Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can work together to retain and develop diverse talent into leadership positions that add true value within your organization.

1. Retaining and Cultivating Leadership in
Diverse Talent

2. Juris Doctorate
Case Western Reserve University
(Cleveland, OH)
Bachelor of Arts
Hampton University
(Hampton, VA)
Diversity Coordinator
Cleveland Metropolitan Bar Association
Recruiter
Case Western Reserve University School of Law

3. Moving Beyond The Workshops

4. Groups are ready to
be viewed as an asset.
Organizational
Diversity is prepared
structures will adapt
to impact corporate
to maximize
objectives and
diversity's asset
priorities
impact
Diversity groups are
Diversity will
capable of
demonstrate
leveraging their
tactical and
strength and
strategic value.
influence
Executives will invest
Diversity will be
in diversity,
measured by asset-
commensurate with
oriented criterion
contribution

5. 2. Creating a 1.Creating a
culture of culture of
leadership on transparency
every level
3. Creating a
culture of
constant
evolution
Talent Retention Through
Corporate Loyalty

6. WEBSITE TWITTER FACEBOOK LINKEDIN
”

7.  USING YOUR WEBSITE  USING FACEBOOK TO
TO ACTIVELY RECRUIT ATTRACT CANDIDATES
 News Blog  Facebook
 Employee Profiles Marketplace (FREE)
 Job Search Engines  Facebook Ads
 Online Town Halls (Targeted)
 Twitter/LinkedIn  Facebook Pages
Integration (Potential Recruits)

8. Fostering Retention from an HR
Prospective
Non-Traditional
Benefit Structures
Emphasizing HR is the foundation
Culturally
Literate
that supports a diverse
Communication workforce through,
cultural understanding
in communication,
benefit programs that
promote work-life
balance, and
performance structures
that provide clear insight
into leadership.

9. FOSTERING RETENTION FROM AN
HR PROSPECTIVE
Team Building
Communication
(flexibility, problem
Training (verbal/
solving, talent nonverbal)
recognition)
Staff Training that Focuses on
Intercultural Competence
The more knowledge that exists about Sensitivity Training
diverse groups, the more likely is (generational gaps, situational
an increased sensitivity for the sensitivity)
individualities and particularities
of the work force

10. • Standardized tests seem to predict
Tests ≠ performance on traditional academic
tasks better than they predict
performance on everyday, real-world
Success tasks or on unusual, multifaceted
problems that are likely to arise in the
business world
• Intelligence does play an important
GPA≠ role in school achievement, but many
other factors—motivation, quality of
Success instruction, resources, support, peer
group expectations—are also involved.
Scores ≠ • Standardized scores do a reasonable
job of predicting achievement for a
short period— the following year or
two. They are less useful in predicting
Success achievement over the long run,
J.E. Ormrod, IQ and School Achievement, Educational Psychology: Developing Learners, (2007)

11. Female Employees
≠
Work/Life Balance Issues
The labor-market participation
rate for women 25 to 44 years of
age - the average child bearing
years - rose from less than 20%
to more than 75% between 1900
and 1999

Women today are leaving the corporate sector in vast numbers-twice the
rate of men. They are not leaving to tend to their families but rather to
seek positions that are more satisfying and rewarding or start up their
own business. According to a study released last year by the National
Foundation for Women Business Owners, women own approximately 7.7
million firms; an increase of 43% since 1990.
Women are forming new businesses at double the rate of men. In turn,
big companies are losing valuable players. This loss is becoming more and
more costly to organizations that have invested time and money in their
employees. It would serve both organizations and women to reexamine
the obstacles that prevent females from advancing and from being valued
in the workplace Mauricio Velasquez
, Shattering the Glass Ceiling: A Strategy for Survival

12. Generation
Values drive behavior, often Born: Age Now:
in ways that we don’t even Boomers 1940–60 52–72
notice. Generation X 1960–80 32–52
Generation Y 1980–2000 <32
When people are working
side-by-side and have largely
different values, conflicts tend
to erupt, hampering
productivity and morale in
workplace settings.
• Health and wellness
Add to that the observation Baby • Personal growth
that our workplace is Boomers • Work
dominated by two generations
• Balance
(Boomers and Generation Generation X • Techno-literacy
X)— one of whom tends to be • Informality
supervising the other— • Thinking Globally
generationally based conflicts • Civic duty
Generation Y • Achievement
are going to attract attention
• Sociability
Jamie Notter, Generational Diversity In the • Diversity
Workplace (2002)

