Читать книгу Hiring for Diversity - Arthur Woods - Страница 22

Human nature is a funny thing. When presented with a set of rules and guidelines from someone in a position of authority, we tend to react with skepticism and a dash of ego. Even if those rules are in our best interest and we agree with the ultimate objective, we still can't help but bristle a bit. “Who are you to tell me what to do?”

But those same rules and guidelines, arrived at by mutual effort, can be something we embrace with great enthusiasm. It's why Winston Churchill called democracy “the worst form of government except for all those other forms that have been tried.” If we're going to follow the rules, we would like to have a hand in making them. Really, it's only fair.

The same is true for diversity and inclusion policies. When setting goals, we need the broader team to buy in wholeheartedly, so we need to give people a sense of shared ownership. Simply put, if you want your team to embrace your diversity goals, they need to be part of building them.

We'll discuss later in this chapter how to engage your entire organization in this process. But as you start to think about setting goals and finding the right strategy and tactics, here are some questions that will help you see where you need to focus.

 Have you asked your organization and team what they want to see change with diversity? Where do their passions lie in this work? And what will they commit to contributing to the process?

 Have you determined your vision and goals for your diversity efforts?

 Do your diversity goals naturally align with the culture and process of goal-setting that already exists in your organization?

 Do you know the current representation of your team or full organization?

 Do you have a system to track your ongoing progress in diversity hiring?

 Do you have any capabilities to track the diversity in your applicant pool?

 Do you have a process to report your diversity progress and results?

 Do you share your diversity progress internally with your team or externally to the public? Or both?

For additional resources to assess your diversity hiring efforts visit: http://Mathison.io/Index.

Whether you are part of leadership, the talent team or neither, these are the high-priority questions you need to address to gain support from upper management. If you're a leader by nature and not (yet) by title, you have every right to ask these questions; use them as the bridge to partner with leadership ambassadors and to find your way to get involved and demonstrate value in the process. You can use these questions to assess current levels of impact and where your shared intent can be applied to create better results.