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ADP: What Technologies Can Increase Veteran Recruitment?

How is ADP's new veterans resource group and military strategy helping the company improve its recruitment? Watch this video and download the full presentation from our Innovation Fest! event.

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ADP is using its new veterans resource group and military strategy to improve recruitment diversity, explains Roland Cloutier, Vice President and Chief Security Officer, ADP, during DiversityInc's Innovation Fest! Best practices include aligning job codes and partnering with relevant nonprofits, he details in the video below.

Cloutier also explained how the company has changed its recruitment efforts to align job codes to find talented veteran employees. ADP particularly values veterans for their history of service and leadership experience.

Click here to download a PDF of this presentation. Scroll down to view the slides and watch the full video presentation.

ADP is No. 27 in the 2013 DiversityInc Top 50.

Webinar: Helping High-Potential Women From Burning Out

Webinar: How to Help High-Potential Women from Burning Out. EY, a #DITop50 company shares tips and best practices.

Helping High-Potential Women From Burning Out

Keeping women in the talent pipeline and holding onto those who made it to the corner office is a gnawing problem for many employers.

Indeed, the rise of women into top management jobs remains stagnant, and while there are many reasons for it, one issue that plagues this group is the struggle with work-life balance and how that impacts career trajectories.  Research shows that some women opt to leave male-dominated fields where overwork is prevalent. So, how do employers help high-potential women deal with burnout and, in the process, bolster retention? We discuss facts about burnout and women, and share best practices for women and employers in DiversityInc Best Practices' Helping High-Potential Women From Burning Out webinar.

Executives from EY, No. 3 on the 2016 DiversityInc Top 50 Companies for Diversity, shares best practices about how they’ve been able to get more women into leadership. When it comes to women in senior leadership, EY is nearly 8 percent higher than the Top 50 and 43.2 percent higher than U.S. companies overall. The EY leaders include Angela Spencer-James, EY’s tax practice leadership and national meals & entertainment practice leader, and John Riggs, EY’s national professional practice partner, Northeast.

And Indiana University sociology professor Youngjoo Cha of Indiana University shares her research on the impact of overwork on the gender gap.

Promoting Diversity's Not a Career Killer

Sodexo top leader saw her career flourish after being tapped to head up women's diversity effort.

Lorna Donatone was appointed Sodexo's Region Chair for North America and CEO of Schools worldwide in January, overseeing 133,000 employees and all Sodexo business in the U.S., Canada and Puerto Rico.

Her rise in leadership at the company has been impressive, but she wondered early on if taking on a diversity role at the company would hurt her career. Clearly, it did not, and it actually helped propel career.

Here is the first in our new video series, Leadership Career Advice, where Donatone shares a story about taking on the role of leading Sodexo's Women's Network Group in 2002.

And the following is a Q&A with Donatone conducted by DiversityInc's CEO Luke Visconti.

LUKE VISCONTI: Studies show that women and minorities who support and promote diversity at their organizations often pay a career price. Clearly, that wasn't the case at Sodexo. Why?

LORNA DONATONE: The whole question about paying a career price for being focused on diversity and inclusion, I think, exists. I think I would be naïve to believe that it didn't exist. It was exactly the opposite for me, though, and I want to tell you a story, because it was a big concern of mine. I first got on the executive committee as a new division president in 2002, around the same time as we were starting our diversity and inclusion initiatives, and really getting focused on that, and Rohini [Anand] was here. And I was asked to chair our Women's Network Group. And we were launching. And I had never done any work in the diversity space. And I was concerned that being new on the executive committee, I was going to be labeled.

VISCONTI: Right.

DONATONE: That was a big concern of mine. And so I went to my boss at the time, Michel Lendel, and I asked him, because by that time in my career, I knew if I have a question I just need to ask. And I said, “I am concerned I am going to get labeled as just focusing on diversity issues. And I want to be known for results." And he looked at me, in probably one of the shortest meetings in my whole life, and he said, “If not you, then who, Lorna?" And we concluded the meeting. I walked out. And I became chair of the Women's Network Group. And it was fantastic for my career.

VISCONTI: Now I don't want to minimize the role that Michel Lendel had in this. Not every boss is going to get it.

DONATONE: No.

VISCONTI: So you have a global CEO who truly does understand the subject.