13. Open Doors that Are Really
Open
 Establishing Mechanisms to
Handle Conflict
 A diverse organization is more
likely to face internal conflicts
between the employees or between
employees and management.
Therefore, an effective conflict
management system should be
evolved between the HR
department and senior
management for swift
and efficient resolution of such
conflicts.
 Quality Evaluations
 employees of color are often given
vague performance evaluations that
give no indication of what they
need to work on. Next thing they
know, they've been passed over for a
promotion for no apparent reason
 Having an Inclusive Promotion
Strategy
 Support continuing education and
be sure that promotion
opportunities are transparent and •George Thompson, Strategies for Recruiting a Diverse Staff,
open to diverse applicants. Diversity Council.org
Demonstrate that diversity is •Vikas Vij , 10 Ways for Managing Diverse Employeees,
welcome in all levels of the business BrightHub.com
or organization.
•Carmen Van Kerckhove , After Decades, Little Progress, Crains
Business NY June 2008

14. When mentors build
trusting, open relationships
with minority protégés,
companies gain an important
window on leadership talent
that is often hidden from
view. Mentors can actively
engage their protégés in
discussions about their
Executive Level Opportunity outside roles and work with
them to apply and enhance
those skills in their everyday
jobs.
Enhancement of Skills and
Roles Leadership in Your Midst: Tapping the Hidden
Strengths of Minority Executives,"
Harvard Business Review, Vol. 83, No. 11, November
2005
Active Mentorship Programs
"

15. Allowing employees to set aside time for
A large number of minority volunteer activities—even a few hours a
month—would send a message that
professionals do not feel that employers recognize and value social
their roles and outreach and community involvement.
responsibilities outside the
workplace are recognized or
understood by their
employers. Companies could even take an active role
in helping young minority professionals
Minority women in larger access nonprofit boards, thereby giving
them an early opportunity to develop
companies (56 percent), leadership skills they can bring back to
young women of color (50 their workplaces
percent), and Asian women
(49 percent) are the most
likely to feel that their lives
are "invisible" to their An overwhelming majority of our survey
employers. participants would welcome training from
their companies in fundraising for
volunteer activities.
"Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives,"
Harvard Business Review, Vol. 83, No. 11, November 2005

16. Unilever introduced its
Getting into the Skin program
as a key part of the company's
leadership development
asking selected groups of
current and future leaders to
spend time abroad in service
projects .
Company initiatives that
"widen the tent," such as
employee benefits that go Time Warner extended its
employee assistance program
Employers beyond the nuclear family. (which includes, for example,
should Nearly three-quarters (74 access to child care referral
percent) want help paying for Support services and company scholarship
recognize and
health insurance for up to diverse social programs) to other reliant family
value two members of their members (perhaps an aunt or
organizations
community extended families. Many (72 uncle) "In the last five months,
involvement percent) want a few days of there's been a 200 percent increase
in uptake
annual leave for the purpose
of elder care or extended-
family care.
Pitney Bowes has continued to
support Delta Sigma Theta
(an African-American
Sorority) in many ways, from
purchasing advertising space
in fundraising souvenir
journals to matching
charitable donations.
"Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives,"
Harvard Business Review, Vol. 83, No. 11, November 2005

17. • DIVERSITY IS AN ASSET WITH MONETARY AND STRATEGIC VALUE
• EACH ORGANIZATION MUST DO AN INTERNAL EVALUATION TO
DETERMINE WHAT THEIR DIVERSE NEEDS ARE
FOUNDATION
• EFFECTIVE USE OF SOCIAL MEDIA CAN INCREASE THE SIZE AND QUALITY
OF CANDIDATE POOLS EXPONENTIALLY WITH LITTLE BUDGET IMPACT
GETTING • CULTURE AND MESSAGE BRANDING ONLINE WILL CREATE COMPANY
THE RIGHT FIT TRANSPARENCY AND ATTRACT CANDIDATES TO YOUR ORGANIZATION
• DON’T MISS OUT ON GREAT CANDIDATES BY FOCUSING ON SCORES AND
GPA LOOK FOR A TOTAL PACKAGE
DEBUNKING • ADDRESS NONTRADITIONAL FORMS OF DIVERSITY WITH A FOCUS ON
MYTHS COMMUNICATION THROUGH CULTURAL LITERACY
• ENCOURAGE COMMUNITY LEADERSHIP AND SOCIAL INVOLVEMENT
• FOSTER MENTORSHIPS TO ENHANCE SKILLS AND UNCOVER POTENTIAL
ENSURING
LEADERS
SUCCESS

18. EMAIL:
SLAWSON@ADVOCATELAWGROUP.CO
LINKEDIN:
SHERONDA “SHAY” LAWSON ESQ
TWITTER:
@SHAYMLAWSON