Diversity is a journey, not a destination. Improving representation of diverse groups in the workplace is a challenging endeavor and it can take years to achieve. It is essential to tailor your diversity, equity, and inclusion (DEI) initiatives to meet your specific business needs, company culture, and local regulations. Below are ten practical steps, with […] More
To see how business leaders across the country are driving impactful DEI efforts, we launched the Ally Series on our Talk Talent to Me podcast. In these episodes, host Rob Stevenson sits down with talent leaders from Match Group, Niantic, Tech Can [Do] Better, Frame.io, Hired, Capital One, and Leaf Group—learning what each company has […] More
Searching for a new job can be a stressful, anxiety-inducing process for anyone. If you’re one of the 61 million U.S. adults (26% of the population) who suffers from a disability, a job search can be even more complex and worrisome. Are you legally required to share information about your disability in the first place? […] More
Hidden biases are everywhere—the hiring world being no exception. As humans, we’re not always capable of recognizing our prejudices in the moment. Fortunately, modern technology is here to fill in that gap: empowering teams to build more equitable talent pipelines and pave pathways for previously overlooked talent. At Hired, we envision a world where all […] More
Watch Hired’s recent panel-style webinar, “Awareness, Action & Accountability Embedding Technology into DE&I Hiring Strategies,” to gain insights from industry leaders on how utilizing technology can strengthen your diversity, equity, and inclusion hiring strategies. This webinar was moderated by Jennifer Tardy, a leading DEI advocate, an expert in the recruiting space. Our panelists included: Ava […] More
Salesforce, the US tech company responsible for one of the world’s most popular CRM platforms, has earned more than 80 awards for its workplace culture. Its team has more than tripled in size in the past five years. Employer brand metrics may be infamously elusive, but these numbers paint a clear picture: Salesforce is doing something right.
What makes a company an exceptionally good place to work? Chrissy Thornhill, Salesforce’s Global Senior Manager of Employer Brand and Recruitment, has identified a few of the characteristics that have helped its employer brand thrive.
The environment at Salesforce isn’t a happy accident or convenient byproduct. “We are super intentional about our culture,” Thornhill says. “We write it down. We prioritize it. We build programs around it. We measure it. We constantly innovate on it.”
Salesforce’s headquarters sits in the US, but it operates global offices on six continents. An innocuous piece of social media content may not strike the same tone from one region to the next. The past nine months, Thornhill says, have driven that fact home.
Workplace equity not only impacts employees who’ve already joined the team, but also those still in their recruitment journey. It’s why Salesforce made Tony Prophet its Chief Equality and Recruiting Officer, who works closely with Thornhill’s team.
Thornhill’s team promises candidates big things during the recruitment process. Then, they hold themselves accountable for delivering.
Frugal with Time
Sometimes, the success of the Salesforce employer brand team lies in what they don’t do. Rather than spreading their small team thinly across as many efforts as possible, they’re choosy about where they invest their time.
These traits have kept Thornhill at Salesforce as its employer brand team has doubled. If her own enthusiasm for her workplace is any indicator, that growth is just getting started: “It’s been quite the journey, and I don’t think it’s going to let up any time soon.”
To follow Chrissy Thornhill’s work in employer brand, connect with her on LinkedIn. For help identifying the values and culture you want to create in your company, get in touch.
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Pedigree bias has long plagued the recruiting landscape.
All too often, hiring teams seek sameness: targeting candidates with Ivy League degrees and Fortune 500 work experience. In doing so, they perpetuate stereotypes and overlook talent that has taken the path less traveled.
Not only does this process punish job-seekers who don’t fit a predetermined mold—it also blocks them from an industry they are eager to enter. That needs to change.
In recent years, leading tech companies like Apple, Google, Netflix, and Tesla have taken bold actions to reduce pedigree bias in recruiting practices. Now, it’s time we all joined the movement.
In this ebook, we’ll break down pedigree bias page by page: covering what it is, where it lurks, who it hurts, and—most importantly—how recruiters can combat it head-on.
Ready to retire biases and hire for what matters most?
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While improving corporate diversity and inclusion has been an important topic for some time, widespread social injustice and civil unrest, coupled with the impact of the global pandemic, emphasized the importance of DEI. The headlines were seared into our collective consciousness.
