In this piece, I would like you to consider three surveys / reports around the topic of inclusion, diversity and talent management.
1. LinkedIn’s recruiting trends
For the year 2018, LinkedIn’s recruiting team had identified four major trends in recruiting globally. According to them, hiring great talent will be much harder in a few years.
- « Diversity: the new global mindset
- Candidate assessment tools: newest ways to identify top performers
- Data: the new corporate superpower
- Artificial Intelligence: your secret workhorse »
You can access more details about their findings and their report via this piece that I wrote by clicking here.
2. The 2018 HR Barometer
Also for 2018, the HR Barometer by Vlerick business school and Hudson which surveyed the HR Directors of the Bel 20 organisations and the 200 largest Belgian for-profit organisations (in terms of employee numbers), found the top 3 priorities were selection & recruitment, leadership development and talent management.
The least important priorities were diversity, competency management and prepare organisation for stagnation / Downsizing.
You can access a summary of the HR Barometer by Vlerick business school and Hudson via the link here.
3. The 2012 Diversity Barometer (employment)
A final piece that I would you to reflect on and share you feedback is the ‘2012 diversity barometer on employment’ by Unia. In this report, they mention a survey called ‘The Gatekeepers’. From this research, it appears that 10% of HR Managers think that « hiring candidates with foreign origins is riskier ».
- Do you agree or disagree with this statement? And why?
- Which are the strategic skills and positions that you are struggling to recruit?
I am aware this may be an uncomfortable conversation. My point is that I want to learn from diverse prospective and experiences on your talent management practices. I am curious to understand what leads 10% of HR Managers to believe that. If you feel like sharing, I will not judge you. I will not report your views to the Equal Opportunity Center (Unia). I am not an angry black male, I have a thick skin and I am not searching for dialogue full of political correctness.
Would you agree to share a face-to-face conversation or a call?
« Being resilient has no race ».
Grégory Luaba Déome
Contributing to more inclusive workplaces
More from me on Ethnostratification and Diversity Strategy:
Born in Congo, I am committed to developing more inclusive workplaces. My passion is to enable others to achieve their potential and to advance equity in corporate Brussels.
About eight years ago, a friend told me something like « in my company, they consider me as a high potential. I participated to the annual event of our industry, 500 people – la crème de la crème – and I was the only non-white in the room. A journalist even came to me and discreetly asked « what about upward mobility »? The problem is that in our industry, the majority of the workers at the bottom of the pyramid are non-whites. The higher you go in the hierarchy, the whiter it becomes. »
What is systematically happening in the mid-to-senior executive levels that you’re not reflecting the cultural diversity of the city that you’re in?