Issue 8, June 2004
Archives     

Strategies for Recruiting Diverse Talent

by Angela Smith Cobb
Business Development Manager, Monster Diversity and Inclusion


Title VII of the Civil Rights Act of 1964 and Section 501 of the Rehabilitation Act of 1973 are both critical in driving a focus on diversity in federal agencies. While this legislation is important, compliance is only one component of the case for recruiting women, minorities and people with disabilities into federal services. A federal workforce that mirrors the constituents served ultimately allows agencies to more effectively fulfill their respective missions. Additionally, by identifying and recruiting candidates from all backgrounds, agencies are better able to succeed in the race for talent even amidst a tightening labor market. Increasingly, job seekers are looking to careers in government as viable options. This shift in perspective has been driven by several factors, including an expansion in government jobs, a desire for career stability and an increased level of patriotism throughout the country. To be sure, federal agencies today are uniquely positioned to compete for the best and brightest candidates in the marketplace.

A robust diversity recruitment strategy will help federal agencies capitalize on this window of opportunity. Effective diversity recruitment programs must leverage multiple sources such as educational institutions, professional associations, current employees and community outreach to be successful. It is also important to recognize that because of differing needs and priorities, approaches for entry-level and experienced candidates are not necessarily the same.

Entry-level diversity recruitment best practices

  • Establish recruiting relationships with institutions that serve targeted groups (e.g., Historically Black Colleges and Universities (HBCUs), Hispanic Serving Institutions (HSIs), women’s colleges)
  • Network with minority organizations on majority campuses (e.g., Office of Multi-Cultural Student Affairs, Minority Engineering Society, Women Business Students’ Association)
  • Participate in scholarship and development programs that target diverse student populations (e.g., Monster’s Diversity Leadership Program (DLP), INROADS, Leadership, Education and Development (LEAD))
  • Get involved with college/student chapters of professional associations (e.g., National Society of Black Engineers, National Association of Black Accountants, Society of Hispanic Professional Engineers, Association of Latino Professionals in Finance and Accounting)
  • Establish a robust internship program
  • Utilize interns as campus ambassadors
  • Leverage diverse employees in the recruitment process to:
    • Identify candidates at alma maters
    • Talk to prospects
    • Participate in the interview process
  • Communicate opportunities for careers in federal services to target audiences

Best practices for recruiting experienced diverse candidates

  • Encourage referrals by current employees
  • Utilize employee networks/affinity groups to reach out to targeted communities and organizations (e.g., professional and social organizations, churches)
  • Establish relationships with diverse professional and industry associations
  • Market agency to targeted groups to increase awareness (e.g., advertising in diverse publications and websites)
  • Communicate success stories and position agency as an employer of choice
  • Highlight and encourage career opportunities in federal services

Diversity recruitment programs, like any other agency activity, should be assessed and measured to monitor progress and foster continuous improvement. To begin the measurement process, scope out current recruitment activities and determine their effectiveness and then gain a sense of the current state by evaluating baseline data. This information will provide input into specific and measurable diversity recruitment goals. Once goals are established, recruiters should measure whether recruitment activities are achieving desired outcomes and moving the agency toward defined goals. The diversity value chain provides a model for this evaluation. Ultimately, assessment and measurement enables recruiters to determine what activities to keep and/or discontinue and to identify requirements for new programs.

The Value Chain

Source: © 2003 Diversity Best Practices

Recruitment is a step on the diversity continuum and it is integral to creating more diverse and inclusive work environments, but it should not exist in a vacuum. Diversity must be incorporated into broader recruitment efforts and not treated as a tangential activity. This approach will ensure accountability and focus throughout the agency, not just for a select group of individuals. In addition, diversity recruitment is only one element of a broad diversity strategy. Without a comprehensive initiative that is tied to agency goals and objectives, recruitment results will not be optimal. Best practice organizations don’t just focus on recruitment, they integrate diversity into everything from recruitment to performance management to compensation.

        

The Diversity Continuum

Source: © 2003 Diversity Best Practices