But just talking about diversity and inclusion won’t move the needle. Progress requires action. And the time for action is now. Particularly for the tech sector, one that, by most reports, has made few gains. We’re here to shine a light on the path forward, exploring actionable ways that you can source and attract tech talent.
Ready to lead the change?
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As more candidates are open to remote roles, our 2020 State of Remote Work Report uncovered that employers believed the top benefit of hiring remote employees was having more diverse candidates. With a heightened focus on how companies are building diverse teams and inclusive workplaces, companies may be evaluating the work that still needs to be done in order for workplaces to be truly equitable, inclusive and diverse.
During an episode of our Talent Talent to Me podcast, Jennifer Tardy, career coach, diversity recruiting trainer, and CEO of Jennifer Tardy Consulting, joined us to discuss the gaps she found in training programs as a Head of Talent wanting to best prepare her team for their diversity recruiting initiative and how that experience led her to create her own program for recruiting teams wanting to close the existing gaps.
Identifying the gap
When companies begin the work of creating an inclusive workplace, unconscious bias training may be thought of as a smart place to start. While unconscious bias training is valuable and well-intentioned, it is a start not a well-rounded solution. As a Head of Talent in her former life, Tardy explained how she was disappointed to find that the trainers and program material for diversity recruiting training couldn’t speak to the depths of diversity and inclusion in hiring as she would have liked. Not only were the resources for recruiting teams insufficient, Tardy also identified a larger systemic issue within hiring that needed to be fixed for diversity recruiting to work effectively.
Recommendations in the market primarily focused on boolean strings but didn’t discuss how companies might get in front of and attract diverse talent, how to interview for authenticity, and how to create an inclusive workplace for people of underrepresented groups, especially if the company didn’t have good representation to begin with. The hiring system today calls on recruiters to weed people out of the pipeline. In doing this, pipelines begin to look homogenous or are influenced by bias. Then interview questions end up not assessing a candidate’s skills fit or who they truly are but rather for who was able to produce a better answer. In the end recruiters may miss out on the aspects about the candidate that make them diverse in background, opinion, and experience and disproportionately weed them out. This may ultimately impact a recruiter’s ability to attract, interview, and hire diverse talent if they aren’t changing the system that weeds them out in the first place.
Learning on common ground
Tardy’s belief that diversity recruiting training must start on common ground and should go to the depths of why DE&I initiatives exists in the first place. Tardy’s clients pledge in her training sessions that they are not a place of guilt but an avenue for finding solutions to move forward. Typically when people don’t feel like they know enough or know what language to use when it comes to diversity, Tardy shares, they opt out of participating in discussions–recruiters don’t have the luxury of not participating so she wants to equip them to go into them confidently. By laying the foundation for DE&I and common language to use, she notes how teams are more encouraged to engage in meaningful dialogue to create an action plan for lasting change within their organizations. Beyond undergoing diversity recruiting training, she advises recruiting teams to do two things in their process:
Interview for authenticity
Tardy shares how current hiring is set up candidates know recruiters are looking for the best answer to interview questions. For people of underrepresented groups, learning how to best answer interview questions is even more critical to prevent getting weeded out and landing a paying job. Tardy challenges recruiters to reframe interview questions with the intention to get to know the candidate and how they can contribute to the team instead of seeing reasons to pass on their candidacy. Figure out how you can really get to know this person, through behavioral interview questions for instance, and determine if they’d be a good fit for the job based on how they think through problems.
Audit for impact
Companies have great intent when it comes to DE&I but can sometimes be fearful to look at what quantitative and qualitative data suggests is true. For example, Tardy mentions that by leveraging data through a self-identification campaign, data from exit interviews, or migration data (promotion, demotion, lateral moves, etc), recruiting and HR teams can see where people of color are falling out of their process and organization as a whole. Companies should dive into why people are leaving and identify who in the organization has promotional opportunities over others to see if there are disparities between groups. If companies have great intent, they should also audit for impact and outcomes to see what employees and candidates are trying to tell them about the equity and inclusion of their workplace.
Once employers move past the guilt and understand how they can contribute to the larger conversation of diversity recruiting, they can know the weight of how to source for diverse talent, how to attract them to their companies, identify where bias is baked into their process, and how to make an effective and ethical selection decision. Recruiting practices can be more inclusive and, therefore, workforces can be more diverse and equitable.
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