1、2022 Recruiting Trends:Diversity2022 Recruiting Trends:Diversity 2Table of ContentsIntroduction .3“Difficulty Meeting Diversity Goals”as a Top-3 Challenge of 2022.8Barriers to Improving Diversity .12Diversity and Remote Work.172022 Diversity Goals and Initiatives .20Tracking Diversity Through the Hi

2、ring Funnel.265 Steps Talent Leaders Can Take for Diversity,Equity,and Inclusion .27About Our Respondents .33How Gem Can Help .352022 Recruiting Trends:Diversity 3Gem recently ran a survey of more than 500 talent acquisition professionals to better understand priorities,pain points,and goals as recr

3、uiting teams head into 2022.It would be an understatement to say that one consistent theme in responses concerned diversity,equity,inclusion,and belonging(DEIB)as it relates to hiring.IntroductionRegardless of role or company size,talent professionals across the board ranked“diversity hiring”as the

4、most important trend in the recruiting industry for 2022.Other trends they ranked as criticalembracing remote/flex/hybrid work,rethinking role requirements,and pay transparencyall feed into diversity.Whats more,“difficulty meeting diversity goals”was among the top-3 hiring challenges talent acquisit

5、ion professionals anticipate their organizations will experience in 2022coming in only behind“difficulty finding qualified candidates”and“uncompetitive offers.”No doubt,diversity will continue to be an urgent topic in talent acquisition,and diversity strategies an integral element of exceptional cul

6、ture and team-building.In the following,we give you a long glimpse into how your peers are thinking about diversity in their respective organizations:what their goals and initiatives look like,how theyre tracking,where theyre challenged,and how remote hiring has impacted diversity on their teams.Wev

7、e also included a list of steps that talent leaders can take for DEIB at their organizations.Read on for both a birds-eye view of the diversity landscape,and detailed observations from your wise and thoughtful peers.“Diversity hiring”ranked as the most important trend in the recruiting industry for

8、2022.2022 Recruiting Trends:Diversity 4Talent professionals ranked“difficulty meeting diversity goals”as the#3 recruiting/hiring challenge for 2022.ICs ranked“meeting diversity goals”as a slightly more pressing challenge than talent leaders did;and recruiting professionals at larger orgs appeared sl

9、ightly less concerned about meeting those goals than their counterparts at smaller companies did.This suggests that the brunt of the weight for meeting diversity goals rests on the shoulders of ICs,and TA teams at larger organizations are more likely to believe they have the resources needed to meet

10、 them.The biggest barrier to improving diversity by far,talent leaders told us,is finding underrepresented talent to begin withan obstacle thats required teams to stop“relying too heavily on one platform(the big LI),”as one talent leader put it,and start seeking out job boards,platforms,and organiza

11、tions where historically underrepresented and/or marginalized talent hangs out.The second-biggest barrier to improving diversity in hiring is moving URG candidates through the funnel once theyre in it.Talent leaders at smaller orgs are more than 3x as likely to say their company decided to go fully

12、remote during COVID than talent leaders at enterprise orgs are(34%v.10%).Given that the majority of leaders say remote hiring helped improve workplace diversity during COVID,one best guess is that smaller companies might find it easier to hit their diversity goals over the long run because of remote

13、 or remote-first cultures.Over half(55%)of sourcers and recruiters at smaller companies say they have formal diversity hiring initiatives or diversity goals in place,while nearly (74%)of sourcers and recruiters at enterprise orgs say they do.ICs at enterprise companies are twice as likely(11%v.22%)t

14、o say their diversity initiatives are“very successful.”Just over half(54%)of sourcers and recruiters at smaller organizations say they track diversity through the hiring funnel.68%of sourcers and recruiters at enterprise companies say they track this data.2022 Diversity Recruiting:Key Takeaways2022

15、Recruiting Trends:Diversity 579%Diversity hiring64%Talent sourcing63%Fully embracing remote/flex/hybrid work62%More data-driven recruitment practices42%Hiring for soft skills and potential/rethinking role requirements34%Pay transparencyWhat are the most important trends in the recruiting industry th

16、at you anticipate for 2022?Q.2022 Recruiting Trends:Diversity 6Top-3 anticipated recruiting trends by role and company size:What are the most important trends in the recruiting industry that you anticipate for 2022?Q.79%Diversity hiring72%Talent sourcing67%Fully embracing remote/flex/hybrid workICS

17、AT SMALLER ORGS82%Diversity hiring71%Talent sourcing68%Fully embracing remote/flex/hybrid workICS AT ENTERPRISE ORGS75%Diversity hiring59%Talent sourcing58%More data-driven recruitment practicesTALENT LEADERS AT SMALLER ORGS78%Diversity hiring73%More data-driven recruitment practices64%Fully embraci

18、ng remote/flex/hybrid workTALENT LEADERS AT ENTERPRISE ORGS2022 Recruiting Trends:Diversity 7Would you be willing to elaborate on your answer?“Diversity has been a buzzword for a long time and I dont know if anyone has really cracked the code there.”“Given the current climate,organizations have to p

19、ut diversity metrics in place.”“Were going to see more structured interviews and increases in diversity hiring because companies are able to hire people from different parts of the world.”“Our interview structure and unconscious bias trainings(diversity hiring)has become a priority for retention pur

20、poses.”“Pay transparency continues to be huge,which goes hand in hand with DEIB recruitment efforts.”“Companies in jurisdictions without pay transparency legislation will start to see legislative changes as there is a greater push for pay equity.”“Im asked in almost every interview about remote work

21、&DEIB initiatives.”“Most important?Diversity,inclusivity,and equal opportunity.”“Were already participating in structured interviews on some teams,and working on rolling out pay bands for all roles which will provide pay transparency.Diversity recruiting is top-of-mind and will only continue.Weve be

22、en speaking a lot about skills-based hiring and will move in that direction more.”“Diversity,transparency,bias are all items that people care about and having the data to back it up will be critical for companies.”2022 Recruiting Trends:Diversity 847%of ICs at smaller orgs,39%of ICs at enterprise or

