Skip to main content

"Be Intentional, Get CEO Engagement and Leverage Great, Measurable Technology" says Top 100 Diversity Trailblazer Michele Shelton



Michele Shelton, a DE&I advocate, speaker, and consultant, shared insights regarding the current state of Diversity and Inclusion as part of Talenya’s Diversity Series.

Ms. Shelton begins by explaining that companies' D&I strategies are focused on new issues in Race, Gender, and Class. While race and gender have been long standing issues in diversity and inclusion, sensitivity toward these factors are evolving. Racial inclusion has been an increased concern as a result of an eruption of recent protests surrounding racial justice. Companies are also expanding issues related to gender, including the needs of the LGBTQ+ community and even issues affecting men with respect to their roles within the workplace, outside of the workplace, and issues of fatherhood at home.

New trends in D&I are developing within major companies around class, especially amidst the global impact of COVID 19. “The world is seeing the impact of the pandemic highlighting inequities, which have existed for some time, being brought to the surface. Organizations are dealing with remote workforces, and considering how to keep people employed and bring them back once the pandemic is over.”

Michele wisely notes that, without a doubt, the most significant factor affecting these and other D&I issues is CEO Engagement. Human resource professionals and diversity specialists who oversee diversity initiatives in an organization must have a direct line to the CEO. This sends a message that an organization really prioritizes diversity and inclusion and is properly focusing on the three major aspects of D&I: people, processes, and procurement.

Once these processes are in place, in order for D&I initiatives to be successful, an organization must be intentional, both with respect to their company culture and the community as a whole.

The first step in improving DE&I is to assess the experience of diverse talent already represented at an organization. Michele explains that while many companies offer employee engagement surveys and exit surveys for employees who leave an organization, they seldom really lean in and analyze feedback that they are receiving to ask the hard questions. Companies tend to focus on the positives, but it is vital to reflect upon lower ratings.

“Once a company gets the whole story, they can start to improve the culture and employee experience internally, and diverse talent will feel more valued and respected. Valued, loyal employees will become ambassadors who will help to recruit more diversity within the community.”

Companies must also be intentional with regard to expanding their reach and taking a stand on issues in the larger community. Companies can better market themselves by expanding their reach and engaging more diverse communities directly as well as ideologically. Many companies have been prompted to speak up and speak out about social and racial injustice.

“It is critical for organizations who want to serve a global consumer base to make sure they are paying attention and that they’re responsible to the needs and concerns of the global community.”

As the last piece needed for a successful D&I strategy, Ms. Sheldon notes the importance of technology.

“Technology has been valuable in sourcing, recruiting and hiring diverse candidates. Different programs, such as what’s offered through Talenya, can help companies and organizations be able to make sure their efforts are much more intentional around bringing in diverse applicant pools.”

Finally, technology is vital for D&I because it provides the analytics necessary to create a business case for diversity, and measure which strategies are impacting the bottom line and providing the best return on investment.

Comments

Popular posts from this blog

Why companies can't hire Data Scientists?

There are about 2,500 Data Scientists in Boston. Indeed.com displays 1,643 job listings for Data Scientists in Boston. That means that there are around 1.5 Data Scientist jobs per candidate. But not all Data Scientists in Boston are looking to switch jobs. According to data analyzed by my company, Talenya, only 227 of the 2,500 are likely to be open to new opportunities. That’s more than 7 jobs per candidate! This is what the “the war for talent” looks like and it gets worse.
Assuming you’re a small, growing company looking to hire Data Scientists in Boston, you will be competing for talent against giants like Amazon (123 openings), Pfizer (42 openings) and Biogen (35 openings).
While the small companies are willing to pay around $120,000 for a Data Scientist with a few years of experience, the big guys are willing to pay $160,000 - $230,000.  If you’re a Data Scientist, which job are you going to take?
What can the small companies do to attract Data Scientists? To start with, they must …

Are there good candidates in the market?

Are there good candidates in the market?
A recent study published by CB Insight indicates a number of common reasons that startups fail. The
 first and second are not surprising: 42% of startups close because they found no market for their products and 29% because they ran out of money. But the most solvable reason is the third: 23% of startups fail because of an inadequate team. Obviously, these companies didn’t put the right people in place to do the job that needed doing
Entrepreneurs set up a company, develop an amazing product which the market is waiting for, raise funding and yet, one out of four startups close because the team was not suited for the tremendous challenges entrepreneurs and startups face. So even while the 3rd most common reason startups fail can be attributed to not having the right team in place, the first two reasons can also be partially attributed to having the wrong people executing those tasks. It’s sort of obvious to me. Not having the right team is arguably …

Why Men Still Get An Unfair Advantage Finding New Jobs

A large scale research of 10 million candidate profiles conducted by Talenya reveals why men still get an unfair advantage finding new job opportunities.  
It’s 2020, and women are still being paid 79 cents to the dollar as compared to men, with women making up only 40% of managers. Deep structural problems exist, starting with the hiring process. The problem is twofold - arising both from the way candidates are recruited as well as the presence of implicit bias when viewing candidates.

It isn’t that there aren’t qualified women in the pipeline, it’s that recruiters find and accept candidates who write resumes and professional networking profiles in a certain way -- the male way. Discrimination based on how people write their resumes is apparent in both human recruitment and improperly trained AI-powered recruitment systems. Amazon scrapped their recruiting AI after finding that there was gender bias, specifically related to certain language used by male candidates as opposed to female…