With so many challenges to confront in today’s recruiting, why exactly would a topic like “diversity” stand out among them? Probably because hiring practices which recognise that the world is full of talented people, all coming from many backgrounds, is worthy of attention. After all, we do live on a planet of just about seven billion people, each with unique skillsets and know-how, so why not leverage that?
But what does Diversity actually mean?
Diversity can relate to a person’s demographic characteristics, such as their sex and ethnic background, but also extends to less visible attributes, like personality, values, attitudes or knowledge and abilities. Such underlying attributes will go a long way, so diversify them!
What recruiting means for differentiation
Interconnectedness within the global economy has sparked a need for a diverse workforce – it is the key survival strategy of the global economic jungle, so to say. Unsurprisingly, traits of global competitiveness go hand-in-hand with diversity in your organisation:
- Ability to innovate
- Knowledge of customer bases
- Company culture and team synergy
- Market orientation and strategy
- Core competencies
These dimensions all depend on your workforce, and therefore, on your recruitment strategy. So what are you doing about it?
Those who put diversity first are ahead
As a method to ensure strong organisational culture and innovative nature, global firms implement diversity measures into their recruitment. See how international media firm, Bertelsmann, chooses diversity to strengthen their core business, builds creativity and sparks further innovation. No matter how fast the global economy changes, those who promote and value diversity are equipped to win in the long-term by retaining the best talent from across borders and by enriching their global expertise.
Sustainable diversity recruiting strategies affect the culture of the modern company, and therefore, their performance. In a McKinsey study called “Women Matter”, increased gender diversity at the executive level showed a distinct correlation with overall positive financial performance. Consequently, it is not a surprise that very globally competitive economies like Norway and Sweden possess employment percentages of women at 70 percent and above, with around 36 percent and 23 percent holding board member positions, respectively (Forbes Insights – Country Index).
Is it really that easy, though?
Now, we already know that your recruitment strategies are the initial input for pooled knowledge and collective skill in your organisation, so how do you refine it by including diversity measures? Can you efficiently incorporate diversity into your recruitment process? Indeed you can! And it is actually much simpler than you would think.
>> Best Practice at Bertelsmann
For example, Bertelsmann is ensuring diversity management by using intelligent video interviewing software that enables a fair and objective recruiting process, which is the basis of diversity. In order to identify international talents from all over the world for their employer branding event in Berlin, Germany, Bertelsmann used pre-recorded video interviewing technology that enables a structured interview process for every candidate worldwide. Having a structured process is the basis for objective selection and ensures equal chances for every candidate. Video interviewing helps eliminate problems with cultural and gender bias while building an effective and efficient preselection process.
Download our Whitepaper on “How to Ensure Diversity in Recruiting today and learn how to ensure diversity from the very beginning of your personnel selection process.
>> Best Practice at Telekom
Another global player, Deutsche Telekom, uses video interviewing software to promote diversity through their recruitment processes. They found the video-based pre-selection to be sustainable and fair, because it allows for an objective assessment of every single candidate, no matter their country of origin or gender. Also, they were able to identify 20% more talented candidates than before. Without video interviewing, they would have missed those talents.
The approach is vital, the process is simple and the results are apparent.
Forbes Insights (2012). Global Diversity Rankings by Country, Sector and Occupation. Retrieved from: http://images.forbes.com/forbesinsights/StudyPDFs/global_diversity_rankings_2012.pdf
Desvaux, G., Devillard-Hoellinger, S. and Baumgarten, P. (2007), Women Matter: Gender Diversity, a Corporate Performance Driver, McKinsey & Co., Paris.
World Economic Forum (2014). The Global Competitiveness Index 2013–2014: Country Profile Highlights. Retrieved from: http://www3.weforum.org/docs/GCR2013-14/GCR_CountryHighlights_2013-2014.pdf