23、gs,30%of talent leaders at smaller orgs,and 33%of talent leaders at enterprise orgs say that meeting their business diversity goals will be one of the hardest challenges for their teams this yearputting“difficulty meeting diversity goals”as the#3 recruiting/hiring challenge for 2022.“Difficulty Meet

24、ing Diversity Goals”as a Top-3 Challenge of 2022What are the biggest recruiting/hiring challenges you anticipate for your org in 2022?Q.55%Difficulty finding qualified candidates44%Uncompetitive offers37%Difficulty meeting diversity goalsICs tended to rank“meeting diversity goals”as a slightly more

25、pressing challenge than talent leaders;and recruiting professionals at larger organizations appeared,on the whole,less concerned about meeting those goals than their counterparts at smaller companies.This suggests that the brunt of the weight for meeting diversity goals rests on the shoulders of ICs

26、,and that talent acquisition teams at larger organizations are more likely to believe they have the resources they need to meet them.2022 Recruiting Trends:Diversity 9Here are top challenges broken down by role and company size:What are the biggest recruiting/hiring challenges you anticipate for you

27、r org in 2022?Q.55%Difficulty finding qualified candidates47%Uncompetitive offers47%Difficulty meeting diversity goalsICS AT SMALLER ORGS25%Nurturing passive talent over the long term22%Inefficient interview process50%Difficulty finding qualified candidates48%Uncompetitive offers39%Difficulty meetin

28、g diversity goalsICS AT ENTERPRISE ORGS32%Nurturing passive talent over the long term19%Sourcing/recruiting in new geos2022 Recruiting Trends:Diversity 10What are the biggest recruiting/hiring challenges you anticipate for your org in 2022?Q.Here are top challenges broken down by role and company si

29、ze(continued):61%Difficulty finding qualified candidates44%Nurturing passive talent over the long term37%Uncompetitive offersTALENT LEADERS AT SMALLER ORGS30%Difficulty meeting diversity goals27%Undefined talent/employer brand53%Difficulty finding qualified candidates44%Uncompetitive offers36%Nurtur

30、ing passive talent over the long termTALENT LEADERS AT ENTERPRISE ORGS34%Lack of data(outreach activity,pipeline stats,forecasting data,etc.)33%Difficulty meeting diversity goals2022 Recruiting Trends:Diversity 11Would you be willing to elaborate on your answer?“Diversity goals-challenged by a histo

31、rically homogenous industry and further narrowed by locational restraints.”“We have to overcome the diversity gap that already exists and is making it more challenging to attract and hire diverse talent.”“We need more diversity in tech.Going back one,we need more diversity in tech schools.”“Certain

32、geographies lack diversity and its an ultra competitive marketplace for hiring right now.”“We have made decent strides towards our diversity goals.The most important piece will be to continue driving a percentage point or part of a percentage point upwards.”“We have shied away from investing in our

33、referral program because it has been a limited source of diverse talent(people tend to refer people that look like them),however were losing out on a great source of candidates.”“Our goal is to coach our managers to make an equitable and fair interview process,reduce subjectivity.”“Our current goal

34、is 20%diversity outreach and its tracked only by written affiliation on LinkedIn pages.”2022 Recruiting Trends:Diversity 12The biggest barrier to improving diversity by far,talent leaders told us,is finding underrepresented talent to begin withan obstacle thats required teams to stop“relying too hea

35、vily on one platform(the big LI),”as one talent leader put it,and start seeking out job boards,platforms,and organizations where historically underrepresented and/or marginalized talent hangs out.The second-biggest barrier to improving diversity in hiring is moving URG candidates through the funnel

36、once theyre in it.Talent leaders who are tracking the data attributed these drop-offs in their hiring funnels either to bias in their processes or to the number of opportunities URG talentlet alone talent on the wholehas access to right now.Barriers to Improving Diversity Retention of underrepresent

37、ed employees came in as the third-biggest barrier,suggesting that teams need to pay attention to the“E”and“I”of DEI in their organizations as much as they do to the“D.”Its one thing to hire a diverse team;its another to afford them equitable opportunities and a culture of belonging to keep them ther

38、e.2022 Recruiting Trends:Diversity 13What are your biggest barriers to improving diversity?Q.57%Finding underrepresented talent20%Moving diverse candidates through our hiring funnel18%Were not tracking diversity,so I dont knowTALENT LEADERS AT SMALLER ORGS13%Retaining underrepresented employees10%Ge

39、tting underrepresented candidates to accept our offer53%Finding underrepresented talent30%Moving diverse candidates through our hiring funnel22%Retaining underrepresented employeesTALENT LEADERS IN ENTERPRISE ORGS14%Getting underrepresented candidates to accept our offer12%Were not tracking diversit

40、y,so I dont know*Respondents who selected“Other”added comments such as:“Identifying underrepresented talent with invisible underrepresented identities”;“Getting the executive team to decide on KPIs”;“Getting leadership on board with change management re:how we source and interview”;“Navigating globa

41、l laws and regulations around data collection”;“Inability to accurately report on the current state of the funnel to know where we are falling short”;“Having consistent hiring practices in place that control for how we measure and vet for experience and skillset”;“Consistent ways in which we intervi

42、ew and control for bias”;and“Compensation.”15%Were not experiencing any barriers,and were meeting our diversity goals6%Other10%Other12%Were not experiencing any barriers,and were meeting our diversity goals2022 Recruiting Trends:Diversity 14Would you be willing to elaborate on your answer?Lack of in

43、dustry diversity“I work in the Public Relations industry which is nearly 90%white(and mostly women).Our goal is to diversify through all means(gender,LGBTQ,military,etc)but with an emphasis first on race/ethnicity.This is a challenge in this specific industry,given the lack of diversity that already

44、 exists.”“We recruit from traditional finance and licensed talent for a good chunk of our roles,and that has traditionally not been well represented.”“Particularly challenging for engineering.Since most of our engineering hiring is mid-to-senior level,simply finding underrepresented talent and getti

45、ng them in our pipeline for these more senior roles has been challenging.”“Some skill sets(sales)are predominantly white males.Its hard to find women or people of color in general,let alone those who fit the specific skill set were targeting.I wish we could source by ethnicity so I could say to my H

