Diverse Slate Member Poll - Diversity Best Practices...Financial Services/Insurance ~4000 null Auto 92,000 $20 Billion Financial Services 44,000 null Insurance 33,000 $34 Billion Financial

COPYRIGHT©2016BYDIVERSITYBESTPRACTICES.ALLRIGHTSRESERVED 1

MEMBER POLL: Diverse Candidate Slates

May 2016

Published by: Diversity Best Practices • 2 Park Avenue, 9th Floor, New york NY 10016 • DiversityBestPractices.com Copyright © 2016 Diversity Best Practices. All rights Reserved.


Astheglobalfocusheightensontheprofitabilityofdiversetalent,organizationsarepayingmoreattentiontotheirrecruitmentstrategies.Themosteffectivestrategiesincorporateaclearbusinesscommitment,alongwithdefinedobjectivesthataremeasured.Diversecandidateslatesareamongthefirststepstodiversifyacompany’semployeebaseandtoanextenttheircustomerbase.InarecentDiversityBestPracticesmemberpoll,memberswereaskedaseriesofquestionsabouttheircompany’spracticesastheyrelatetousingdiversecandidateslatesforrecruitmentandhiring.Thirty-nineorganizationsparticipatedinthepollwithamajority(66.67percent)ofrespondentsrepresentingmultinationalorganizationsandtheremaining(33.33percent)reportingfromU.S.basedcompanies.Theorganizationscrossedmanysectorsofindustry,includingfinancialservices,pharmaceuticals,advertising,insurance,automotive,ITstaffing,manufacturing,healthcare,commercialrealestateandenergy.Almosthalfofthecompanies(43percent)requirethe“RooneyRule”toensureadiversecandidateslate.Ofthosecompaniesonly11percentrequireitforallpositions,themajorityofcompaniesemploythe“RooneyRule”fortheexecutivelevel.72percentofcompanieslackaformalwrittenpolicyand78percentlackaformalprocesstoadministeradiverseslatepolicy.Inregardstoadiverseinterviewerpanelandaselectionreviewboardforthecandidates,fewcompanieshaveeither.Bestpracticesofhowdiverseslatesaretrackedincludetalentrecruitingreporting,OracleBusinessIntelligenceandcandidateself-identificationthroughanapplicanttrackingsystem(ATS).SomeobstaclescompanieshavefacedtoexecutinganeffectivediversecandidateslatepolicyincludethefactthatadiversecandidateslateisapracticenotanaccountablepolicyandtheDiversityandInclusionsectorofthecompanyisnew.Otherchallengesarethatsomeleadersaremorecommittedtodiverseslatesthanothersandthattheneedtotimelyfilltherolesresultsindiverseslatesnotbeingthetoppriority.Theresultsofthispollaredetailedinthisreport.


Industry Numberof

EmployeesAnnualRevenue

Automotive 30,000+ nullMedicalDevices/Manufacturing 66000 $6BillionEur

FinancialServices 5000 N/A

Pharmaceutical 70000 $40B

Cosmetics 16500 3Billion

FinancialServices 6250 null

ProfessionalServices 180k 11B

Agriculture 145,000 null

HighTech 32,000 13Billion

FinancialServices 9,000+ 70B+

ConsumerGoods 10,000USA 10B

/energy 23,000 14B

Healthcare 800 ?

Finance 18000 141Billioninassets

FinancialServices/Insurance ~4000 null

Auto 92,000 $20Billion

FinancialServices 44,000 null

Insurance 33,000 $34Billion

FinancialServices +250,000 null

Retail 220000 35billion

FinancialServices 12500 70B

FinancialServices 30,000 nullMedicalDeviceCompany 55,000 null

Null 60,000 null

Advertising/Marketing 42,000 $8Billion

ITStaffing 5000-10000 $2B-4B

Non-Profit 21,000 null

Retail 2000-5000 null

AssetManagement 2300 null

Respondentstothememberpollarelistedinthechartandareidentifiedbytheirindustry,numberofemployeesandannualrevenue.Certainrespondentsoptedtoremainanonymousandthosethatchosetoself-identifydidsoatquestion6.


Non-Profit 21,000 null

Retail 2000-5000 null

AssetManagement 2300 null

FinancialServices 7200 112Bfor2015

InternationalFinanceInstitution 3000 N/A

Manufacturing 4400 $4B

null 17,000 nullCommercialReal

Estate60,000-70,000

$10B-$15B


Is your company multinational or U.S. based only?