DONATONE: Yes, and I think it's why Sodexo has become the organization that we have become, because he has been laser-focused on that. He saw it early on. He pushed the organization. We hired a fantastic chief diversity officer who made us take a hard look at ourselves, at our processes, our procedures, our hiring practices, the inclusive nature of our organization or the lack of inclusiveness. And then he made it a safe space to do that. I could easily have had a CEO who didn't want that. And he was like, “This is the only way we are going to change, you know. You are sitting at the executive committee; who better to role model this behavior?"

VISCONTI: Well in essence, he was mentoring you. And so that goes to the second question: how do your mentors and your sponsors help you in your career? And were you a good mentee? And could you have advanced without a sponsor?

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High-Potential Women and Burn Out

DiversityInc Best Practices has tapped thought leaders when it comes to the issue of women and burnout, who will share their insights at a webinar titled Helping High-Potential Women From Burning Out on July 12 at 2 p.m. ET.

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Experts share their insights on how overwork impacts women’s leadership climb and best practices on how helping women from burning out.

By Eve Tahmincioglu

Keeping women in the talent pipeline and holding onto those who made it to the corner office is a gnawing problem for many employers.

Indeed, the rise of women into top management jobs remains stagnant, and while there are many reasons for it, one issue that plagues this group is the struggle with work-life balance and how that impacts career trajectories.

Research shows that some women opt to leave male-dominated fields where overwork is prevalent. So, how do employers help high-potential women deal with burnout and, in the process, bolster retention? We discuss facts about burnout and women, and share best practices for women and employers.

DiversityInc Best Practices tapped thought leaders when it comes to the issue of women and burnout, who shared their insights at a webinar titled Helping High-Potential Women From Burning Out on July 12 at 2 p.m. ET. 

(Click here to listen to the webinar.)

Executives from EY, No. 3 on the 2016 DiversityInc Top 50 Companies for Diversity, shared best practices about how they’ve been able to get more women into leadership. When it comes to women in senior leadership, EY is nearly 8 percent higher than the Top 50 and 43.2 percent higher than U.S. companies overall. The EY leaders include Angela Spencer-James, EY’s tax practice leadership and national meals & entertainment practice leader, and John Riggs, EY’s national professional practice partner, Northeast.

And Indiana University sociology professor Youngjoo Cha of Indiana University shared her research on the impact of overwork on the gender gap.

Also see a list of upcoming webinars.

 

 

One Diverse Résumé Seen as Token

The chances one woman or one minority among a pool of white male candidates will get hired aren’t good.

The chances one woman or one minority among a pool of white male candidates will get hired aren’t good.

By Eve Tahmincioglu

A hiring manager or recruiter who gets one woman or minority on a slate of candidates probably feels good about their diversity efforts, especially if the position is for an executive-level job.

But recently released research shows they may want to hold off patting themselves on the back.

It turns out having just one diverse candidate isn’t enough to shift the status quo, according to a study by three University of Colorado’s Leeds School of Business professors of management, whose research was published in the Harvard Business Review last week.

From the article:

“When there was only one woman or minority candidate in a pool of four finalists, their odds of being hired were statistically zero. But when we created a new status quo among the finalist candidates by adding just one more woman or minority candidate, the decision makers actually considered hiring a woman or minority candidate.”

What’s going on? Unconscious bias.

The study’s authors, led by Stefanie K. Johnson, an assistant professor of management and entrepreneurship at the Leeds School, found that having just one minority or woman in the pool highlighted the fact that the candidate wasn’t part of the status quo and was different from the norm.

The authors wrote:

“Deviating from the norm can be risky for decision makers, as people tend to ostracize people who are different from the group. For women and minorities, having your differences made salient can also lead to inferences of incompetence.”

What happens is the one diverse candidate is seen as a “token,” Johnson told me in a recent interview. She advised that “if you have four candidates, you should have two women. If you can’t find two women you may not be doing a good job recruiting.”

Indeed, smart companies seem to get this, with many pushing to get more than just one diverse candidate in the mix when hiring.

Genentech, No. 49 on the 2016 Top 50 Companies for Diversity list, requires its external recruiters to present a candidate slate with at least 30 percent gender diversity for at least 80 percent of executive positions. When it comes to women in senior leadership, Genentech outpaces U.S. companies by 83 percent, the Top 50 by nearly 40 percent and 17 percent of the Top 10.

Another way to deal with this unconscious bias is blind recruiting and removing names from résumés. A diversity leader at another Top 50 company told me that her company was testing this approach on a small scale to see how it works.

Because it’s too early to gauge its success, she doesn’t want to discuss details just yet.

