Download as PDF, PPTX
Uploaded byLinkedIn Talent Solutions
How to Build and Promote a Diverse Workforce Through Branding
The document discusses strategies for building and promoting a diverse workforce, emphasizing the importance of both diversity and inclusion in fostering employee engagement and organizational performance. It highlights the need for tailored diversity branding and messaging to effectively attract and retain diverse talent, including veterans and women in technology. Additionally, the content suggests innovative approaches to corporate branding and content creation, encouraging collaboration across departments to enhance diversity marketing efforts.
More Related Content
![LinkedIn Jobs: The Secret Ingredient to Your Recruiting Strategy [Webcast]](https://cdn.slidesharecdn.com/ss_thumbnails/7-160720211648-thumbnail.jpg?width=640&height=640&fit=bounds)
![Attract the Top Talent You Will Place [Webcast]](https://cdn.slidesharecdn.com/ss_thumbnails/attractthetoptalentyouwillplacefinal-160209212026-thumbnail.jpg?width=640&height=640&fit=bounds)
![How to Build Your Government Agency's Brand and Attract Top Talent [webcast]](https://cdn.slidesharecdn.com/ss_thumbnails/webcasthowtobuildyourgovernmentagencysbrandandattracttoptalent-160824171716-thumbnail.jpg?width=640&height=640&fit=bounds)
Similar to How to Build and Promote a Diverse Workforce Through Branding
How to Build and Promote a Diverse Workforce Through Branding
- 1. How to Buildand Promote a Diverse Workforce Through Branding
- 2. Melody Cheung Senior TalentBrand Consultant Kirsti Stubbs-Coleman Global Talent Acquisition Program Manager Your Speakers Today
- 3. Agenda 1 2 3 4 The D&I Imperative One Size DoesNot Fit All Q&A
- 4. The Diversity &Inclusion Imperative
- 5. The numbers speakfor themselves…. Diversity’s Dividend 15% Gender diverse companies more likely to outperform financially What’s the likelihood that companies in the top quartile for gender diversity financially outperform companies in the bottom quartile? - Global Study, McKinsey, 2015 35% 1985 18% 2016 % of female Computer Science students Ethnically diverse companies 35%
- 6. Employees with inclusivemanagers are 1.3X more likely to feel that their innovative potential is unlocked 69% of women who off-ramp would have stayed at their companies if they’d had flexible work options Employees who are able to bring their whole selves to work are 42% less likely to say they intend to leave their job within a year Harvard Business Review, “Diversity Doesn’t Stick Without Inclusion” 2.1.17 ….BUT Diversity Doesn’t Stick Without Inclusion
- 7. “Diversity is likebeing invited to the party. Inclusion is being asked to dance.” - Verna Myers, Diversity Advocate “Only when we feel psychologically safe can we unleash our best selves. When we’re part of a team that values our opinion, we speak up and contribute more. Alternatively, when we don’t feel like we belong, we lose productivity because we waste time worrying about it. - Pat Wadors, CHRO of LInkedIn
- 8. LinkedIn’s D.I.B.’s: D&I +Belonging = Employee Engagement “If people don’t see themselves in your marketing materials, they don’t feel included” Talent Attraction Employee Experience Onboarding
- 9.
- 10. Guiding Principle: Your brandis one story told to different audiences Growing favorability Corporate Brand Customers Candidates PressDriving sales Customer Brand Engaging talent Talent Brand
- 12. Understand & CustomizeDiversity Messaging
- 13. Get to Knowyour Diverse Audience Develop customized content that resonates with each group Demographics Who are they? Years of Experience Seniority Industry Skills Function Degree Type Psychographics What are their values and attitudes? Work/life Balance Competitive Pay Challenging Work Good Benefits Inspirational Leaders Behaviors How do they interact with companies? LinkedIn Facebook Job Boards Career Fairs Employee Connections Geography Where are they? Actual geographic locations Cultural Nuances Currently Employed Undergrad Grad School Targeted Audiences
- 15. Value Propositions Rankedby Importance What do Military Candidates care about most when considering a job opportunity? 15 Question asked: Please select the 5 most important factors when considering a job opportunity. Source: LinkedIn Q3 2014 survey; Sample Size: 3,771 63% 56% 43% 40% 39% 37% 36% 31% 31% 27% 24% 23% 23% 22% 7% 61% 52% 31% 29% 43% 32% 30% 37% 30% 26% 30% 33% 32% 26% 7% Compensation Balance Security Impact Challenging Pride Culture Career Path Contributions Superiors Colleagues Development Vision Flexible Transfer Veterans Non-Veterans 2% 4% 12% 11% -4% 5% 6% -6% 1% 1% -6% -10% -9% -4% 0% Compared to Non-Military Military Candidates are more concerned with making an impact than the average LinkedIn member.
