Paradigm Shift: The Hadley-Reynolds Difference
HOW ORGANIZATIONS APPROACH EXECUTIVE DIVERSITY & INCLUSION
TRADITIONAL “RECRUITMENT” MODEL
Often Not Successful
INTEGRATED SOLUTION MODEL
Most Often Highly Successful
HUMAN CAPITAL PIPELINE FOCUS
Short Term
Short, Intermediate and Long Term
CORE GOAL
Recruit to Fill Open Positions
Build, Nurture a Diverse Talent Network
CENTRAL DIVERSITY-PROMOTING PRACTICES
Start / conduct search for talent, including diverse candidates, when specific leadership position(s) open up.
Open requisition in an Applicant Tracking System (ATS)
Publicize role. Use recruiting tools. Enable online applications
Spread the word among internal leaders to see if they personally know anyone, especially diverse talent, who might be a fit. (But many leaders tend to know more people who look/think/work more like themselves, so pool is often small)
Perhaps engage a specialized search firm
Internal company recruiters are often focused heavily on open positions – without bandwidth or mandate to typically engage or nurture rich, longer-term relationships with candidates for whom there is no current role
Proactively develop ongoing relationships with a very wide array of diverse leaders
Use variety of methods to constantly meet and engage diverse talent (established leaders with personal characteristics that span ethnicities, nationalities, races, sexual orientations, gender identities, [dis]abilities, etc.)
Lead/run special, curated “Invitational” events—focused NOT on recruiting, but on networking, relationship building, brand-awareness building, and fun—that accelerate and promote the development of professional and personal connections among company executives, brand, and diverse talent out in the market place.
Use personalized follow-up and ongoing touch-points, along with candidate feedback to keep relationships warm
Fill open positions organically as they emerge with diverse, talented people you now know (and who respect your brand)
RESULTS
Occasional success, but diverse talent harder/more expensive to find and retain. More struggle complying with EEOC. Employer’s “employer brand” is often not strongly associated with diversity. Best and brightest talent in the market often finds/chooses more attuned competitor employers.
Constant success. Diverse talent much easier to find and retain. Organization’s employment brand as inclusive employer is strong. Compliance with EEOC is high. Employer gains and maintains competitive edge due to having/retaining the best and brightest talent up through executive level.
Proactively develop ongoing relationships with a very wide array of diverse leaders
Use variety of methods to constantly meet and engage diverse talent (established leaders with personal characteristics that span ethnicities, nationalities, races, sexual orientations, gender identities, [dis]abilities, etc.)
Lead/run special, curated “Invitational” events—focused NOT on recruiting, but on networking, relationship building, brand-awareness building, and fun—that accelerate and promote the development of professional and personal connections among company executives, brand, and diverse talent out in the market place.
Use personalized follow-up and ongoing touch-points, along with candidate feedback to keep relationships warm
Fill open positions organically as they emerge with diverse, talented people you now know (and who respect your brand)