Archived: What's Missing From Your Diversity-Recruitment Strategy

Companies that make diversity a priority are winning the war for talent. Not only are they recruiting people from underrepresented groups at a faster rate, but studies show young peopleincluding straight, white, able-bodied menwant to work at inclusive workplaces.

How are these companies attracting more talented recruits Jennifer Terry-Tharp, director,staffing, talent attraction and analytics ofAT&T, No. 4 inThe 2011 DiversityInc Top 50 Companies for Diversity, and KiKi Lorenz, college relations manager of Toyota Motor Sales U.S.A. (Toyota Motor North Americais No. 46), share their companies’ best practices and case studies for successful recruiting in this 90-minute recruitment web seminar. The seminar includes data trends from the DiversityInc Top 50, showing best practices that yield measurable human-capital results. Those best practices include the use of resource groups for recruitment and on-boarding, as well as formal, cross-cultural mentoring.

AT&T has demonstrated great success with its recruitment strategies. Terry-Tharp attributes its success in large part to its commitment to preventing high-school dropouts, especially Latinos and Blacks. AT&T is a major sponsor of the Aspire program, which launched in 2009, and works with job shadowing, mentoring and intervention strategies to cut the dropout rate of at-risk students.

Read Increasing Diversity in Talent Development for best practices in developing leadership.

Lorenz similarly emphasizes the importance of a targeted and well-planned internal and external recruitment strategy at Toyota. “Our challenge has been how to create a meaningful recruitment presence but with a smaller footprint,” she explains. “It’s much more than setting up a booth at a business fair.”

She said recruitment doesn’t stop once candidates are hired. “We have to re-recruit and re-engage our associates. If we don’t, other companies will, and we will be left with empty pockets in our workforce.”

To strengthen its efforts, Lorenz said that Toyota looks to community involvement to share its corporate culture and communicate its values to current employees and the public. Some of these relationships include outreach with TELACU and the Boys & Girls Clubs, as well as investments in its local Toyota plant and office locations. Read more about these initiatives in this interview with Toyota Financial Services’ former President and CEO George Borst.

Other best practices that Terry-Tharp and Lorenz detail in the webinar include:

  • Holding interactive events online and in-person
  • Using resource groups to identify talent internally and externally
  • Developing a targeted media and posting strategy for job listings
  • Creating a detailed and focused career portal for candidates
  • Building relationships and partnering with select organizations and schools

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