But based on Johnson’s research, she believes removing names is a good idea. “At the very least,” she noted, “you’re creating an even playing field; and my belief is women will do better if hiring managers don’t know the gender.”

If you’ve tried blind recruiting, or are adding more than one diverse candidate to candidate slates at your organization, we’d love to hear from you. Email me at etahmincioglu@diversityinc.com.

 

 

 

 

 

 

 

Data On Diversity is a blog by DiversityInc's data scientists sharing the latest statistics on diversity in the workplace.

Women Board Members

 

By Xinjie Qiu

April 28, 2016

Some studies show that more women board members translates to higher financial performance for companies, and that’s good news for the DiversityInc Top 50 companies.

Companies on the list have more female directors, percentage wise, when compared to the biggest organizations in the United States and around the globe.

The numbers tell the story. Overall, DiversityInc’s Top 50 are ahead of curve. The chart below shows the percentage of women directors at companies globally, in the US, on the S&P 500, and DiversityInc Top 50, broken down by industry.

 

LGBT Rankings

 

By Xinjie Qiu

April 28, 2016

The news lately has been filled with stories about state laws looking to undermine the rights of LGBT, but there is a bright spot – the workplace.

When it comes to assessing how U.S. businesses treat gay, lesbian, bisexual and transgender employees, many look to the Human Rights Campaign Foundation’s Corporate Equality Index (CEI), which benchmarks corporate policies and practices pertinent to LGBT. Among the Fortune 500, 321 companies have official CEI ratings based on their submitted survey data, and a top rating is 100 percent

So where do you find the most inclusive workplaces for LGBT?

Look no further than DiversityInc’s Top 50 Companies for Diversity where as a group blow away the Fortune 500 when it comes to the average CEI rating. And among the Top 10, have perfect scores across the board.

In addition to the Top 50 companies, DiversityInc has a specialty list identifying the companies with best practices that create an inclusive workplace for LGBT employees, as well as relationships with LGBT communities outside of the company. There are 9 companies recognized on the DiversityInc 2016 Top 9 Companies for LGBT Employees.

Both DiversityInc best practices and the CEI criteria include LGBT employee resource groups, and engagement in the external LGBT community.

But the DiversityInc list goes beyond the CEI criteria, looking at how much money companies spend on LGBT vendors as opposed to just inclusive vendor corporate policy, which the CEI tracks.

And companies can’t make the DiversityInc LGBT specialty list unless they have a 100 percent CEI rating.

 

By Eve Tahmincioglu

You can never have too many mentors or sponsors when it comes to advancing your career.

"You can't just get hooked up with the mentor your company provides and expect to get ahead," according to Dr. Ella Bell, in her recent book, "Career GPS, Strategies for Women Navigating the New Corporate Landscape."

Photo by Shutterstock

There are "allies, mentors, sponsors and professional connections" in the workplace, and they all are valuable, but what's most important is to have many, writes Bell in her book, which is excerpted in an issue of DiversityInc magazine.

"Networking is much more than collected business cards," she continued. "These days you need a sponsor—someone high up in the company who can take you under his or her wing, and offer visibility, protection and a boost upward. The truth is, each of these relationships is important."

It's particularly important for women.

A common mistake women make is having just one sponsor while men have many, said Dr. Rohini Anand, Sodexo's senior vice president and global chief diversity officer. "For a man, if his sponsor's career gets derailed, it's not fatal because he has other sponsors. For a woman, that can be very different," she said.

Sponsors are typically senior-level executives who touts the person's achievements and helps them advance. Most of these relationships are not formalized. For example, Anand noted, "I have a senior executive sponsor at Sodexo, but it's not called out formally. A sponsor is an advocate, and this executive has definitely done that for me."

What's important, she continued, is that senior executives sponsor people from traditionally underrepresented groups, not just white men.

Mentors often will become a de facto sponsor.

Barbara Adachi, national managing principal for Deloitte LLP's Initiative for the Retention and Advancement of Women, told us about an internal survey on sponsorship of senior people—partners, principals, directors and senior managers. More than 3,000 people were surveyed and 865 responded.

While close to 80 percent of the women surveyed felt they had a mentor, only about 60 percent felt they had a sponsor. "More men say they have sponsors—they have progressed more naturally. Women don't always ask—they wait to be noticed and recognized for their work while men just naturally form these relationships," she said.

Deloitte, like Sodexo, does not have a formal sponsorship program but embeds sponsorship into its talent-development initiatives.

