TM - February 2008 - (Page 43)

and discuss business objectives for the network groups. Include the topics of diversity and inclusion in other corporate communications, management training programs and employee meetings. By linking diversity to company performance, the topic will live on year-round. Which workplace offerings matter to employees? Benchmark industry offerings and then bring employees in to scope out solutions. Employee networks are a great resource to road test options. When Capital One Financial Corp. built its Parental Leave Policy several years ago, its women’s network was invaluable in structuring the various components, such as phased return to work and even secondary parent leave, which can be taken during the first year after birth, adoption or foster placement. Don’t aim to build the program all the other companies have — build the one your employees need. A key tenet of any diversity plan is targeted recruitment, which requires companies to proactively seek out the best, most qualified talent from across the demographic spectrum. The successful execution of this seemingly simple strategy is extremely difficult. Many companies are facing the same challenges and going after this same finite talent pool. Distinguish yourself via a welldeveloped, robust employment brand. Educate your different constituencies on why your company is a better place to grow, personally and professionally. Encourage all employees to think like recruiters and be on the lookout for new talent. Developing Diverse T alent the biggest challenges the mentees are facing. This relatively simple investment is a fresh way to support development, while bringing people together who may otherwise not meet. Survey your employee base to determine the right frequency, but they should not be viewed as one-time events. In addition to internal initiatives, tap into the power of external experiences for creating a culture of diversity. Supporting volunteerism and membership on nonprofit boards adds value to the employee experience and demonstrates an employer’s longterm commitment to the community. External partnerships are also an opportunity to create a “learning lab,” where new skills and business strengths come together to benefit communities and nonprofit partners while boosting a company’s reputation. Another key component of a diversity program is measuring results to ensure that talent management efforts track women and people of color as they progress in their careers. Ask how women and people of color are advancing in the organization and if they are being offered stretch assignments to True diversity goes far beyond the standard legal categories of ethnicity, race, age, gender, disability and sexual orientation. prepare for advancement. If you are not satisfied with the answers, reassess your overall diversity and development plans. Trust and Understanding Are Key While a recruitment strategy is critical, a development and retention strategy is equally important. Be sure to offer your employees customized career development programs throughout their tenure. Bringing in employee network leaders to explore their own development goals is a great example of how to develop and, ultimately, retain your employees. In this instance, include employees and their managers in the programs for maximum ROI. When associates are able to be their authentic selves and open up to their managers to discuss their goals, differences are soon stripped away and replaced by the unifying power of shared experiences, challenges and values. Managers find it much easier to lead or manage people they understand well. Mentor walks are a quick and easy way to forge connections. In this 90-minute event, mentors (leaders and managers) and mentees come together to share development conversations and exercise. Order breakfast and bottled water and provide nametags to set the stage. You can pair mentees with mentors one-on-one or two-on-one. Offer a few conversation starters, such as career goals or A culture of inclusion relies on understanding who your employees are, but also on understanding what they need to reach their full potential in the workplace. Companies that implement and support a truly open and flexible environment, where employees are encouraged to be themselves, will naturally attract a more diverse workforce. For the programs and suggestions offered here to take hold, a deeper trust must exist. Employees must trust that they have support to learn and grow while safely taking risks and bringing fresh perspectives. Leaders must trust that their diversity strategy, when executed properly, will result in a multitude of dividends — financial, operational, reputational and personal. Rob Keeling serves as the vice president of diversity at Capital One Financial Corp. He can be reached at editor@TalentMgt.com. talent management magazine www.TalentMgt.com 43 February 2008 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - February 2008

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

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