• 
• Training
• Consulting
• Resources
• Events
• About Us
• Store

• » Articles
• › The Official Rules for Hiring Top Talent
• › Newsletters

Diversity Hiring is a Process, Not a Project

By Jason Weseman, June 20, 2006

In my article a few weeks ago, I described a framework that your company can utilize to get your diversity program up and running, and why it is critical that you begin immediately or sooner. I introduced the first four steps of the Kotter Model (1. Establish a sense of urgency; 2. Form a powerful guiding coalition; 3. Create a vision; and 4. Communicate the vision) which focused on how to get people motivated to undertake a change of this magnitude, how to create an appealing picture of the future and how to get this message out to your people in the most effective manner. I made the case that the viability of your company in the very near future will be defined by the success of your diversity efforts, and that information alone should motivate you to read the article if you haven't already done so. Go ahead, click the link, read the article, then come on back and join me. I'll wait, I promise.

Read more articles by this author.

Related Topics:

Newsletter

Related Articles:

The One Question Interview Challenge

The Secrets of Top Recruiters Finally Revealed

Rethinking College Recruiting

Compelling, thought-provoking stuff, right? At least that's what Mr. Pulitzer said. Now that you're up to speed, we can get to this week's article, where I'll discuss the final four phases of the Kotter Model and share with you some of the things I learned during our diversity sourcing and recruiting study. If you would like to participate in the study, email me and you can take part in this important initiative. In addition, I'll gladly share with you some of the best practices that we've gathered from our study participants thus far. As the study has evolved, we have discovered some great ways to make a diverse workforce a reality. Now all you have to do is drop me a line and this powerful information is yours. But first, on with this week's article.

STEP 5) EMPOWER OTHERS TO ACT ON THE VISION

Whereas Steps 1 through 4 were really about what must happen during the critical planning and communication phases of your diversity imitative, this step begins the action phase of the Kotter Model. Step 5 is really a compilation of many different actions, and where we start seeing if upper management is ready to put their money where their mouths are. Empowering others to act on the vision translates into allocating budget money to this new undertaking, so if the first four steps were taken solely for PR purposes, here is where that will become apparent.

To make this work, you need to carve out time on meeting agendas to talk about diversity recruiting and why it matters to everyone in the organization. Key people will need to be freed up from their existing responsibilities so they can concentrate on the new effort. You may even have to change the way your work is organized to put people where the effort needs to be. It's basically time to remove any obstacles that will get in the way of moving forward, because nothing is more frustrating than buying into the initiative but then not having the time, money, help or support needed to make it happen. You can't get rid of all of the obstacles, but you have to deal with the biggest ones.

STEP 6) PLAN FOR AND CREATE SHORT-TERM WINS

Becoming an organization that understands and values diversity is a real transformation, and real transformation takes time. Unfortunately, too much time can easily erase any momentum that you may have gained. Most people won't be in for the long haul unless they begin to see some compelling evidence that positive things are happening. In any successful change effort, leaders have to plan and achieve some short-term successes which people can see and point to when things get tough. If they can see that the diversity initiative is bringing in different people with different ideas, and these ideas are improving the products and services that are being offered, this adds to the motivation to keep the effort going. When people can see the benefits in the short-term, they will be more willing to make the long-term commitment that your diversity efforts will require. If it becomes clear to your people that they aren't going to see some real change and improvement for a long time, that sense of urgency that you worked so hard to establish will diminish and you'll be right back at square one. Just like in football, if you concentrate on getting first downs rather than trying to go deep every time, you'll give the fans a lot more plays to cheer about and you'll end up in the end zone more often.

STEP 7) CONSOLIDATE IMPROVEMENTS AND SUSTAIN MOMENTUM

So at this point you've empowered people to make your diversity initiative a reality, you've achieved some short-term successes, and everybody feels pretty darn good about themselves. Hold the phone! Kotter has a warning for everyone that thinks they are well on their way to a successful transformation: "Do not declare victory too soon!" Until understanding and valuing diversity becomes the norm and sinks deeply into the culture of your organization - a process that can take five to ten years - there is a serious danger of regression. As before, a premature declaration of victory can kill your efforts, allowing the dreaded status quo to get back in the game. Your leaders must use your successes as the motivation to do more: to look at even more positive changes to your culture, to bring to light those existing systems that are opposed to the changes and to move people that are committed to your diversity efforts into key roles. You have to be realistic: changes of this magnitude take time, so don't go into it believing that this will take about the same time as a hockey season.

STEP 8) INSTITUIONALIZE THE NEW APPROACHES

Change sticks when it becomes "the way we do things around here." When valuing diversity and what different people can bring to the table becomes your organizational way of life, this change will be able to endure long after the push from the CEO has gone away. You make this happen in two ways: first, you show your people how diversity has improved your business. Many people may not be able to make this connection without a little guidance. Second, make sure that your next generation of leaders understands and values diversity, and that they will continue to make a diverse workforce a top priority. Keep an eye on the future while you continue to focus on today.

So there you have it. The Kotter Model has given us a blueprint on how to make a diverse workforce a reality. I guess they do have smart guys teaching at Harvard after all. Don't forget to send me an email if you want to join our study and learn about some of the great strategies that we've uncovered so far. Let's get your diversity initiative started the right way, and let's do it today!