46、M:There are only this many people of color in this space.We have to think more open-mindedly about our criteria.”Lack of data“We dont always have full visibility into a candidates demographics until advanced stages of the process.”“Top of funnel is where Id love to see the biggest increase in divers

47、ity,but that requires talent professionals to make assumptions about a candidate.Its hard to gauge how diverse your candidate funnel is without knowing how they self-identify.”“There are certain aspects of tracking diversity which are difficult,e.g.due to navigating regulations around data collectio

48、n.”“The biggest barrier is data&enough resources to build a well-thought-out strategy around it.We know we need to find and assess talent and get candidates to accept,but we dont have a fully fleshed-out plan or enough resources to track goals team by team.”Difficulty finding/sourcing“We also strugg

49、le to find underrepresented talent but I dont like that option as an answer because that implies it isnt out there.I believe the industry relies too heavily on one platform(the big LI)and not all talent communities use this to be reached.”“Since the market is so competitive,especially when sourcing

50、through LinkedIn,were starting to invest in additional sourcing tools to increase our talent reach and enable us to find more underrepresented talent.”2022 Recruiting Trends:Diversity 15Would you be willing to elaborate on your answer?“Being able to find the boards and platforms that underrepresente

51、d talent are using daily is important.”“Many D&I prospects are not hiding in plain sight,so were developing new ways of finding and engaging with them.”“Lack of female applicants.”“We dont have great employer branding and so our inbound applicants are few and far between.This results in disproportio

52、nate backgrounds in our candidate pool.”“We need to invest more in sourcing for underrepresented talent-more sourcers,better systems,etc.”Bias in the process“I had to do a retro on our pipeline as it was more challenging to have women go through the hiring process,and the data showed it.”“I think th

53、eres still some similarity bias that exists regarding culture“fit”and/or experience,especially in later stages of the hiring funnel.”“Working on understanding why URG candidates are not making it further down the funnel.”“Higher drop-off for diversity throughout the funnel-working to identify root c

54、auses currently.”“We have a hard time finding diverse talent and dont have great bias trainings in place,which means they often dont progress well in our funnel.”“We serve mostly black and brown students so we strive to have a staff representative of that.Sometimes they do not interview well;hiring

55、manager biases or systems of oppression of a white dominant culture do not keep our staff of color here.”Difficulty selling/closing“We need to do a better job selling ourselves to these candidates as well as preparing them to be successful in our process.”“Other companies competing for underrepresen

56、ted talent drives up the market rate,which makes it difficult to close them.”“Since URM talent is so in demand,they typically get pulled away with raises and promotions.The fight for talent in this market is as hot as it has ever been and our offers are not as competitive.”“Its a big challenge to cl

57、ose candidates from underrepresented groups because of how many opportunities they are considering.Given were a small startup,we cant compete with the equity and base salaries that FAANG companies offer to URG candidates to meet their diversity goals.Our focus next year will be to create a pipeline

58、from university URG candidates to bring them into tech and nurture their growth in the industry.”2022 Recruiting Trends:Diversity 16Would you be willing to elaborate on your answer?Successes“Our first year or two in business we were male-heavy;but because we actively realized it,we spent more time r

59、ecruiting from different networks and getting more introductions through referrals.This helped us even out our gender diversity.”“We have started to hire junior URM candidates and train them.”“With our sourcing outreach weve been able to ensure we have a diverse pipeline and make a meaningful impact

60、 on our diversity hiring goals.”“We have a DEI department who actively helps with our recruiting initiatives.We also have a diverse Talent team so I believe recruiting diversity candidates comes as almost second nature.”“Our company goal is to be at least 50%URGs.We are a pretty diverse company,but

61、it takes intention and consciousness as well as ensuring that our processes are allowing equitable opportunity.This is a priority for us,and we continue to expand and improve our DEI strategy.”Talent leaders at smaller orgs are more than 3x as likely to say that their company decided to go fully rem

62、ote during COVID than talent leaders at enterprise orgs are(34%v.10%).Theyre also less likely to say that their business will eventually expect new hires back in an office at least part-time.Given that the majority of talent leaders say remote hiring has helped improve diversity in their orgs during

63、 COVID(59%of leaders in smaller orgs and 54%of leaders in enterprise orgs say as much),one best guess is that smaller orgs might find it easier to hit their diversity goals over the long run because of remote or remote-first cultures.34%Yesour company has decided to go fully remote10%Yes,but eventua

64、lly well expect our new hires back in an office at least part-time9%Other33%Remote options currently depend on department and role7%NoDiversity and Remote Work9%No55%Remote options currently depend on department and role2%Other16%Yes,but eventually well expect our new hires back in an office at leas

65、t part-timeIs your organization hiring for remote roles in 2022?Q.2022 Recruiting Trends:Diversity 17TALENT LEADERS AT SMALLER ORGSTALENT LEADERS AT ENTERPRISE ORGS7%We are making decisions about remote work on a month-to-month basis*Respondents who selected“Other”added comments such as:“We have alw

66、ays been 100%remote”;“Remote-first hybrid”;“Remote first,but quarterly in-office requirements”;“Fully remote or in-person possible for almost every role”;“We have offices but people only go in if they want to”;“We are hiring remotely across the US but employees also have an option to be based in off

67、ice if they live in the vicinity”;and“We need to stabilize and then we can look at remote roles.”8%We are making decisions about remote work on a month-to-month basis10%Yesour company has decided to go fully remote2022 Recruiting Trends:Diversity 18*Most respondents who selected“Other”said that thei

68、r organizations have been remote all along.Others noted that while hiring remotely gives them more geographies to hire from,so many companies are hiring remotely that the competition for talent has remained the same.54%Yes1%Other5%N/A15%No25%I dont knowDo you think remote hiring over the last year h

69、as helped improve diversity in your org?Q.9%N/A4%Other59%YesTALENT LEADERS AT SMALLER ORGSTALENT LEADERS AT ENTERPRISE ORGS12%No16%I dont know2022 Recruiting Trends:Diversity 19If so,how?“Without having requirements for folks being in the office,we have the flexibility to go where the talent is.This

