Hiring for Diversity. Arthur Woods
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you can expand your diversity sourcing
How you can write more inclusive job descriptions
Where you can minimize candidate selection bias
How you can develop more fair and structured interviews
How you can ensure more equitable job offers
Ways you can better retain and advance uderrepresented team members
Ways you can mobilize the rest of your organization in diversity hiring
We'll be spending the next nine chapters of the book exploring these areas, each in great detail, to help you understand where you are and where you can take action. We recommend tailoring your goals as you uncover more here.
Set Your Diversity Goals
Setting your diversity goals can feel like an insurmountable task. You might be wondering, Where do I start? What does success look like? It is important to approach this process in a way that is natural and realistic for your organization. What works for you might not work for someone else. Luckily, you aren't the first to pursue this path. Many great organizations have taken distinct approaches to setting their diversity goals. Below, we've divided common diversity goals into three types with a few examples of each. Which one makes the most sense for your organization?
| Goal Type | Detail | Examples |
| Representation goals | Measurably increase diversity representation of a specific group | Airbnb: Increase underrepresented groups in its U.S. workforce from 12% to 20% by the end of 2025.Goldman Sachs: Increase the number of women vice presidents to 40% by 2025.Coca-Cola Co.: Have its workforce mirror U.S. Census data for race (known as “population parity”) by 2030. |
| Process or activity goals | Change a process or complete a step or action in the operations of the organization to reduce bias or increase access. | General Motors: Create an inclusion advisory board chaired by the Chairman and CEO.Snagajob: Rewrite all job postings to remove exclusionary language and bias. |
| Organizational achievement goals | Achieve a new diversity status or recognition, or change the overall state of equity at the organization. | T-Mobile: Become a member of the Billion Dollar Roundtable (BDR) by 2025. (The Billion Dollar Roundtable association recognizes businesses that spend at least $1 billion a year with minority- and women-owned suppliers.)Salesforce: Achieve pay equity across all job functions and levels by the end of 2015. |
Here are the tactical steps we recommend taking when crafting your diversity goals:
1 Translate everything you've learned into diversity targets that address your gaps.Consider the feedback from your team, your existing representation data, and the state of your hiring process to determine where your greatest needs exist. Review these needs to set specific goals that will address each of the gaps you've found. Many employers simply just set goals for increasing diversity representation but it's important that your goals are well-rounded. For example, if you see a need to increase representation in a department while also addressing bias in part of your hiring process, be sure your goals account for the target increase and needed process changes.
2 Ensure that your diversity goals naturally align with your culture and mission.It's key that your diversity goals feel like a natural fit for your organization. They need to resonate with your team and fit into the culture of goal-setting that already exists. If your diversity goals don't feel clear and inspiring for your colleagues or don't resemble what you are already doing, they could fail to take flight. “We can't treat diversity goals as mutually exclusive with our culture, mission, and vision,” says Barry Marshall, CEO of consultancy P5 and a human resources lecturer at King's College in New York.
3 Set goals that reflect an inclusive definition and focus on diversity.Many leaders hold a narrow view of diversity that greatly limits how they define success in their goal-setting. Be sure your goals account for an inclusive definition of diversity that encompasses the broad range of underrepresented communities you hope to hire. Focused short-term goals may be ideal, especially when looking to increase representation of a particular group, but don't let that cause you to deliberately exclude other underrepresented groups from your long-term goal-setting.
4 Make sure your diversity goals are specific and realistic.A common challenge for many leaders is to oversimplify their diversity goals or make them so broad that they become immeasurable. Be sure to structure your goals so they are specific, measurable, and attainable. In some organizations, there is a tendency to intentionally set low targets that can easily be hit. Others make goals exorbitantly high or impossible to achieve. Your goals should be realistic, or you risk convincing your team and yourself that any meaningful change isn't possible. For example, if women make up less than 10 percent of your organization, a goal to increase representation to 40 percent in under a year is probably not realistic.
5 Give yourself a deadline and account for the actual time this will take.Set a timeframe for achieving your diversity goals so they don't feel open-ended. Make sure this timeframe isn't overly ambitious. Many leaders fail to acknowledge the time needed for diversity efforts to have a noticeable effect. On the other hand, don't allow deadlines to become moving targets. If you don’t achieve your goals by a reasonable deadline, accept that your methods may not be working and you might need to take steps to change them. Rome wasn't built in a day, but it did eventually get done.
Map Strategies and Tactics for Achieving Your Goals
Now comes the exciting part of bringing your diversity goals to life. After you've included your team in the goal-setting process, ensure your tactics for achieving those goals are equally empowering and actually work for your team.
Aligning your diversity goals to the right tactics is key for your impact and the morale of your team. Adam Ward, partner at recruiting firm Growth by Design Talent (GBD) and a former head of recruiting at Pinterest, says organizations should be wary of the damage that failed diversity tactics can cause within the workforce. “It can create stress, slow down your diversity efforts, and deflate employee morale if they feel their efforts have failed,” he says.
Here are three things to consider when approaching your tactics and strategies for translating your diversity goals to reality:
1 Start internally before going external.The classic mistake that many employers make is to assume they can only increase diversity through external recruiting efforts without first looking to their own internal teams. This is especially problematic as diversity tends to decrease as you look to more senior roles in most organizations. Your most immediate opportunity with any role you're hiring for is to first see if there are people already in your organization from underrepresented groups that you can promote.Many employers miss the step of communicating open roles they are trying to fill to their existing team. Take steps to proactively communicate all new opportunities internally to allow people to raise their hands and apply, just as you would external candidates. Be sure your process accounts for internal candidates from underrepresented groups in the same way you do external candidates. For example, if you set a rule mandating specific diversity representation in the hiring process, be sure you are equally accounting for your internal candidate slate as well.
2 Develop a role-specific diversity strategy and avoid a one-size-fits-all approach.In 2003, frustrated and embarrassed by the lack of non-white representation among the league's coaches, the NFL created the Rooney Rule. Named for former Pittsburgh Steelers owner Dan Rooney, the rule stipulates that teams must interview at least one non-white