Diversity as an Employment Brand Driver in US (Revised 2013)

Recommending a StrategyIdeas for Today and Tomorrow

“Diversity can Improve your Employment Brand”©

Revised April 2013 (version 2.0)

Author: Johnny Torrance-Nesbitt, MBA© Registered with US Copyrights

Diversity can Improve your Employment Brand

Improve your Diversity, improve your Employment Brand

Many companies today are incorporating Diversity into their core business practices Creating Diversity statements Diversity Training for Senior Management and employees Diversity Recruiting efforts Diversity Supplier programs Employee Affinity Groups, etc.

However, most companies have not considered incorporating Diversity into the development of their Employment Brand

Goal The desired goal of a Diversity effort is to

create an environment that allows each employee to contribute whatever he or she is capable of contributing

The desired goal of an Employment Brand is to create an image [and perception] that makes people want to work for the firm because it is a well-managed firm where workers are continually learning and growing. Once the image is set, it generally results in a steady flow of applicants*

*Dr. John Sullivan, “Building an Employment Brand”, July 1999*Dr. John Sullivan, “Building an Employment Brand”, July 1999

Goal The desired goal of a both of these is for the

firm to become an “Employer of Choice/Best Place to Work”

Diversity can aid the building of a company’s Employment Brand

Diversity can help to create an image and perception of a company where diverse candidates (and Employees who are diverse) would want to work and stay

Diversity can improve your employee engagement Diversity leads to Diverse perspectives which leads

to problem solving innovation Workforce Diversity engenders an inherent

understanding of the unique requirements of different markets

Diversity can help define your culture and in turn benefit your Employment Brand

Diversity can create (and reinforce) a message of the firm as a Diversity-driven Employer and a “great place to work” for Diverse candidates

Diversity can be mentioned in the firm’s EVP. Diversity can be mentioned in the firm’s EVP. You can state how your firm values Diversity and You can state how your firm values Diversity and People of difference in your firm’s EVP, the People of difference in your firm’s EVP, the Employee Value Proposition Employee Value Proposition

If your Employees experience exactly how your firm would like to be represented in the area of Diversity, then you will have a ready pool of Employment Brand Ambassadors

*Diversity Defined Primary Dimension: Age, Race, Gender, Ethnicity, Physical

Ability & Sexual Orientation Secondary: Geographic Location, Income, Personal Habits,

Recreational Habits, Religion, Educational Background, Work Experience, Appearance, Parental Status, Marital Status

Organizational Dimensions: Management Status, Functional Level/Classification, Work Content Field, Divisional/Dept Unit/Group, Seniority, Work Location, Union Affiliation, Management Status

*Source: Scendis & Monsanto: Diversity and High Performance Relationships Workshops Module 8: Diversity Layers

*Quick List of Possible Metrics for establishing baselines and evaluating Diversity’s ROI

Metrics should be used to evaluate how well the organization is doing on their diversity and inclusion program. These proposed metrics are for the US only. Keep in mind, rolling out a Global metrics program is challenging given regional variations in the demographics of the populace in other countries. For example, metrics typically around race and ethnicity tend to be much used in the United States.

*Source: Diversity Metrics, Measurement, and Evaluation, by Marc Brenman, Workforce Diversity Network

Percentage of minorities, EEO targets Increase in minority representation overall Increased representation of minorities at different levels of firm Employee satisfaction surveys Better relationships among diverse staff members Fewer discrimination grievances and complaints Fewer findings of discrimination by adjudicators and

government agencies Improved labor relations Reduction of noose, graffiti, and hate incidents More diverse hiring

Improvements in productivity More innovation and creativity. (There are various

metrics for this, such as patents granted per capita.) Improved job satisfaction More career development over time for underrepresented

group members Better retention of underrepresented staff Decrease in pay disparities More positive responses on exit interviews Higher ranking of the organization in terms of best

places to work

Awards from special interest and advocacy groups Inclusion of diversity in corporate social responsibility

efforts Independence and professionalism of the diversity officer Savings in recruitment costs from achieving higher

retention rates for 'minority' employees through building a more inclusive culture

Reductions in absenteeism for underrepresented affinity groups when effort is put into fostering an inclusive culture for everyone

Engagement ratings for employees from different affinity groups in annual engagement surveys.

