BE CONSCIOUS OF YOUR BIASES
The first and biggest diversity mistake is assuming your team doesn’t have biases. Everyone has preconceived notions (see page 13), so it’s important to stay conscious of how these affect recruiting decisions. We at Y Scouts take advice from Zen teacher Shunryu Suzuki, who wrote in his book “Zen Mind, Beginner’s Mind” that “In the beginner’s mind there are many possibilities, but in the expert’s there are few.” You can apply this insight by recognizing areas in which you and your team consider yourselves experts — and thus are maybe unconsciously less open to possibilities that would be worthwhile to explore. Then, encourage everyone to “leave the title at the door” and think like a beginner. Pay close attention to the language and tone you use when critiquing a candidate. Doing so could help you catch an underlying bias. Most importantly, continue to invite your team to mindfully stay open, eager, and aware of preconceptions so recruiting diverse candidates becomes second nature.
BE AWARE OF HOW YOU MARKET THE POSITION
Switch up your job advertising terms. For example, you may use a similar line in every job posting that asks for “bold and insatiable” candidates. These terms can attract more masculine traits, while the terms “empathy and vulnerability” could attract more feminine traits. According to a study by the Technical University of Munich, the words “dedicated,” “responsible,” and “sociable” also appealed more to women. If you’re concerned about age bias, avoid using phrases that typically lure younger professionals, like “digitally savvy” or “lover of all technology.” Also, consider whether or not a degree is truly needed for the position. Sometimes requiring one can adversely impact candidates from less privileged circumstances. The bottom line is that conscious leaders like you need to bring more awareness to the terms used to describe potential candidates. Diversifying descriptions will attract candidates with more varied backgrounds, experiences, and perspectives.
LOOK OUTSIDE OF YOUR INDUSTRY
Companies that only hire from within their industry miss out on big opportunities for diversity, growth, and innovation. The same is true when leaders stay in a position for too long and start feeling complacent. Repotting is the answer to staying fresh and inviting new approaches. The concept, which first appeared in “Self-Renewal,” by John Gardner, and was made popular years later by Ernie Arbuckle, a former dean of the Stanford School of Global Business, encourages leaders to reboot their careers every ten years or so. You can use this theory to invite more diversity, new ideas, and unique perspectives by recruiting outside of your industry and encouraging leaders to move to new opportunities after their ten years are up. Remember that just because your connections are inside the industry it doesn’t mean that their acquaintances are. Ask around for referrals, work with a search firm, or proactively reach out to people in other networking groups. Then, as you consider your options, think about the actual skills and behaviors that apply to successful people in your industry. It isn’t necessarily about the inside knowledge; it’s about how the prospective leader does the work.
SEEK ALTERNATIVE RECRUITING EVENTS AND PARTNERSHIPS
Avoid attending only so-called “diversity” recruitment events. Instead, your company needs to be present and visible at activities that matter to a wide, varied group of people. We suggest partnering with high schools, community colleges, and four-year programs to build relationships, trust, and visibility throughout the year. This is particularly important in STEM and other fields where women and people of color are underrepresented. When you attend events, make sure you bring your most successful executives and possible mentors to represent potential career paths and keep students engaged after they graduate.
CREATE AN INCLUSIVE COMPANY CULTURE
Recruiting diverse candidates to your company is hard, but keeping them is harder. Think about how you can create community for those new hires who may not have a strong cultural network to plug into at your company. Then ask yourself, “What does my employee onboarding and orientation look like? Does it ensure every new hire understands and feels welcome within the cultural norms and expectations of the company?” If you can’t confidently say yes, consider hiring an onboarding expert, enlisting a mentor for new hires, or creating an affinity group to help employees get accustomed to the new landscape.
If you want to stay competitive in a global economy, you have to be open to new approaches to diversity. Start with these five unconventional tips and be prepared to watch your business change in a productive, profitable way.
Brian Mohr is the co-founder of Y Scouts, which is in the business of finding purpose-aligned and performance-proven leaders who help organizations achieve their missions faster. With years of deep experience in recruiting and leadership development, Y Scouts has seen how the combination of purpose and diversity can be the driver of success.