70、 means we can venture into different parts of the world.”“Markets with greater diversity are in play now more than they were before the pandemic.”“It has allowed us to cast a wider net when it comes to sourcing individuals.As an early-stage startup with only 1 location,we would be very limited if we

71、 were to not accept remote people.”“Remote interviewing has helped us with diversity hiring as it removes some of the bias(e.g.,first impressions that can form when meeting someone in real life)and makes interviews more accessible to everyone(since there is no travel involved).”“It has allowed us to

72、 source for talent in areas where systematically oppressed groups often live.”“We were able to enter into geographies where wed never hired from before.We were able to hire more female employees on our engineering team.”“Historically we have only supported folks at our headquarters in SF.Our entire

73、Software Department has gone remote,allowing us to reach technical talent in regions that wouldnt normally consider applying.”“Candidates are provided the flexibility to commit to a position regardless of child care status,COVID caution,and location/commute requirements.”“Were able to bring in talen

74、t that otherwise would not be able to join us,like full-time-stay at home parents or people with mobility issues.”“By tapping into wider talent markets,e.g.people with care responsibilities who either cannot or prefer not to travel into the office daily,talent who have moved away from the city,or wh

75、o prefer flexibility in their work.”“Its allowed for more flexible working for employees who are single parents,new parents.Its allowed employees to move from urban centers into more affordable and larger spaces.I feel we have a better chance of hiring more senior talent whove left the city due to t

76、he cost of living for a family.”“Being able to attract great candidates that are willing to change their current job without uprooting their life.”“a)bigger reach and candidate pool.b)stronger incentive to candidates(people WANT to work remote).”2022 Recruiting Trends:Diversity 20Talent leaders at e

77、nterprise orgs are somewhat more likely(72%v.66%)to say their team has a formal diversity hiring initiative or diversity goals in place than talent leaders at smaller orgs are.(Regardless of company size,most of these goals are internal rather than public.)The majority of talent leaders with formal

78、diversity goals and initiatives(56%of smaller orgs and 59%of enterprise orgs)say these initiatives consider diversity across the boardgender and racial diversity,alongside other considerations such as veteran or LGBTQIA+status.15%Yes,and they are public51%Yes;they are internal6%Other25%No3%I dont kn

79、ow2022 Diversity Goals and Initiatives9%I dont know17%No2%Other27%Yes,and they are publicDoes your team have a formal diversity hiring initiative or diversity goals in place?Q.2022 Recruiting Trends:Diversity 20TALENT LEADERS AT SMALLER ORGSTALENT LEADERS AT ENTERPRISE ORGS*Respondents who selected“

80、Other”added comments such as:“We are in the process of developing those for 2022”;“This is currently in development”;“In development as we are scaling”;“Its part of our values,culture,and identity as diversity ambassadors,but we dont have targets specifically”;and“We just hired our first dedicated S

81、r Mgr of DEI and we will be discussing formal diversity hiring initiatives in 2022.”45%Yes;they are internal2022 Recruiting Trends:Diversity 21*Respondents who selected“Other”added comments such as:“All the TA team apply a full DE&I approach to attraction and engagement”;“Gender and internationality

82、 with awareness of other kinds of diversity,but KPIs for gender/internationality”;“Not sure yet since our diversity hiring strategy has not been finalized”;and“We live in a diverse environment so no real need to be so decisive.”31%Both gender and racial diversity3%Racial diversity only4%Other59%Gend

83、er and racial diversity,alongside other considerations(age,LGBTQ,veteran status,etc.)If so,what is included in your diversity hiring initiative?Q.7%Other2%Racial diversity only29%Both gender and racial diversityTALENT LEADERS AT SMALLER ORGSTALENT LEADERS AT ENTERPRISE ORGS56%Gender and racial diver

84、sity,alongside other considerations(age,LGBTQ,veteran status,etc.):6%Gender diversity only3%Gender diversity only2022 Recruiting Trends:Diversity 22Over half(55%)of sourcers and recruiters at smaller companies say they have formal diversity hiring initiatives or diversity goals in place,while nearly

85、 (74%)of sourcers and recruiters at enterprise orgs say they do.ICs at enterprise companies are twice as likely(11%v.22%)to say their diversity initiatives are“very successful.”When we asked ICs to elaborate,some patterns emerged:A focus on top-of-funnel diversity outreach and what one recruiter cal

86、led“mindful sourcing”;55%Yes7%Other30%NoDoes your team have a formal diversity hiring initiative or diversity goals in place?Q.The fact that top-of-funnel diversity doesnt always trickle down due to biases further down the hiring funnel;and While diversity is top-of-mind for many sourcers and recrui

87、ters,they either have initiatives without goals,or goals that arent measured or trackedso its hard to know if teams are trending in the right direction,or how to optimize.74%Yes4%Other17%NoICS AT SMALLER ORGSICS AT ENTERPRISE ORGS8%I dont know5%I dont know*Respondents who selected“Other”added commen

88、ts such as:“Currently working on it”;“Nothing formal but its a focus for our team in general”;“Yes,but not metrics-driven”;“My team doesnt but we have a team dedicated to D&I”;“We are making stronger efforts for reachouts,tracking,and better interview processes but we are not working towards targets

89、”;and“We have a diversity initiative but no set goals:TBD on 2022.”2022 Recruiting Trends:Diversity 23If so,how successful would you say your diversity initiative is?Q.42%Somewhat successful11%Very successful13%Not very successful48%Somewhat successful22%Very successful10%Not very successfulICS AT S

90、MALLER ORGSICS AT ENTERPRISE ORGS34%N/A20%N/A2022 Recruiting Trends:Diversity 24Would you be willing to elaborate on your answer?Strategies“We have a lot of diversity and inclusion programming;we conduct training on diversity hiring;we make sure to have balanced interview panels;we collaborate with

91、various external diversity organizations.”“We have built up our diversity recruiting team and choose agency partners who value diversity.”“We have diversity virtual speakers and attend diversity virtual hiring events with AfroTech and Lesbians Who Tech.”“The business has organized specific bootcamps

92、 and tech talks to empower diversity hiring.”“We do sourcing jams.”“Our company has special programs for females who want to start their career again after any kind of break.”“We have a dedicated diversity sourcing team that reaches out to DEI candidates only.We also have rules set in place to inter