Answer % Count

Multination,pleaselistregions. 66.67% 26

U.S.BasedOnly 33.33% 13

Total 100% 39Multination, please list regions.Multination,pleaselistregions.

Global

HongKong

U.S.,Europe,Africa,Asia

NorthAmerica,LatinAmerica,EUCAN,APAC,EEMEA

APAC,Europe,MEA

Europe,APac,India,NA,LatinAmerica

Asia,Europe

Global

Peru

Canada,Europe,LatinAmerica


UK,Canada

allregions-100+countries

Europe

EMEA,APAC,NorthAmerica

APAC,LATAM,EMEA,Canada

Global

Europe,India

All(189membercountries)

IMEA,APAC,US,Europe,CCSA

Americas,EMEA,APAC

Does your company require the "Rooney Rule" (every open position requires a minority candidate be interviewed) for diverse candidate slates?

Answer % Count

Yes 43.59% 17

No 56.41% 22

Total 100% 39


If you answered "yes" to the previous question, for which levels does your company require the "Rooney Rule''?

Answer % Count

Senior/ExecutiveLevelOnly 47.06% 8

ManagementLevelOnly 41.18% 7

AllPositions 11.76% 2

Total 100% 17


Is there a formal written policy?

Answer % Count

Yes 27.27% 9

No 72.73% 24

Total 100% 33 Who does the policy apply to? (Check all that apply)


Answer % Count

HumanResources/Recruiters 94.74% 18

HiringManagers(managersarerequiredtoconsiderdiverseslates) 84.21% 16Is there a formal process to administering the diverse slate policy?

Answer % Count

Yes 21.21% 7

No 78.79% 26

Total 100% 33


Has your diverse candidate slate policy/approach been effective?

Answer % Count

No 19.23% 5

Yes,ithasincreasedthediversityofthecandidatepool. 53.85% 14

Yes,ithasincreasedthediversityofhires. 11.54% 3

Yes,byadifferentmeasurement.(pleasestate) 15.38% 4

Total 100% 26

Yes,byadifferentmeasurement.(pleasestate)

Wedon'thaveaformalprocessbecausewearetheFederalGovernment,butwedorecognizetheneedtobediversifiedatourAgency.Weareworkingtowardsreducingbarriersandareattendingseveraloutreacheventstargetedtowomenandminorities.Candidate/hires

Wehavejustlaunchedthismonthsothereisnosoliddatayet

YesandNoistherealanswer


Does your company also require a diverse interviewer panel?

Answer % Count

Yes 21.62% 8

No 78.38% 29

Total 100% 37


Does your company have a selection review board for the candidates?

Answer % Count

Yes 13.51% 5

No 86.49% 32

Total 100% 37 How are diverse slates tracked?

Talentacquisitionwouldhandle,I'mnotsurethattheyarecurrentlytrackedduetoourapplicationprocessCurrently,itisamanualprocessasweintegrateintoanewapplicanttrackingsystem.

Mostlythroughautomatedsystems.QuarterlybyopeningattheDirectorandExecutivelevel.Thedefinitionofadiverseslateiseitherawomanorapersonofcolor.ApplicanttrackingsystemDiverseslateofapplicantsaretrackedandrecordedinourofficial"ApplicantFlowLogReport.Theyarenottracked.


Intherecruiterofferapprovalchecklist

TalentrecruitingreportingandI&Dreporting

WedonottrackdiverseslatesWecurrentlyusesourcecodesandOracleBusinessIntelligence(viaTaleoATS)butwouldliketoenhancethiseffortoftracking.Throughrecruitmentreport.Notethatweonlytrackdiverseslatesformanagementlevelsandaboveandonlyappliesatthemomenttogender.Werequire50%femaleand50%maleatleastforbalancedslates.Don'tknow.RecruitercontacthiringmanagertovalidatethediverseslateanditstrackedmanuallyandreportedmonthlytoHeadofRecruiting.ManuallyusingExcel.

Self-reportedapplicantdata.

ManuallyWeevaluatediverseslatepercentagesleveragingdataavailableintheapplicanttrackingsystemwheretherearenonamesattachedtothedemographicinformation.TrackedthroughourDiverseSlatereportingtool.TheDiversityConsultingandSourcingOfficeiskeepingtrackofallManagingDirectorandaboveopeningsandtrackingtheslates,exceptionsifslateismovedforwardwithoutdiversecandidates,offers,hires,etc.Candidateself-identitythatistrackedthroughourapplicanttrackingsystem.ByfocusingondiverseINTERVIEWEESnotjustdiversecandidates.Forexample,youcanputtogetheraslateof10candidates,fiveofwhomarediverse,butthemanagerchoosestointerviewonlyfourofthe10.Werequirediverseinterviewees.ViaourHRISsystem.