Fulfillment of an affirmative action plan, if any

*Qualitative measures

Employee climate surveys with questions about perceptions of diversity, welcomeness, trust, fairness, etc. should show improvements over a baseline

**Source: The Power of Diversity ROI Measurement Alignment — Part 2, by Edward E. Hubbard

**“Employer of choice” ratings versus top 5-10 competitors.

Percent favorable ratings on cultural audit demographic group.

Retention rates of critical human capital. Number and type of policies and procedures

assessed for diverse workforce impact.

http://blog.diversity-executive.com/author/edhub/

High Diversity AwarenessLow Employment Brand Awareness

Preferred State

High Diversity AwarenessHigh Employment Brand

Awareness

Undesirable State

Low DUndesirable State

Low Diversity AwarenessLow Employment Brand

AwarenessLow Employment Brand Awareness

Low Diversity AwarenessHigh Low Diversity Awareness

High Employment Brand Awareness

Employment Brand Awareness

HIGH

Low

HIGHLOW Employment Branding Awareness

Diversity/Employment Brand Awareness Matrix

Your Your EmploymentEmployment Brand Diversity Review Brand Diversity Review Questions

Is your Company a Diversity Champion Has you firm created a work experience for

Employees revolving around Diversity and its concepts?

Does your Firm have a set of messages and actions which convey a set of behavior patterns to Employees and Applicants on Diversity?

Your Your EmploymentEmployment Brand Diversity Review Brand Diversity Review Questions

Is your Employer Brand communicating everything you want it to around Diversity? Are you sending a consistent picture of your firm as a Diversity-driven place to work?

Are your diverse Employees enthusiastic about recommending your firm as a “great place to work” for all

Your Your EmploymentEmployment Brand Diversity Review Brand Diversity Review

Questions Are you sending a consistent picture of your firm Are you sending a consistent picture of your firm

as a Diversity-driven place to work?as a Diversity-driven place to work? Are your diverse Employees enthusiastic about Are your diverse Employees enthusiastic about

recommending your firm as a “great place to work” recommending your firm as a “great place to work” for allfor all

Steps If you are not managing a part of your Employment

Brand through Diversity, then you will be at a disadvantage in the war for talent!

Why this is Important When expertly managed, your “Diversity

Employment Brand” will give you the tools to communicate with Employees and Applicants at every turn

It will give applicants a reason “to look” and it can attract It will give applicants a reason “to look” and it can attract new talentnew talent

It will drawn in recruits who will be most likely to succeed It will drawn in recruits who will be most likely to succeed in a Diverse organizationin a Diverse organization

It will give new Employees a reason to engage deeplyIt will give new Employees a reason to engage deeply It will give all Employees a reason to believeIt will give all Employees a reason to believe It will help retain those Employees who are most aligned It will help retain those Employees who are most aligned

with your Firm’s Diverse culturewith your Firm’s Diverse culture

Johnny Torrance-Nesbitt, MBA is an award-winning Global HR professional across several industries and with outstanding successes in Global University Relations, Employment Branding and Global Talent Acquisition, and Diversity Strategies most notably at several leading global Fortune 500 businesses such as Monsanto, Lockheed Martin, and the dot.com start-up, Unext/Cardean University in Chicago and London, England. He built the Employment Branding function at Monsanto and the Best Place to Work Awards efforts and volunteered to be a Diversity Trainer (training being conducted by Management Dynamics & Scendis) and built and led University Relations (with Global reach).

Diversity as an Employment Brand Driver in US (Revised 2013)

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