93、view a set amount of diverse candidates before non-diverse candidates can come into the process.”“We apply the Rooney Rule where 2 diverse candidates must be interviewed by the Hiring Manager before an offer can be extended to a non-diverse candidate.”“50%balanced candidate slate at onsite.”“We have

94、 target metrics for diversity outreach.Certain positions we do have goals to interview diverse candidates before making a final decision or closing the req.”“For outbound,we try to reach out to more diverse candidates(women,POC,non-binary folks)to balance out our applicant pool from inbound candidat

95、es.”“Our company as a whole has a DEI goal in place.As a sourcer,I am supposed to reach out to 25%of URG candidates each week.”Successes“We have increased diversity across the organization by ensuring our pipeline includes diverse candidates,ensuring our interview panels are representative of the di

96、versity at our organization,and publicizing our commitment.”“Weve been able to adapt our infrastructure to people with disabilities,we were able to attract new candidates from more diverse groups and to do that weve worked on mitigating bias internally.”“We track metrics and see something like a 2%i

97、ncrease across most groups as far as diversity recruiting on a semi-annual basis.”2022 Recruiting Trends:Diversity 25Struggles“Its something that we are actively working to improve in terms of sourcing and outreach.Its challenging to train hiring managers in diversity sourcing tools,but we dont disc

98、uss candidates backgrounds or identities with interviewers so increasing diversity at the top of the talent pool is the most impactful thing we can do.(Though we do have unconscious bias training,general interviewer training,and structured interview plans to help!)”“Still figuring out a way to best

99、track and have people voluntarily self-report their backgrounds.”“We strongly encourage sourcers to reach out to candidates from diverse backgrounds,but we dont have any set goals in place.I think we would be more successful if we set goals around time spent on sourcing for diversity.”“We have dedic

100、ated sourcing sessions where the focus is only on diversity candidates.However,we do not see a great response from the candidates in terms of response rates.”“We can fill top-of-pipeline with diversity candidates but that doesnt always mean that will impact the hired metrics.”“Diversity hiring is fr

101、ont of mind at sourcing,but I would like to see more folks actually hired.”“We have initiatives in place to provide a diverse slate of candidates to hiring managers,but ultimately its their call who to hire.A lot of times it is not the diverse candidate.”“Hiring managers have a lot of biases regardi

102、ng the school candidates graduated from.If were always targeting Ivy League schools chances are were not going to find the most diverse talent.”“Weve partnered with DEI consultants.We have courses and workshops,and hiring teams go through unconscious bias training.But there are no formal targets and

103、 I think diversity has improved but there is no specific data to support this.”“Diverse talent is being continually identified by our sourcing team,which turns into interviews and hires,but I dont see that its being measured.At least its not being communicated back to the team if it is being measure

104、d,and therein to the business.”“In Engineering,we were able to increase gender diversity hires from 17 to 26%.But without the proper management training,we fear we wont retain this talent.Thats why we need to continue our efforts next year.”“We are growing at rapid speed(building the plane while fly

105、ing it)so we do our best but there is room for improvement.”“Limited team bandwidth combined with high volume of headcount+high D&I hiring goals has made it really difficult to efficiently and effectively focus on diversity hiring.Lack of time to really dedicate to diversity sourcing+follow ups.”“Wh

106、ile our clients often have these,as a consulting agency we dont have our own goals in place.I sometimes wish we did.”2022 Recruiting Trends:Diversity 26Just over half(54%)of sourcers and recruiters at smaller organizations say they track diversity through the hiring funnel.68%of sourcers and recruit

107、ers at enterprise organizations say they track this data.Tracking funnel activity not only allows TA teams to identify bottlenecks in the hiring process overall and optimize for speed and candidate experience.It also allows them to see where certain demographics might be dropping out of process more

108、 often than others are.Thats where you might be dealing with human bias or process bias.Tracking Diversity Through the Hiring Funnel*Respondents who selected“Other”added comments such as:“It depends on the role”;“Some do and some dont”;“No,but this is something we would like to start tracking”;“Its

109、a work in progress”;“How does one label a diverse candidate?Im looking at resumes,nothing else”;and“The game-changer has been tracking diversity in sourcing(thanks to Gem!).This has enlarged our diversity pool and resulted in better offer-to-hire rates.”Does your team currently use data to track div

110、ersity throughout the hiring funnel?Q.54%Yes4%Other68%Yes29%NoICS AT SMALLER ORGSICS AT ENTERPRISE ORGS3%Other42%No 2022 Recruiting Trends:Diversity 27The strongest diversity hiring initiatives begin at the top of the funneloften with passive talentbefore prospects even apply.Thats because most chan

111、nels(think referrals and inbound)are inherently less diverse;so if your talent team isnt actively sourcing and nurturing a diverse talent pool,you wont see a diverse pipeline,a diverse set of interviews,or a diverse team.This means sourcers and recruiters have perhaps the most important role to play

112、 in the“D”of a companys DEIB initiatives.But as a talent leader,you dont get to ignore the other letters in that acronym:equity,inclusion,and belonging.Indeed,E,I,and B need to be baked into your organization before your diversity initiatives even begin.5 Steps Talent Leaders Can Take for Diversity,

113、Equity,and InclusionTalent acquisition leaders occupy a crucial space between recruiters and upper management.As such,theyre in a position to educate their teams on strategies for sourcing more diverse talent pools and best practices for outreach and nurture campaigns.But theyre also in a position t

114、o affect the kinds of organizational change essential to inclusive environments:holding hiring teams accountable for checking their biases during interviews,or strategizing with managers to cultivate cultures of belonging on their respective teams.After all,if new hires dont stick around,the burden

115、is back on recruitment to uncover more talent for the companys diversity initiatives.And so begins a vicious circle of getting more candidates in the door who walk out as quickly as they walked inbecause there are no structures to support them once theyre there.Recruiting for an organization that pr

116、ioritizes diversity,equity,inclusion and belonging may mean adding a few more elements to your job description.But theyre elements that will make your job easierand your organization betterin the long run.Here are five steps you can take for DEIB in your company before your sourcers even send that f

