The growing fear of the coronavirus requires recruiting leaders to prepare for an increase in discrimination against Asian candidates and to become aware of how far this fear could severely hurt global recruiting and local diversity efforts. Also expect real travel restrictions and an increased fear of flying to increase the need for more remote video interviews.
Are you actively recruiting neurodivergent talent? If not, your programs may quickly become obsolete. Neurodivergent employees are eagerly entering the workplace, bringing along fresh perspectives and valuable skills.
Today is January 3, and perhaps you’re wondering why we haven’t published at least 9,765 articles — or even one — touting predictions for 2020. It’s because, as 6th Century Chinese poet Lao Tzu pointed out, “Those who have knowledge, don’t predict. Those who predict, don’t have knowledge.”
The issues surrounding diversity in the workforce have been covered in depth. You know about them, and you know the benefits that your organization can reap through building diverse teams. You also know that If you work in a sector that is desperately short on talent — and you probably do — then you can’t afford to ignore, let alone turn off, potential recruits.
What we already know about recruiting women: it’s ineffective, insufficient, and often a dismal failure. We acknowledge there’s a problem. What we haven’t identified are actionable recruiting solutions. The critical talent-acquisition question is, “What’s so different about hiring women than men?”
There’s an uncomfortable reality haunting us: we continue to live in a society where people are frequently discriminated against based on their sexual orientation or gender identity. This discrimination as it turns out, often occurs in the workplace.
An effective diversity recruiting strategy isn’t only about which job boards you subscribe to or the candidate discovery/rediscovery tools you use. It’s not necessarily about your applicant database or the presence of a “diversity sourcer” that makes the difference. At the executive level, a diversity-referral program and diverse interview teams can be effective, but only if you have a diverse executive team in place to make these strategies impactful. These strategies look great on paper but have little chance of sustainability without strong fundamentals in place to support success.