Notrackingisdoneatthistimebutweareconsideringoptionsforthefuture.

Applicant,Candidate,Interviewed,HiredreportingfromourATS.TrackedinrecruitingandtalentmanagementaswellasindiversityofficeandatthedepartmentlevelbyHRpeopletrackingslatesforvacancies.BytherecruitersandHRBusinessPartnersManuallyrightnow,butconvertingATSandworkingwithVisiertobecomemoreautomated.Manuallyiftrackedatall.


What have been the obstacles to executing an effective diverse candidate slate policy?

Whathavebeentheobstaclestoexecutinganeffectivediversecandidateslate.

I&DarenewatEssilor,so2017willbethefirstyearthatdiversecandidateslatesisanobjective.AspartoftheAgencyperformancemeasure,wearerequiredtoincreasethepoolofqualifiedcandidateswhoarediverse.Wehaveanapprovedlistofoutreacheventsthataretargetedtowardsdiversepopulations.Weencourageadiverseinterviewpanel,butdonothaveformalproceduresinplace.Legalconcerns,typicallyanheirapparentisalreadyidentifiedandthepracticeofinterviewingisaformality.Time,dataconfidence,sponsorshipWhileourcommitmenttoInclusion&Diversity(I&D)requireswehaveadiverseslateofapplicantsforallopenpositions,ourmandateisstilltoalwayshirethemostqualifiedcandidateforanyopenposition.However,ourcommitmenttoI&Dalsorequiresusalltoreviewourassumptionsaboutwhatismeantby"mostqualified".Additionally,wewanttoensurethatourworkforcereflectsthedemographicsofourconsumerbase.Itisnotrequiredtomoveforwardinthehiringprocessforallexecutiveroles.Morestronglyencouragedthanrequired.Samefordiverseinterviewerpanel-stronglyencouraged,notrequired.Presentingdiversecandidateslatesareabestpractice,notapolicy.Recruiterscannotseethedisclosuressuchasethnicity,gender,etc.ofcandidatesintheApplicantTrackingsystem.Currentlywearedevelopingaformalstrategy(thatwillincludeaperformancerequirement)todeliberatelyandmoreeffectivelysourceandattracttalentandholdRecruitersaccountableforsupportingDiversityrecruitinginitiatives.Ianticipatethatwewillimplementlatein2016andbegintoseeresultsby2017.LimitationsinreportingcapabilitiesfromApplicantTrackingSystem;currentprocessismanagedbyRecruitingPartner(honorsystem)thatallroleshadadiverseslate.Competitiveemploymentmarketbranding-talentattractionFindingtalentthatmeetveryspecificsearchcriteriawhoarewillingtointerviewwithus.

Tracking;self-reporteddata.Theprocessismanualandnottakenseriouslybythemanagement...noaccountabilityandnottiedtothecompensationWehavenotbeenabletogettractionwithcreatingorimplementingapolicyfordiverseslates.Wearejustnowlaunchingthisstrategythuswehavenotencounteredanyobstaclestodate.Everyoneintheorganizationissupportiveofitandnowwejustneedtoseetheresults.Practice/Culture,ratherthanpolicy.


Culture.Aconservativecorporateculturethatisnotascomfortableasitcouldbewithuniversalmandates.Toomanypeopleintheorganizationarewillingtomakeexceptionstotheprincipleofdiverseslates.Complaintsalsoincludethatittakestoolonginsomecasestogobacktofindadiversecandidatetofillintheslate.Buy-inontheeffectiveness.Forsomeofthecorerolesthatwearehiringforatthehigherlevels,theavailablecandidatepoolsarenotasdeepfromadiversityperspective.Ex.Cybersecurity,DevOps,Architectureandotherspecializedskillsets.Tokenismandbacklashfrombothdiversestaffandothers.Lookingtoadjusttobemoreeffectivewiththingslikedouble-blindprocesses,bettertrainedinterviewpanelsandadevelopmentindicatorandfollow-upwhendiversecandidatesarenotchosenamongotherinterventions.Selectiveleadersaremorecommittedtothepracticethanothers

Needfortimelyfillingofroles.Needforwidernetfordiverseapplicants.

Abilitytotrack,pipeline,variedrecruitersourcingskills

Documents

Diverse Slate Member Poll - Diversity Best Practices...Financial Services/Insurance ~4000 null Auto 92,000 $20 Billion Financial Services 44,000 null Insurance 33,000 $34 Billion Financial