117、irst outreach.1.Clear up Some Common Misconceptions Theres no better place to begin than with recruiters and employees mindsets.If your TA team or other employees cant fully get behind your organizations DEIB initiativeswhether consciously or subconsciouslyyoull encounter obstacles at every step of

118、your hiring process.Here are some misunderstandings worth clearing up:2022 Recruiting Trends:Diversity 28Diversity hiring doesnt“lower the bar.”The goal of diversity hiring is to identify andas thoroughly as possibleto eliminate the procedures and biases that have kept some of the best and most qual

119、ified talent from your organization until now.In that sense,diversity hiring is actually more merit-based than hiring practices that dont take diversity into account.It broadens your prospect pool exponentially,giving you access to even more qualified talent.As Aubrey Blanche,Senior Director of Equi

120、table Design,Product,&People at Culture Amp,put it:“Im actually asking you to raise the bar.A lack of diversity is the first indication that a company isnt a meritocracy.So really,the jokes on you because youve already lowered the bar without realizing it.”If anything,companies that continuously fav

121、or candidates whove enjoyed the most privilege are lowering the bar:theyre bringing on talent that hasnt been forced to think critically about the intersectional political implications of systems,or how the products they make affect peoples lives.(See Faruk Ate“Open Letter to Tech Companies.”)If you

122、 find yourself up against this argument,Ate letter is a great resource to send.You might also ask exactly what your organizations“bar”is.Theyll likely struggle to answer that one.Diversity initiatives dont seek to exclude or malign non-minority talent.For White,cisgender,heterosexual mentypically th

123、e majority in a given organizationdiversity initiatives can manifest in feelings of being threatened.Majority employees sometimes interpret diversity initiatives as something theyre“on the wrong side”of,or as a conversation meant to exclude them.But there is no wrong side of diversityindeed,the dive

124、rsity initiatives of a company made up primarily of queer Black women would include strategies to source straight White men.As such,diversity is relative.Whats more,no one is trying to exclude White men from the conversation.On the contrary,you need everyone to be part of the dialogue!And you need e

125、veryones efforts to make these initiatives happen.Make sure your majority talent knows that they,too,contribute to a diverse workforce.Give them roles to play in your initiatives,if thats helpful.Just because you support diversity initiatives doesnt mean you dont have unconscious biases.Studies show

126、 that even self-professed egalitarians make subconscious associations that they dont consciously agree with.We cant discount how influential and deeply ingrained these associations are.For example,as recently as 2017,data from 80,000 recruiters worldwide revealed that when recruiters source candidat

127、es on LinkedInregardless of the gender of the sourcertheyre more likely to click into male profiles.(LinkedIn confirmed this in its 2018 Gender Insights Report:recruiters were 13%less likely to click into a womans profile when she showed up in a search.In 2022,theyre still 3%less likely to do so.)Th

128、e takeaway?Unconscious bias toward URMs in sourcing occurs even when URMs are doing the sourcing.Educate yourself on unconscious biases,and identify where your own lie.(This will require curiosity,honesty,and vulnerability.)One valuable resource is Harvards Project Implicit,which offers a series of

129、Implicit Association Tests.But there are a wealth of resources out therefrom Catalyst,to Paradigm,and other organizations that offer team-wide unconscious bias trainings.Do your research.Share these resources with your recruiting team,hiring managers,2022 Recruiting Trends:Diversity 29upper manageme

130、ntanyone in the organization you can.Unconscious bias training is humbling work.But itll diversify your pipeline,encourage retention of underrepresented minoritiesand everything in-between.2.Gauge Equity,Inclusion,and Belonging in Your CompanyDiversity is about objective,measurable numbers,and ultim

131、ately equals representation.Inclusion is its less determinate,more elusive sister-term.Its subjective and based on feelings of belonging.While inclusion invites each persons contribution and ensures every voice in the room is heard,equity ensures each person receives access to opportunities,informat

132、ion,and resources that will help them grow and thrive.To determine how broad your organizations commitment to inclusion and equity is,sit down with HR and managementand in some cases,simply look aroundand get the answers to these questions:Does the company have a code of conduct and a non-discrimina

133、tion policy in place?Does it have a diversity mission statement?Have those at the highest levels of management formally opted in to the commitment?Do you have employee resource groups or affinity groups?How about formal mentoring and sponsorship programs?Does the company offer trainings on topics su

134、ch as unconscious bias,cultural intelligence,and gender identity/expression?What safeguards are in place to ensure leadership assessments and promotion processes are as free of bias as possible?How frequently does underrepresented talent get promoted?What do their career trajectories look like compa

135、red to their White/male/cisgender/heterosexual counterparts?How much are underrepresented employees paid compared to majority employees who hold similar roles?Are company benefits inclusive of underrepresented talent(coverage for domestic partners,for example;or appropriate health care plans for tra

136、nsgender employees)?Does the company allow employees to take their religious/cultural holidays of choice off?Do you celebrate gay pride together?Do you collectively honor International Womens Day?Black History Month?Asian American and Pacific Islander Month?Are the bathroom signs in your office/s in

137、clusive?If your organization offers employee awards,are the award-winners diverse?Do employees use their pronouns in email signatures?Are they pronoun-forward when introducing themselves?Are company social events inclusive?Do they always involve the same things(happy hour drinks,whether virtual or i

138、n-person);or do they take diverse lifestyles into account?Again,these details arent your“responsibility”per se;but they certainly bear on your efforts.(Theyre also things underrepresented talent will want to hear about in your teams outreach;so consider this research for those email campaigns.)Use y

139、our answers to these questionsin tandem with external guidance from D&I professionalsto help upper management strategize policies and programs to increase feelings of inclusion in the organization.2022 Recruiting Trends:Diversity 303.Identify the Gaps in Your OrganizationYou cant start sourcing unde

140、rrepresented talent until you know where youre deficient.Think broadly.Adding female-identified talent to your teams is a great start;but a“gender-add”initiative wont have the same impact as an initiative that looks forand honorsdiversity of race,ethnicity,age,socioeconomic background,education,sexu