"Sponsors have a vested interest in your career. They can use their actual political capital to help you get ahead. A mentor can be from the outside; a sponsor must come from the inside," Adachi explained.

Where ever you find them, make sure you find more than one.

With any relationship, mentorship and sponsorship takes time to form a certain level of trust. In an article about how to find a mentor, Margot James Copeland, executive vice president and director of philanthropy at KeyCorp, (No. 49,) described the connection as courting. “It’s like asking for someone out on a date and then asking them to marry you," she said. "It’s a commitment and people don’t want to make commitments to someone they don’t know.”

The biggest thing to remember is this – DO YOUR HOMEWORK.  Get to know the people, the organization, and what is valued before you set out to find a mentor or a sponsor.

Wells Fargo Brings Holiday Cheer to Nonprofits

Wells Fargo donates $450,000 to four nonprofits supporting people with disabilities

Wells Fargo donates $450,000 to four nonprofits supporting people with disabilities

Wells Fargo donated $450,000 to four key nonprofits that help empower people with disabilities to succeed financially. Grant recipients include National Disability Institute, National Federation of the Blind, Disability Rights Education & Defense Fund, and Association of People Supporting EmploymentFirst for programs in 2016. The grants are in addition to the more than $25 million that Wells Fargo has donated since 2013 to U.S. nonprofits supporting people with disabilities.

“Wells Fargo’s goal is to work with philanthropic organizations that measurably improve the economic viability of people with disabilities,” said Kathy Martinez, People with Disabilities Segment Manager, Wells Fargo & Company. “This includes efforts that improve accessibility for everyone, offer educational tools for improving financial literacy, encourage qualified applicants to become Wells Fargo team members, and provide products and services that meet each person’s unique financial needs. We believe the organizations and programs we fund will help us do just that.”

Nonprofit programs include:

National Disability Institute (NDI)

Wells Fargo and NDI will design and disseminate a Financial Literacy Toolkit through American Job Centers that will help improve financial literacy and financial decision-making for youths and adults with disabilities. The Toolkit will feature material from the Hands on Banking® program and other Wells Fargo financial education resources.

National Federation of the Blind (NFB)

Wells Fargo is helping fund the NFB Braille Enrichment for Literacy and Learning (BELL) Academy which provides instruction in reading, writing, and independent living skills for blind children in more than 30 states to improve overall literacy and independence both at school and in the community. The NFB BELL Academy seeks to increase the number of students who receive Braille instruction, increase parents’ expectations for their child’s education and increase blind children’s exposure to competent blind adults.

Disability Rights Education & Defense Fund (DREDF)

Wells Fargo is supporting the development of a model program that will help schools ensure that at-risk students with disabilities are participating in restorative justice programs aimed at keeping students in school and building a supportive environment for all students.

Association of People Supporting EmploymentFirst

Wells Fargo will work with APSE to develop and test a scalable online institute that teaches employers new business models to provide people with disabilities real jobs in their communities at real pay, leading to economic self-sufficiency

Wells Fargo’s support for the disability community aligns with the company’s broader commitment to diversity –to serve diverse customers, to hire, develop and retain diverse team members and to encourage team members to value and respect each other for their differences. In 2015, Wells Fargo prioritized people with disabilities as an area of business focus, sponsored America’s Disability Rights Museum on Wheels, and participated in events celebrating the 25th anniversary of the Americans with Disabilities Act. More information about Wells Fargo’s commitment to helping empower people with disabilities can be found at https://www.wellsfargo.com/about/diversity/

Tips for Managing Conscience in the Workplace

Tanenbaum.org provides four essential tips to help employers when it comes to conscientious refusals in the workplace.

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Over the last few years, conscientious refusals in the workplace have constantly been in the news: from Hobby Lobby, to Indiana’s Religious Freedom Restoration Act, to health care providers and abortion, to, most recently, Kim Davis and other county clerks’ refusals to issue marriage licenses to same-sex couples. Employers in all types of workplaces are being confronted with questions about when religious accommodation for conscientious refusals begins to interfere with employees’ essential job responsibilities.

Employers need to be aware of this ongoing issue in order to effectively manage conscientious refusals in their own workplaces. The following are four essential tips to help employers when it comes to conscientious refusals in the workplace:

1) There are differences between refusing to provide a service at all, and refusing to provide a service only to some people. Healthcare providers, for example, usually have the right to refuse to provide abortions based on their religious beliefs. However, healthcare providers cannot refuse—for religious or other reasons—to treat a patient because of his or her race, gender or other legally protected category. The first action is a conscientious refusal; the second is discrimination.

