iceberg. The vast majority of what makes our culture unique is hidden from view. The Heinz study puts it this way: “Culture values are invisible behaviours.” Many cultural values will impact business and relationships at work, for example “family, money, religion, seniority, individualism, hierarchy, and others.”

    Your challenge is not to overcome these differences, but to embrace them. These cultural differences may lead to conflict, but in business that doesn’t have to be a bad thing. In fact, teams whose members don’t challenge one another end up being less productive. According to the Heinz study,

    “For most people the word conflict has negative connotations, but if no conflicts occur during team working, the team will probably not be effective.”

    The manager’s job is to “identify the underlying cultural reasons of conflict, choose the right strategy, and to intervene.” Cultural differences can lead to obstacles to high performance if they are not addressed, so the manager’s role is absolutely critical to making diversity work.  Continue Reading

  • How Millennial managers are different

    January 23, 2017 by

     

    Contributing writer Ted Bauer

    When Millennials become managers of others, what can we expect? How do they manage differently?

    We’ve been managing in similar ways for generations now (maybe as far back as 1911), but in the last few years, Millennials have overtaken Baby Boomers as America’s largest generation. Right this second, being younger and all, Millennials aren’t running many companies yet. But they are managing: some research says 62% of global workers have had a Millennial boss at least once. 

    One important distinction here is that oftentimes, Millennials see themselves as leaders even if the job title doesn’t back that up. That was a key finding in a recent report from The Hartford. Here are a few other trends we see in Millennial managers:

    The work-life balance issue: Millennials are known for demanding work-life balance, but when they become managers, they are actually struggling with work-life balanceBeing young, they might feel they have more to prove in a role, and thus feel more pressure or spend more time at work. Other research has backed this up, calling Millennials one of the biggest workaholic generations. If you work for a Millennial who spends 12 hours+ per day at work and you feel the need to match or exceed that, this aspect of Millennial managers could be a con.

    Less command and control. More collaboration: This is a big theme of Millennial managers, with the common logic being that they grew up in more group activities — and thus feel comfortable in that setting. This is a very good thing, as one study has shown command and control management styles are literally taking years off people’s lives.  Continue Reading

  • Women managers: discrepancies begin at first chance of promotion

    January 04, 2017 by

     

    “Women are less likely to receive the first critical promotion to manager—so far fewer end up on the path to leadership—and are less likely to be hired into more senior positions.”

    That ton of bricks comes from the Women in the Workplace report, released last fall by LeanIn.Org and McKinsey & Company. What is getting in women’s ways? Does bias against women managers tell the whole tale? Or is something else going on?

    That women fall behind so early in their careers should be a wake-up call to female college students. Seniors, who will be entering the workplace soon, should especially take notice. For years, young women have made up more than half of the college student population (and as high as 60% at private schools). The Pew Research Center reports that 71% of recent female high school grads turn their ambition to college. Compare that to 61% of recent male high school grads. Once they’re in college, women continue to outperform men. They earn better grades and graduate with more honors than men. It would be easy for today’s driven, hard-working young women to believe that inequality is something only their mothers had to deal with. Unfortunately, the real world is different than college.

    “There are multiple factors that contribute to entry-level women being behind men at first chance of promotion,” says Simma Lieberman at The Inclusionist.

    Many women need a boost in confidence

    “Many women have internalized messages from media and have bought into other people’s bias about women’s abilities and careers,” says Lieberman. “They have not learned to negotiate or ask for what they want. I’m still surprised by how many women still believe that by working “hard” they will be discovered, that it’s not okay to promote yourself to managers, and they have to “wait their turn” to get promoted.”

    You can’t take rejection personally

    If an employer hires someone else, women need to stop seeing this rejection as personal and permanent. Liebrman continues, “Women need to learn how to separate getting turned down for a promotion or not being chosen for a project, from other parts of their life. There is a tendency to give up after one try which holds them back, rather than find out why they didn’t get a promotion and to let that cloud their ambitions and settle.”

    Bias still exists

    Women in the Workplace finds real biases out there. Women may need to work on their negotiation skills, but that doesn’t explain the whole pay gap. The report finds that “Women who negotiate for a promotion or compensation increase are 30% more likely than men who negotiate to receive feedback that they are ‘bossy,’ ‘too aggressive,’ or ‘intimidating.'” Our implicit biases persuade us to believe that men are more suited for leadership. That first promotion to manager is just the beginning. The STEM fields are especially male-dominated, which can make it particularly challenging for women to be taken seriously.

    It’s hard to blame young women who ask why they should be the ones to change. Lieberman advises women to be “flexible and develop tools to show their talent and be recognized. Lack of confidence is not a trait that should be continued.” Women who want to become managers should be aware of how the cards are stacked, seek advice from senior women, and keep working hard.

  • College recruitment matters to Diversity & Inclusion: Q&A with the Experts

    December 16, 2016 by

     

    College Recruiter is introducing a new regular blog feature, “Q & A with the Experts”. In this monthly feature we will draw insight from experts in talent acquisition and HR. For today’s post, we spoke with Loreli Wilson, Manager of Diversity and Inclusion Programs at Veterans United Home Loans; Saïd Radhouani, Co-founder at Nextal; and Steven Rothberg, founder and President of College Recruiter. We asked Loreli, Saïd and Steven about the connection between college recruitment, and Diversity and Inclusion.

     

    What do you think is the importance of college recruitment to diversifying the workplace?

    Saïd Radhouani: Universities are great channels to bring new diverse talents into organizations and promote a diversified workplace. Both local and immigrants students form a big pool of diverse talents. They may differ greatly in terms of language, culture, religion, or color; yet ultimately study toward the same goals. These talents are already diverse and know how to perform in a diversified environment. College recruitment is a big enabler to diversify the workplace.

    Loreli Wilson: Colleges and universities are a great source for smart, passionate, and innovative applicants from marginalized communities. It’s a smart move to align with those institutions to engage students and cultivate our workforce by our own specifications.

     

    What are best practices for recruiting a diversity of college students?

    Saïd Radhouani: If diversity is part of your organization’s priorities, you should empower some individuals to serve as diversity advocates. They can promote and keep diversity goals active during the recruitment process. These advocates should include college recruitment into their plans. A few best practices they can suggest to the recruitment team include: Continue Reading