[MUSIC] Diversity and inclusion are not new to HR. However, they have gotten a lot more press as of recently. So we're going to talk about them and go through them over the next couple of slides. In order to be able to tie this into a recruiting plan. I need to be able to explain to you what they are so that you understand the difference is I cannot tell you how many times people use diversity. And inclusion interchangeably in believing that they're the same thing and they definitely most certainly are not the same thing. So that's really one of the key takeaways that I want you to be able to understand, and that when we talk about diversity, we are talking about those demographic differences. So we're talking about, I think, generally, where folks go, which is going to be race, gender, religion, socioeconomic status, definitely anything having to do with physical disabilities. All of those types of things, so that's really what we're speaking to when we talk about diversity. So that's what yields us a diverse population is when we have folks from varying backgrounds from varying races varying genders, varying religions, whatever that might be. So that's really what we're looking for. And as you can see, and as you may have experienced, that's what's going to help us to build these multi background, multigenerational, multiracial teams and workforces that are going to yield us a better product in the end. Looking at inclusion and talking about inclusion, this isn't necessarily representative of those diverse backgrounds of those gender differences. Race differences, this is where we're offering a sense of belonging, so they go hand in hand. But they are different items, so diversity plays into inclusion. But inclusion is really where we offer you an opportunity to speak your mind, an opportunity to be part of the solution and really the opportunity and sense of belonging. So think about it from your own standpoint, how do you feel valued? How do you feel respected and are accepted and encouraged, and most often where we're going to see that specifically within HR is when we give our employees a voice. So how can we give you this voice? How can we give you this opportunity to be able to own this? To be part of this and to really transform this, and one of the easiest ways of doing that is really going to be through something as simple as a SurveyMonkey survey. So let's get a survey out there, what kind of ideas do you want to see? What kind of things do you expect? And then take that from there that is going to transcend any policy or procedure or plan that you're trying to put in place for your company. A great example is with my last company, we were going through obviously everything with super fun COVID. But then on top of that, we had that pivotal point in in the summer with black lives, matters and all of the things that were going on as a result of that. And so what was happening most often is corporations were making statements and we support black lives matter. We want to do this, we want to do that, but there wasn't any teeth behind it. And so how do you get the teeth behind it? And how do you offer that belonging? In my particular case, it was actually an employee that came to me that said, listen I want to be part of what you're doing of what you're trying to put together. I wanted to have merit, and I wanted to be able to give back to the black community. I want to be able to support these folks and not just have the company put a statement on their Instagram page or they're linked in page, but to have actual merit behind it. So this is when we talk about inclusion. So, yes, this is based on diversity, but this is giving him and our other team members that sense of belonging and that sense of how we can give back. He has amazing ties to, stem community black stem community. And these are areas that are just completely undervalued, I believe. It was a Pew research study, and I think it was only 7% of the folks with a bachelor's degree or higher in stem, which is science technology. Mathematics is yielding us. Only 7% of that workforce is black. So that's where we're going. Like that's a huge, huge hole in gap and thing that we need to be able to to deal with, to help to evolve Let's we need to get these kids involved earlier. Younger. How can we do this? How can we reach this? And so this is truly accomplished with that sense of belonging, but without his help and without his insight, there were resources that I would not have been aware of that we had at our disposal to be able to use and to be able to partner with. And likewise, as we work through these things, I think it's colossally important to be able to appreciate these folks, and to really be able to communicate to them how incredibly proud and thankful we are for their help and and for their encouragement. And further input, because we just wouldn't have had those connections without him. These weren't things that I would have known about, and they make not only our company better and stronger, but they're helping the community, and they're helping outrage. And you know what if we can reach another, even if it's another few 100 young students to get them excited in that stem space. So this is really what we're talking about. We're talking about engaging the employees, we're talking about getting them involved and not just making unilateral decisions. I know it sounds like a broken record, but we continually run up against folks believing that diversity and inclusion are the same thing. So at least if we start with us, we can educate them and to get them on board and to understand that it's not just one thing or the other, they work together, but they are very different. And we need both of them in order to make a true impact, whether it's just for our organization, our communities, our state or even our country. Having that diversity and having that inclusion is what's going to yield you a better working place, a better team, more collaborative efforts. And having those folks from different backgrounds is really what helps us and involves us and brings in a different set of eyes, a different thought process, and gets us to a better place. If we always do what we've always done, we'll always get what we've always gotten right. And the same is true here, we need to be a little bit uncomfortable. We need to push outside the boundaries and we need to be able to be secure in ourselves. To let these folks in to let others in and to help us change those impacts and to really drive home getting folks all on board. This starts with leadership. If