Win the Talent War: Best Practices for Efficient Recruiting

Leading research and expert advice to help you realize your hiring goals and achieve a diverse workforce.

Diversity Recruitment Research provides a look at five key studies on recruitment, a vital strategy for helping companies build and maintain a diverse, high-quality workforce. We looked at academic and trade publications and give you this sampling for your learning:

Winning the Race for Talent in Emerging Markets

By Douglas Ready, Linda Hill and Jay Conger, Harvard Business Review

Economic activity in emerging markets, like Brazil, Russia, India and China, is growing by leaps and bounds, but finding talent to keep up with that growth is extraordinarily challenging, according to an article in the Harvard Business Review. And companies in the developed world that try to export the talent strategies they use at home have abysmal results.

The authors interviewed executives at more than 20 global companies to identify strategies for attracting talent in developing economies, including where brand, opportunity, purpose and culture play out in particular ways.

The article notes that recruiters have to offer more than fat paychecks and a standard career path to find and keep employees in developing nations. "Emerging-market job candidates prize a company with a game-changing business model, where they can be part of redefining their nation and the world economy," the authors write. "They are also attracted by a mission that focuses on helping the unfortunate—many have experienced poverty firsthand—and expresses the value of global citizenship."

According to the article, a company's culture matters in several distinct ways in emerging markets:

  • Its "story," or brand promise, has to feel authentic
  • Employees must be rewarded for reasons of merit; a high potential from Brazil or Dubai must believe that the executive suite in China or the United Kingdom is within reach
  • Although employees want to be recognized for individual achievements, they also want to feel a connection with their teams
  • The culture has to be truly "talent-centric" so that people know they're critical to the company's success

"This war for talent is like nothing we've ever seen before," write the authors, who have spent decades studying talent management and leadership development.

Read Diversity Recruitment Research to access the links to the full reports and read excerpts from:

  • "Diversity: An Ephemeral Concept" by Christian Hasenoehrl, Gallup Management Journal Online
  • "How to Build the Right Board: Composition and Development" by Mary Helen Gillespie, Directorship
  • "The Board's Role in Developing a Diverse Leadership Team" by James W. Gauss and Howard T. Jessamy, Trustee
  • "But Can S/He Lead? Market Assessments of Black Leadership in Corporate America" by Alison Cook and Christy Glass, Journal of Workplace Rights

3 Case Studies on Leveraging ERGs for Talent Management

AT&T, Dell and Toyota Motor North America are three companies leading the way in evolving their resource groups and leveraging them in innovative ways, for business results.

In this panel discussion from the 2017 DiversityInc Top 50 Learning Sessions, executives from AT&T, Dell and Toyota Motor North America discuss how they utilize their resource groups for workforce skills transformation, increasing employee engagement and productivity and recruitment.


Janice King, Executive Director – Workforce Diversity, AT&T

Erin Kitchen, VP of Global Diversity & Inclusion, Dell

Adrienne Trimble, General Manager, D&I, Social Innovation Division, Toyota Motor North America

Moderator: Shane Nelson, VP, Major Accounts, DiversityInc

DiversityInc Conquering Recruiting Challenges Conference

Learn how to attract, hire and onboard the most diverse workforce and stay ahead of the competition.


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