When the group of people being denied the service is comprised of individuals in the LGBT community, the issue is more complicated, because there is no federal law barring discrimination based on sexual orientation or gender identity (although some federal courts have interpreted the statute prohibiting sex discrimination effectively to include discrimination based on sexual orientation and gender identity), and only 19 states and the District of Columbia have such laws. In some states, refusing to provide services to LGBT individuals (such as marriage licenses or in-vitro fertilization) might be legal. However, it is still discriminatory and should be evaluated differently from refusals to provide a service to anyone, regardless of sexual orientation or identity.

2) Employees may have the right to step away from providing a service, but they do not have the right to step between a client and that service. Clients, customers, patients and other constituents have the right to obtain legal products and services—whether that involves a same-sex couple’s right to a marriage license or a woman’s access to emergency contraception.

As a result, employees’ right to conscientious refusal does not extend to preventing an individual from obtaining the requested service elsewhere. For example, a pharmacist may legally refuse to fill a prescription for contraception, provided the woman can get the prescription filled elsewhere in a convenient and timely manner. However, the pharmacist may not tear up the prescription, which would come between the woman and her right to contraception. Similarly, Kim Davis’s stricture against allowing her employees to issue marriage licenses to same-sex couples was more problematic than her own individual refusal to do so.

3) Accommodating an employee’s conscientious refusal may constitute an undue hardship. Sometimes, employers think that they must always accommodate employees’ religiously-motivated conscientious refusals, because failing to do so would constitute religious discrimination. In reality, there may be instances in which an employee’s religious belief or practice may not be able to be accommodated in the workplace because doing so would cause an undue hardship on the employer.

Undue hardship is very fact-specific and often has to do with whether the service the employee refuses to provide constitutes a large portion of the employee’s job responsibilities. A nurse has a greater right to refuse to assist with an abortion if asked one time under unusual circumstances than a nurse who works for a clinic that only or primarily provides abortion services.

Accommodating the first nurse will probably be easier, and require less hardship, than accommodating the second nurse. This principle is also why Kim Davis’s refusal to issue marriage licenses was problematic. Davis may have believed that her refusal was not discriminatory because she refused to issue marriage licenses to all couples, regardless of the sexual orientation. However, by doing this she was avoiding one of her  central job responsibilities.

4) Employers should work with employees to create accommodations that protect an employee's conscience, but still allow others to enjoy their legal rights. Not all conscientious refusals cause undue hardship to employers. Employers should work with their employees to make a good faith effort to accommodate religious beliefs and practices in the workplace.

Tanenbaum recommends that employers use the "Accommodation Mindset ©" and approach accommodations from the perspective of “how can I accommodate?” rather than deciding what beliefs and practices merit accommodation. Employers should also be creative in approaching possible accommodations, and work to create an environment where employees are comfortable voicing their needs for accommodation. Finally, employers should make sure that accommodations comply with all relevant laws and employer policies.

 

For more on creating inclusive workplace accommodations, see Tanenbaum’s 8 Steps to the Accommodation Mindset

Using Social Media to Recruit High Potentials

MasterCard’s Charlie Hall shares several techniques of how to use social media platforms to pursue and recruit high potential talent.

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By Tamika Cody

Although conferences and networking mixers are some of the ideal places to find your next hire, high-potential Millennials are using several online outlets and social media platforms to showcase their skills and look for their future employers.

     Charlie Hall

So how do you reach them?

The first objective is to build awareness by sending a message of being the best place to work, said  Charlie Hall, SVP Talent Acquisition at MasterCard (No. 6 on the DiversityInc Top 50).

“We need to make sure, as people are learning about us as an organization, [that] they have the ability to see the information that is going to continue to attract them to us.”

The second objective is to make sure employees are engaged as talent ambassadors. “That was a huge cultural shift for us in making sure that every employee and manager felt empowered and engaged as a talent ambassador,” Hall said.

To bring the first two objectives full circle, Hall explained that MasterCard had to build its recruiting capabilities to incorporate the online and social media tools: “Then we wanted to make sure that we were leveraging every recruiting network available to us. And, most importantly, show up and find candidates where they are.”

Since MasterCard is a technology company in the payment space, tech candidates aren’t necessarily applying for jobs with the company. “They are out in different spaces and we need to reach them in different ways than we did in the past,” he explained

Leverage Your Brand

As a way to think outside of the box, MasterCard took a look at its branding message of “connecting people to priceless possibilities,” a marketing campaign that’s been around for more than 18 years.