141、ality,ability,life experience,veteran status,and more.The more diverse identities your organization employs,the stronger it will be.So take a demographic survey of your organization.Disaggregated data should be available from your HR department(it should exist in compliance with the EEOC and Civil R

142、ights law).Ask for the numbers from the last five years.Slice the data by race,age,gender,professional experience,personality type,LGBTQIA+identity.Some of these metrics will be imperfectindeed,some arent quantitatively measurable.Team leaders will be valuable resources to call in at this point,sinc

143、e they know their employees more intimately.Dig deeper than company-level metrics.Its one thing for your organization to realize a 50/50 split of male and female employees;but if your male employees are all C-levels and your female employees are all in HR,your organization isnt nearly as equitable a

144、s it appears with surface-level statistics.Slice by department,role,and seniority level to give yourself the complete view of your diversity landscape.This way you can come up with a sourcing strategy for each role you have to fill,based on what that team currently lacks in representation.The other

145、benefit to digging in is that when managers can move the needle on their respective teams,theyll feel like theyve accomplished something importantwhich ultimately minimizes the likelihood of“diversity fatigue.”Heres what to compare those numbers to:Industry averages.If youre in an industry that stru

146、ggles with underrepresentation,your initial diversity targets might be more moderate.If youre trailing far behind your competitors,on the other hand,you might consider a more aggressive acquisition strategy.The demographics of your companys location.(You can get this through local census data.)Does

147、your workforce reflect the diversity of the communities youre situated in?The demographics of your customers.Does your workforce reflect the diversity of the communities you serve?The disparities between your companys data and any of these data sets will serve you when its time to set target demogra

148、phics for individual rolesas well as for your entire talent pipeline.(Ultimately,youll be comparing your own numbers,year-over-year.)Sit down with your sourcers/recruiters and come up with a sourcing strategy for each role you have to fill based on what that team currently lacks in representation.Ma

149、p out a 1-year plan and a 5-year plan so you can see how your efforts will evolve and build on each other over time.2022 Recruiting Trends:Diversity 314.Create Candidate Personasand Rethink Your RequirementsOnce youve got a sourcing strategy for each open role based on what diversity looks like for

150、that team,its time to create candidate personas.Sourcers wont know how to engage top talent in their outreach without a good grasp on whom theyre writing to and what drives that prospect.Persona-creation is a process your recruiters are likely familiar with:personas take into account the skill sets

151、and experiences essential to the job,the dominant traits of your ideal hire,the values they hold,and more.Where are they in their career trajectories?What work/life experiences have they had that would make them a great match for you?What are their motivators when it comes to making a career decisio

152、n?What traits do they possess that would allow them to thrive in a given role?That said,there are two additional things to consider for diversity personas,and its essential you discuss these with your hiring managers and team.The first is that the education and skill sets your ideal candidate posses

153、ses should be absolutely essential to the role.Data suggests that underrepresented talent is more likely to underestimate their skills,while majority talent is more likely to overestimate them,making a skills-abilities approach to job descriptions unintentionally biased.In other words,every prerequi

154、site beyond the“must-haves”is one more reason qualified,underrepresented talent will self-select out.If you can create your personas with an eye to results,responsibilities,and expected impact rather than prerequisites,youll open up your talent pool exponentially.What does day-to-day success look li

155、ke in this role?What actionable expectations will you have of this hire?Challenge your hiring managers to consider which screening qualifications really matter,which skills are flexible,and which can be learned on the job.The second thing to consider is that recruiters will need to give special cons

156、ideration to what might attract underrepresented talent to your organization(and,conversely,what signals might send them in the other direction).Recruiters should link to or send collateral that communicates the companys values and EVP and removes barriers that might ultimately drive underrepresente

157、d talent away.The concerns that keep underrepresented talent up at night arent necessarily the same concerns that keep the average applicant up at night.Perhaps theyve stayed at unfulfilling jobs because at least theyve felt a sense of safety there.Perhaps theyre desperate to move to an organization

158、 that will support their gender transition.Perhaps theyre frustrated at the dearth of female leadership at their current company and would gladly move to an organization whose leadership makeup suggested career advancement is possible for them.And so on.The stronger your grasp of your candidate pers

159、ona,the stronger your teams messaging will be,and the more youll resonate with underrepresented prospects desires and concerns.If recruiters dont have a strong grasp on what lights prospects up,have them survey the underrepresented employees and candidates currently in(or in conversation with)your o

160、rganization.What attracted them to your company to begin with?What are their perspectives,interests,unique challenges,and personal drivers?What makes them tick?Those answers will be the data that better informs both recruiters personas and the content of their messaging.2022 Recruiting Trends:Divers

161、ity 325.Define Success with Diversity Recruiting/Hiring KPIs Its hard to know what“success”is if you have nothing to measure it by;so sit down with recruiters,hiring managers,and upper management to define what“end composition”success looks like in a particular initiative.Maybe its“increasing the nu

162、mber of female employees in tech-related roles by 15%within the next 8 months.”Maybe its“doubling the number of minorities on our sales team this year.”These bottom-of-funnel goals should be realistic,but ambitious.Your TA team will use these end-composition goals to guide its own goals for the top

163、of the funnel.Naturally,each initiative will have a unique top-of-funnel quota.Maybe its“50%diversity in initial phone screens for our VP of Sales role.”Maybe its“12 onsites with female engineers in Q3.”Remember,youll be getting both referrals and inbound applicants all the while.Since those channel

164、s tend to be less diverse,youll want to offset those numbers by targeting and sourcing passive talent.Metrics will alert you to how roles typically get filled.If you observe that some roles are strongly driven by referralsand that those referrals tend to make it through processyou might raise the qu

165、ota for out-of-network diversity sourcing at the top of the funnel.After all,this is the only part of the funnel in which you can exert control.Once candidates are interviewing,youll have to evaluate them all equally.Once explicit goals are in place,create action items and strategies to meet them.In

166、clude key milestones in your map so you knowand can celebratewhen youre making progress.To tie sourcer performance to your hiring KPIs,look at the number of hires your organization makes through diversity sourcing strategies and divide that number by the total number of hires per quarter.Use this nu