it's just you, you certainly cannot push that boulder up the hill by yourself. You need backing. And in fact, it's the opposite. If you have your leadership at the top fully invested in this fully understanding of this and helping you drive this, it's going to be the opposite of pushing that boulder up the hill. Right, because that boulder is already at the top and it's rolling down on its own. So that's really the place that we want to be able to get to you. And when you have that buy in and your leaders are on board, it's absolutely tremendous, and you can accomplish anything. And it doesn't even necessarily have to be concepts where we are giving back and monetary donations and things. There's so many other things we can do as organizations to be able to give back and to support this. We want this to be part of the organization's culture and you knew I was going to pull out mission vision values, but we want [LAUGH] This to be part of that MVV like this is what we believe in. This is what we're doing about it. And here's the proof. Here's how we're living in so we don't want to just talk about it. We want to live in, and we want to be able to show our employees that we want them to be able to get excited about that. So that's really where amazing things happened. This goes back to what I was saying way back, you know, in the initial slides and module one. When we talk about passion, if you can hone in on some aspect of passion, especially within diversion or diversity and inclusion, you have such a tremendous outcome in the end. So it's really about listening to your folks, tying that back to the MVV and then living those values and living that commitment. And so now that we've gotten through and hopefully you understand the difference between diversity and inclusion, what we're going to do is we're going to tie this into our recruitment process. So, like I said just prior, we are going to be living this. So we're not just talking about these concepts, and we're not just adding a very nice blurb on our website or our careers page, but we're actually living it through the actions that we do within that recruiting process. Within recruiting we definitely want to bring in diversity and inclusion that starts at the beginning. So this is getting this philosophy these practices in on the ground floor. So you want to be able to utilize this, and you can utilize this within the interview process. So how are you choosing your interview panel? So certainly you're going to have the hiring manager possibly next up higher manager. But what you want to do is really pull a panel that gives you a diverse background that has maybe a diverse skill set diverse educational, diverse racial, whatever that might be, but giving them an equal say in an equal voice. So you're not giving a vice president more of us say, and then a coordinator. None of us say or very little of us say everyone has an equal voice and everyone gets heard Additionally, for the candidate in order to give that level playing field. You want to ask the same questions of everyone. And I know that this is in, the readings for this module as well. But you really want to give everyone that same space and that same voice and that the same opportunities. So don't tailor it based on an education, this socioeconomic desk, racial, that whatever it might be, we can't ever face it there. We want that same level playing field across the board. Specifically, when we're talking about inclusion within the recruiting process, that's where we're going to focus on that equal voice. That's where everyone gets to say everyone is respected and everyone has that sense of belongings. So again, we're not going to make choices based on favorites. We're not going to make choices based on someone's outfits. And I know that that is also part of the Ted talk for for this module as well. Regarding unconscious bias, I think that there are times where folks do that. And I think going through everything you know, at least up to this point specifically within black lives matter is, is bringing more of an awareness to this and We can't just say a few words and, you know, let it go off on its own. We need to be able to live, act. Breathe this. And we need to put this at the forefront. We want this, of course, to be part of that mission. Vision values, because we want to live it. And we want to be able to show our employees how we're living in, but also to give them that sense of belonging and that ability to be able to provide feedback, information, help and resources. We want them to be able to own that process. So we can certainly include diversity and inclusion within our interview process. But we don't want it to end there. We wanted to continue through that onboarding process. So who are they going to be meeting with? What are they going to be meeting about? And we're going to get more into that in a future module, but I just want it to be, you know, put it out there. That this is one of the places we're going to go. And then again, that needs to live through that entire employee lifecycle. So this isn't just we're going to say a few words and we're good. You know, you've read this policy or you've signed off on a statement. This is something that we're living. This is something that we're doing, and this is how we're going to do it. And sometimes we need to be cognizant of those decisions and choices that we make. Who is on that interview panel? Are we going to switch it up? Are we going to keep it the same? Do we have an all female panel with not one male voice? I've seen it go both ways. Where we've had all male panels and and then vice versa. Where I've had all female panels, we need to be able to, you know, to change that up. And we need to give both the candidates that diversification. But we also need to have that for the panels as well. The last item we're going to talk about within this module is going to be resume review. So this part is actually kind of fun, but when we're talking about reviewing resumes, we really want to have a strategy for that. So who are we going to give that access to so back in the olden days because I [LAUGH] Have been around for a while. We basically got paper copies and forwarded them to, say, the hiring manager. We're not in that time period anymore. It's very different. And so now a lot of us have HR systems and things of that nature where we are able to use that, for that initial resume review. In that case, it's about deciding who has access to that. So, in some of the more robust systems, you can set up the users, they get the information. You