- 16. Veterans and MilitaryCandidates Demographics 55%: 15+ years experience Entry Level: customer service, troubleshooting Managers: strategic planning Skills: Business, IT, Engineering Operations, IT Psychographics They care about… Making in Impact #1 Competitive Pay Flexible Work Arrangements A Place That Makes Them Proud Job Security Behaviors LinkedIn More likely to accept an inMail Highly involved in groups High mobile usage Geography DC, LA, San Diego, San Antonio, Seattle Currently Employed Undergrad Grad School Veterans Targeting Messaging
- 17. Roll out theRed Carpet & Segment Messaging to your Audiences LinkedIn Career Page LinkedIn members can now select your audiences from a dropdown menu from your Career Page Examples: Diversity Veterans Students Women in Tech
- 18. Take Action ThroughMessaging, Educate Recruiters Wells Fargo’s goal • Hire 20,000 Veterans by 2020 • Reverse perception of poor Work/Life Balance Strategy • Series of ongoing posts highlighting team members making an impact on their communities & promoting Work/Life Balance Measure • Measure change in perception and recruiter feedback
- 19.
- 20. What Do WomenWant?
- 21. Women in Technology Demographics Whoare they? Years of Experience Seniority Industry Skills Function Degree Type Psychographics They care about… Work/life Balance Flexible Work Arrangements Competitive Pay Challenging Work Making an Impact Behaviors How do they interact with companies? LinkedIn Facebook Tech Career Fairs Geography Where are they? Actual geographic locations Cultural Nuances Currently Employed Women in Tech Targeting Messaging
- 22. Organize, Brand, andMeasure Professional Personal Behavioral Professional Value Prop Platforms Veterans • 55%: 15+ years experience • Skills: Business, IT, Engineering • Operations, IT • DC, LA, San Diego, San Antonio, Seattle • Currently Employed • Undergrad • Grad School • More likely to accept an inMail • Highly involved in groups • High mobile usage • Making in Impact #1 • Competitive Pay • Flexible Work Arrangements • Pride in work & Co. • Job Security Women in Tech • Most in QA & Test • Least in Embedded & Application • Bay Area, NYC, Seattle, Boston, DC • Passive • Highly communicative in groups • High mobile usage • Follow Companies where they want to work • Work/life Balance • Flexible Work Arrangements • Competitive Pay • Challenging Work • Making an impact Diverse Youth • HBCUs • Internships • Attend Events • Community-Oriented • Interested in Mentors • Enjoy personal communication • Follow Influencers • Highly receptive to targeted messaging • Highly Social • 75% research companies • Most Engaged Audience on LinkedIn • High mobile usage • Work/life Balance • Competitive Pay • Culture • Strong Career Path • Pride in Work & Co.
- 23.
- 24. It’s Easier thanYou Think to Get Content Get authentic content from your own employees just being themselves, borrow from your own blogs
- 25. 25 Enlist an InternalSocial Swat Team Willing to Share
- 26.
- 27.
- 28. RECRUITMENTMARKETING D I VE R S I T Y D I V E R S I T Y
- 30. OPPORTUNITY FOR ALL Di v e r s i t y + I n c l u s i o n S t a r b u c k s C o l l e g e A c h i e v e m e n t P l a n V e t e r a n s + M i l i t a r y S p o u s e O p p o r t u n i t y Y o u t h
- 31. What is theideal outcome? Who is our audience? How do we need to engage with them? What tools or channels align audience + outcome ?
- 32. BRAND CONVERSIONINFLUENCE Free Channels,Broad Reach Your career site Job Understand what tool drives what outcome. Not all tactics achieve the same objectives!
- 33. OPPORTUNITY YOUTH AUDIENCE CONSIDERATIONS EffectiveJob Ads Appealing Benefits Store Locations + Design Associations Customers Process for Application Career Site Job Boards + Channels
- 34. • Google Analytics •Visit to Career Site • Visits to micro sites • Applications – before, during and after • CPA – cost per application (channel spend vs. total applications) KEY METRICS
- 35.
- 36. Key Takeaways Research &Educate: Get to know your audiences Customize your diversity marketing message but align them to your company’s Mission & Values Partner outside of Talent Acquisition for Content • Marketing, Social, Digital, and PR • Corporate Communications • Employee Resource Groups • Events Staff • Social Responsibility • University Recruiting 1 2 3
- 37.
- 38.