“We never leveraged it for employee branding. We never leveraged it for recruiting,” Hall said. But MasterCard soon realized that it might be a good idea to have its marketing campaign serve dual purposes: one as an ad for its customers, and one for its recruiting efforts.

Before heading out on the recruiting trail with this new technique, the company peeled back another layer to find out what resonated with employees. “We worked with a cross section of our organization to try to figure out what were those things,” Hall said. (To get a glimpse of what matters to MasterCard’s employees, download Hall’s full presentation and head to slide No.5.)

Develop a Strategy

There are several online sites and social media platforms out there that can be used as a tool to locate that ideal recruit. Employers are utilizing Facebook, Glassdoor.com, Jopwell, LinkedIn and even YouTube to showcase the reasons why job seekers should work for them. But while all are ideal online recruiting tools, when not managed correctly the employer’s message can become muddled.

It’s important to figure out which online and social media platforms you want to be on and get full control of those channels. “We created a content management strategy. And what we found in the social space is that nothing can be static,” said Hall. “[As] soon as it’s static it’s not going to get any attention anymore because if people are going back to the same site where the messages are stale, old, and [don’t] resonate with job seekers you will lose them for sure.”

Also, update the online recruiting tools on a quarterly basis at minimum. Depending on the platform, the online recruiting sites should be updated monthly or weekly. Social media sites like Twitter should be updated at least four times a day.

When the company focused on updating its social media and online pages, it saw positive results. For example, when it kept its LinkedIn branding and targeted career pages fresh, the “apply clicks” increased by 84 percent. And its candidate flow on the updated Direct Employers page through the company’s site increased by 92 percent.

Twitter Recruiting

“Twitter is the number two social media site for passive candidates behind LinkedIn,” Hall shared. “We know that the candidates are there. We know that reach is there if we engage with them correctly.” The key here is to have a number of engagement campaigns directly with the recruiting teams, the managers, and third parties. “For example, we push out #WorkWednesdays where we are pushing out more of our jobs,” Hall said, clarifying that they were posting jobs on Twitter as a secondary push.

Related Story: 10 Tips for Using Social Media for Diversity Recruiting

The social media campaigns increased MasterCard’s candidate reach by 110 percent. “We actually have a tool that measures,all of the social posts that we put out; we can see how many people we are reaching directly,” Hall said, explaining that the candidate reach was based on human resource, recruiting and career topics.

The Advanced Boolean Search

MasterCard’s recruiting team put the old fashion Boolean search to good use as a way to search for diverse candidates online. Boolean allows you to craft a string of search terms that will get you the direct type of candidates in the market.

You can take the Boolean approach one step further by including keywords in the title, url, website and related topics.

When using indirect search techniques for online social media platforms like LinkedIn, Hall said you could use the advanced Boolean search. Your next candidate might just be located right on another candidate’s page. The boxes he suggested you pay attention to include:

• People Also Viewed

• People Similar to

• Groups

• Recommendations

• Connections

Be Creative in Your Search

The key is dedicating time to strategic sourcing and to experiment with various search strings. Hall noted that 20 percent of a recruiter’s time is spent on strategic pipelining. MasterCard direct sourced hires increased by 127 percent, and they saw a 105 percent increase in direct sourced diverse hires.

Hall suggested recruiters and human resource teams expand their search outside of what they’re used to. He recommends creating search alerts as well as developing a search library, which should include search terms and search strings.

If your company has an iron clad marketing campaign and a solid strategy of what social media and online platforms works best, head to the drawing board to see how you can leverage it for diverse recruiting practices.

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Executives from TD Bank and Monsanto collaborate to help us understand what unconscious bias is, how and why it exists, and how to address it from both an individual and organizational standpoint. The webinar concludes with almost 20 minutes of Q&A.

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How Executive Diversity Councils Yield Talent Results

Sodexo's Rolddy Leyva, VP, Global Diversity & Inclusion, talks about how his company's Diversity Leadership Council sets strategic priorities & performance expectations for D&I at the U.S. regional level and drives accountability for progress.

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The Differences Between Mentoring and Sponsorship

Randy Cobb, Director, Diversity & Inclusion, Southern Company and Matthew Hanzlik, Program Manager, Diversity & Inclusion, Nielsen talk about the differences between mentoring and sponsoring and give insights into how their companies leverage each.