know, click in, set your password So on and so forth. But even if you're creating your own system, Folks are maybe applying or sending the resumes online. You can create shared folders, electronic folders and be able to share them with the folks that need to have access. So, generally speaking, that's going to be the hiring manager. Some cases that's going to be hiring and then the next level manager as well. And then in other cases we may have another member or so outside of that periphery. So maybe this is a case where the person that's being hired is really working with two departments. So maybe we want to have both managers, plus HR with access to be able to see those resumes. And then maybe when it comes down to the final candidates, that's where maybe we're going to share it outside of that circle. But it's really about planning appropriately and deciding who gets that access and then being clear on how those are shared. So if you're using a platform, like JazzHR or maybe ATPs platform to be able to make sure your users understand how to use it and what they need to do to use it and how they can best use it, can you tag someone, can you share it? Can you forward it through email, whatever that process is. And I know that I say this a lot. But one size doesn't fit all, so I have some hiring managers that are very, very hands on. They want to review every resume. They want to be in charge. They want to be the one that decides who goes through. They don't want HR to do it. Okay, fine. I have other hiring managers who are the opposite. Hey, look at these. Tell me if you see anything you think I might like and then I'll take a look. So I really try to tell her, for the person, because that's how we're going to have the best relationship. And at the end of the day, I think it's my responsibility to do it regardless. So I'm more than happy to kind of be flexible in that space and work with what's best and what they're most comfortable with. It is going to differ by position level. So when we're talking about very high, say executive level vice presidents C suite, the people that generally are going to have access to those resumes, it's going to be very few. Maybe it's yourself, the president and maybe a chief operating officer or something similar versus maybe when we get down to a coordinator, they're going to be working with multiple departments, multiple managers. So then we may have more hands in that pot. And more individuals reviewing those resumes so we may see a difference and generally do see a difference based on the leveling of the position. Next, you want to make sure that you're really looking over the key elements. So let's be clear on what those skill sets are. What requirements you have, and what attributes you are looking for, and you want to get those situated and set up prior to your doing a review. So what is most important to you? Let's identify those, and then we can start that review process. You also know that when I have talked about these or when we've talked about artificial intelligence, AI doing this aspect of resumes, they're going to have certain parameters built in. But I would still want you to have another look at those resumes, in order to try to assess for soft skills things of that nature. And just be cognizant of that. So we may have computers doing it. We may be doing it ourselves, but regardless of what that is, you need to be clear on what you're looking for before you start looking at them, other elements you're going to see it's going to be cover letters and emails. So these are sometimes important. I do read these. I know some recruiters do not. I always have A, I want to see how your grammar is. I am a bit of a grammar police. I don't know where it comes from, but we all have our, you know, crosses to bear it goes. So I want to see what that grammar is like. I want to see the communication style is like, and if it's easy to understand if it's filled with, say, typos, a lot of times, this also tells me, if there may be multitasking, I can't tell you how many cover letters or emails I've gotten for other companies. Other jobs, completely different skill sets. So you're playing for an admin assistant role. But you're telling me that your sales and marketing executive or specialist. So and maybe you have or maybe you haven't seen that. And maybe you've made that mistake as being a candidate. You know, submitting a resume before. But that actually bleeds into what the next bullet is, which is suitable or non suitable resumes. Sometimes if something is too good to be true, it may be too good to be true in a specific case right now where I'm trying to find an administrative position, local to San Diego. What's very interesting is the number of resumes coming across that are not even close to San Diego. The schooling, the work experience, all prior companies are all you know in different states or other parts of the country. But yet they have San Diego as the city and state. So you've really just want to be cautious of this. Some other areas where I've had issues before is if you're recruiting for a position where you have a very specific educational level that needs to be met, you want to be sure that on that resume you are seeing a specific either degree or major names. I've had a few cases where we've gone through the higher process. We want to do the background check. They had the educational component on there, and then it come to find out they didn't actually graduate. So there's just some pitfalls out there, and I think now, and maybe depending upon the position, they've gotten wiser to this. So a lot of candidates will remove the city and state, from their resumes or from there, working experience. So you have to kind of dig a little bit deeper. So I will say that with this most recent, administrative position. And I think I'm picking on administration right now because admin, assistant admin coordinator is a bit of a catch. All, so I've gotten a ton of resumes, which is brilliant. But you really have to have a discerning eye when you're going through them. Because folks are creative. And this isn't a level of a position where I'm able to relocate someone. So this is a very specific case. There's no relocation that's going to be associated with this. These are the things that we're looking for or I need to see. And some of those are non negotiable. In this case, I'm picking on location, so whatever that might be if it's a skill set. If it's education, just be cognizant of that. And sometimes you need to spend, you know, more than 6 seconds. Per resume review. [MUSIC]
