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How to Make a Diverse Workforce a Reality

By Jason Weseman, April 11, 2006

Over the past six months, our diversity sourcing and recruiting study has given me the opportunity to talk with people in companies large and small. I have heard of the myriad of challenges that you face in finding, hiring and retaining top diverse talent, as well as some wonderful success stories from companies that are doing it right. I want to give you one last chance to join in the online survey before I reveal the results on April 18th during a free conference call (Sign-up Now). When you take the survey, you'll let your voice be heard, plus I'll send you a free white paper with all of the best practices that we compiled throughout the study. Finally, thank you to everyone that has participated, it's been great learning with you!

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As The Adler Group takes the next step in the evolution and we consider how to best help companies implement and enhance their diversity initiatives, I have been revisiting a concept that I first became introduced to in one of my business classes in college. John Kotter, a professor of Leadership at Harvard (no, I didn't go there), created an 8-step process that focuses on actually leading change rather than simply managing it. This framework has been aptly titled the Kotter Model (some PR person obviously had a tough time coming up with that), and offers some solid insight on how we can begin to get your diversity program up and running, and why you should do it yesterday. For those of you familiar with the Kotter Model, consider how this established process can help you in your diversity journey. If upon hearing the name Kotter Model, your first thought was of the Sweathogs, you get two lessons in one today.

STEP 1) ESTABLISH A SENSE OF URGENCY

A change of this magnitude almost always begins with a few people noticing a potential vulnerability within the organization. The threat of being at a competitive disadvantage inspires these people into action, and they start letting everyone in the organization know the gravity of the situation. It shouldn't be too difficult to establish a sense of urgency with respect to your need for a diversity initiative, as it will define your viability as a company in the very near future. Motivation to change must be the key factor, and if your very survival doesn't motivate you, you probably have some other things to worry about.

STEP 2) FORM A POWERFUL GUIDING COALITION

The title of this step is simply a formal way of saying "Get some power brokers on board." This initial group of change agents should hold important roles within the organization and have well established reputations and relationships. At this stage, the personal power they wield is often more important than their position power. These are the people that are going to make your diversity initiative a reality, so choose wisely.

STEP 3) CREATE A VISION

Successful change should be built on a picture of the future that is relatively easy to describe and appeals to everyone in the organization. The vision must show where the organization is headed, and should be clear enough that it can be used to evaluate progress. As an organization, you must have a plan for attracting, hiring and retaining top diverse talent, and your message must be compelling and straightforward. Kotter suggests that if you can't get your point across in five minutes or less, you're not ready to move on to step four.

STEP 4) COMMUNICATE THE VISION

Now it's time to get the word out. This will vary by organization, but you must make your diversity efforts part of your organizational branding, and it has to be more than simply showing pictures of diverse employees on your web site. If your communication strategy for your new diversity program involves announcing it at the annual meeting, followed up by a few emails, you're in trouble already. According to Kotter, leadership should estimate how much communication of the vision is needed, and then multiply that by a factor of ten. And an even more important caveat: Leadership must walk the talk. If you say that you want to be a diverse company, and bring in diverse candidates for entry level positions, but then look outside of your organization when promotions to senior management become available, your commitment will be questioned and your efforts will fail. The bottom line: If the majority of your company does not understand, appreciate, commit and try to make your diversity initiative a success, it won't happen.

The four steps I've presented here describe how to kickoff your initiatives and how to let everyone within your organization understand the importance of your efforts. In my next article, I will discuss the final four steps, which will describe how to get the process up and running and make diversity a way of life within your organization. Also, check out my blog to get the latest and greatest best practices that we use to help companies make attracting, hiring and retaining top diverse talent a systematic business process. Send me an email today and let's get started making this a reality for your organization!