From 2000 to 2005, I served in the U.S. Marine Corps, which included a combat tour in Iraq. Since then, I have worked in various capacities in HR and talent acquisition, including recruiting talent globally for experienced-hire roles, as well as early-career roles, for BP for the past seven years.
Throughout our professional career, we’ve worked with global companies that have demonstrated that they weren’t truly global by how they did — or attempted to do — business in Latin America (LATAM). That’s because many organizations failed to understand that their usual processes do not flow as smoothly in LATAM as they do in their first-world countries.
Black Lives Matter. But what does — or should — that mean at your organization? You’re probably saddened, angered, and disturbed by recent racist incidents, but now what? As a talent acquisition professional, what can you do to channel your feelings into greater support for diversity and inclusion at your company?
Editor’s note: You are reading the first article by Raghav Singh as ERE’s new labor market columnist (though this is not his first contribution to ERE). In case you missed the post and video introducing Raghav, you may view it here.
Termination discrimination claims are devastatingly hard to prove. Even if you have the facts on your side, your entire personal life is likely to be on display for the very organization that you believe has just wronged you. You’ll also probably have to sit in the hurt for months and months before your case is finally resolved. If there’s a verdict in your favor, the organization will likely appeal it or might even declare bankruptcy, making justice ever elusive through the court system.
You have just made a six-figure offer to a star recruit for a key VP position. Later in the day, you see him in the background at a white-nationalist protest on a cable TV newscast. You are not sure if he is part of the activity or an onlooker. What do you do now?
Diversity hiring initiatives have boomed in recent years. Companies of all sizes, especially in the tech sector, have invested in programs to attract candidates from a variety of “nontraditional” talent pools.
Nate Elliott has sailed 15,000 miles across three oceans. But what’s even more noteworthy is that his trips all included people of mixed abilities. Some were in wheelchairs, some had multiple sclerosis, others were visually and hearing impaired, and so forth. As Elliott, founder and principal of Nineteen Insights, points out, if such individuals can survive at sea — icebergs, the Bermuda Triangle, you name it — they can thrive at your organization.
Unilever recently reported that it reached gender balance in its management ranks. Half of the company’s 14,000 managers worldwide are female (up from 38% only five years ago). This is particularly striking because the organization has more managers than most companies have employees.