167、mber to analyze the overall effectiveness of your diversity sourcing.For more detailed insight into what is and isnt working in your outreach,look at email open rates,click-through rates,and reply rates.The same goes for passthrough ratesby demographicfurther down the funnel.These analytics will hel

168、p you fine-tune your strategies,and de-bias your funnel.We cant stress enough the importance of looking at data once you put your diversity strategies into place.Consistently ask about the“why”behind the numbers:why certain KPIs arent being met,why the demographic makeup of certain roles is what it

169、is,why retention of underrepresented talent is so difficult for certain teams,and so on.(You might get the answers to these questions directly from your talent CRM,from exit interviews,or from one-on-ones with underrepresented talent thats still with you.)Which groups arent accepting offers?Which ha

170、ve the highest attrition rates?Whats the current culture failing to offer?Perhaps the two most important elements of any DEI initiative are never to stop asking questions,and always to remain open to learning something new.This is how youll refine not only your diversity hiring strategy,but also the

171、 feltand realsense of equity,inclusion,and belonging at your organization.2022 Recruiting Trends:Diversity 33About Our Respondents 18%Sourcer33%Recruiter7%Other3%Recruiting Coordinator9%Director of Talent6%Sourcing/Recruiting Manager14%TA Manager2%Hiring Manager3%VP of Talent/People5%Talent Ops/Peop

172、le OpsWhich job title best matches your role?Q.2022 Recruiting Trends:Diversity 34*Respondents who chose“other”are Sourcing Team Leads,Heads of TA,TA Program Managers,Talent Ops Managers,Recruiting Ops Leads,VPs of Ops,Directors of Talent Intelligence,Directors of HR,HR Managers and Specialists,Recr

173、uitment Marketing Specialists,D&I Recruiting Leads,and more.84%In-house16%Agency/ConsultancyDo you work in-house or for an agency?How big is your organization?ICsQ.Q.31%Small-or Medium-Sized Business (1-249 employees)15%Large Enterprise(5000+employees)25%Enterprise (1000-4999 employees)29%Mid-Market

174、 (250-999 employees)2022 Recruiting Trends:Diversity 35How Gem Can HelpGems metrics help us zero in on stages in the interview process where were falling short on equitable gender hiring.For one division,we intuited that we were hiring more women than the average teamand we were!We were prepared to

175、roll off our passive sourcing efforts for that division;however,we found that quarter over quarter we were increasing our male conversions at a higher rate between two key interview stages.If we hadnt had access to that data,we wouldnt have been able to properly strategize on how to allocate our res

176、ources properly to fix the trend for that division.Joel Torres,Manager of Talent AcquisitionAmericas Year after year,diversity is increasingly a priority for organizationsand therefore for their talent acquisition teams.Nearly 70%of recruiters and talent leaders who responded to the trends survey th

177、is year say they have formal diversity hiring initiatives in place at their organizations.These initiatives account for both gender and racial diversity,alongside other considerations.2022 Recruiting Trends:Diversity 36Our goal at Gem is to help teams attract,track,and analyze diversity across the b

178、oard,in all the ways that word is meaningful for their respective organizations.Gem offers top-of-funnel metrics to help you understand the pipeline your team is building.Sourcers,recruiters,and talent leaders can report on the gender or race/ethnicity breakdowns of their pipelines to discover how t

179、heir efforts are impacting diversity.We also offer custom fields for tracking other segments of candidates that talent teams can tailor more specifically to their diversity initiatives.Gender and race/ethnicity stats are only shown in aggregate for directional guidance to illustrate whether efforts

180、are paying off on the whole,and to limit unconscious bias against individuals.This data can not only shed light on whether teams are reaching out to a diverse talent pool,but also:reveal where systemic biases might show upby role,recruiter,or hiring manageras some candidate segments get stuck at cer

181、tain stages of the funnel.Are certain groups disproportionately dropping out of the funnel at specific points in the process?detect whether email outreach is inadvertently alienating underrepresented groups,so sourcers can rework their messaging to be more inclusive inform hiring managers about dive

182、rsity breakdowns in historical data show via top-of-funnel metrics why the team did or did not hit its diversity hiring goals in a given quarter or year view the difference in pipeline between focused efforts on diversity vs sourcing through unfocused methodsGems gender and race/ethnicity analytics

183、help teams track diversity from the very top of the funnel.The data is less prone to individual biases and risk than visual identification,and provides a more complete viewpoint than EEOC/self-reported data alone,which is only captured later in the funnel and can be skewed due to inconsistent partic

184、ipation.2022 Recruiting Trends:Diversity 37Clients want to know that a diverse set of candidates is being reached out to and passing through the pipeline.Its phenomenal to have that built into a sourcing platform.Erica Waichman,Recruiting Manager Gems analytics allow recruiters to see their entire p

185、ipelines at a glance,from reachout to offer-out.Get immediate visibility into passthrough rates at every stage of the funnel and identify where different segments of candidates are dropping out,so you can optimize and ensure fairness in each step of your hiring process.2022 Recruiting Trends:Diversi

186、ty 38The ability to test varying outreach messages also allows teams to try out new DEI content and discover what prospective candidates most want to hear about.Weve also integrated with several candidate databases that feature a wealth of diverse candidates such as SeekOut;and our Splash integratio

187、n allows teams to track prospects who register for or attend diversity recruiting events,making it seamless to follow-up with them in automated yet personalized reachouts afterwards.Gems search module helps resurface diversity candidates for nurture campaignsinviting female software engineers to you

188、r upcoming Women in Tech event,for example.We know how crucial cultivating relationships and building trust is if you want your diversity initiatives to succeed.2022 Recruiting Trends:Diversity 39Gem is an all-in-one recruiting platform that integrates with LinkedIn,email,and your Applicant Tracking

189、 System(ATS).We enable data-driven,world-class recruiting teams to find,engage,and nurture top talent.With Gem,recruiting teams can manage candidate pipeline with predictability.To learn more and see a demo,2022 Gem,Inc 012722Lauren Shufran,AuthorLauren is a content strategist with a penchant for 16th-century literature.When shes not trying to tap into talent teams pain points,shes on her yoga mat or hiking the hills of Marin County.Come at her with your favorite Shakespeare quote.