Targeted Recruitment: How to increase the diversity of job applicants

Targeted Recruitment: How to increase the diversity of job applicants

Many companies have attempted to increase their minority recruitment efforts but with varying degrees of success. Research has shown that, in order for targeted recruitment to be effective, the organisation must convey the message that it values diversity i.e. that it is fair and inclusive.

A recent article by Derek Avery from Rutgers University and Patrick McKay from the University of Wisconsin-Milwaukee (2006) reviewed the literature on organisational impression management (OIM) and recruitment. They suggested several strategies for presenting the organisation in a favourable light and positively influencing female and ethnic minority job seekers perceptions of the organisation in order to increase the likelihood they will apply for a job.

OIM Strategies

1. Demonstration

Using photographs portraying ethnic and gender diversity in recruitment advertising provides evidence to minorities that people like themselves are already successfully employed by the organisation. Furthermore, placing the advertisements in targeted media viewed more frequently by minority populations has also been shown to attract more diverse job applicants.
Ensuring the recruitment message contains a statement on human resource policies focused on equal employment opportunities and inclusiveness provides assurance that the organisation conforms to anti-discrimination legislation.
Focusing milkround recruitment on predominantly female and minority universities or attending diversity job fairs indicates that the organisation has a belief that members of these groups are valuable and worth pursuing.
Using a minority or female recruiter demonstrates employee diversity and also that diverse employees are valued enough to be sent as company representatives.

2. Organisational Promotion

Emphasising any recognition the organisation has attained for successful management of diversity in the advertisements conveys to job seekers that discrimination is low. Likewise, organisations should highlight mentoring programmes or similar initiatives that have successfully enhanced career progression of female and minority employees.

3. Exemplification

Performing acts of corporate social responsibility, e.g. by publicly sponsoring events with direct connections to minorities and women, portrays the organisation favourably.

4. Appealing

Organisations that have a homogeneous workforce and therefore can not represent themselves by portraying diverse advertisements could confirm that the only way the company can become more diverse is if women and minorities apply.

5. Admission

Owning up to previous discrimination through the use of disclaimers and/or apologising may prove a useful strategy, especially when combined with actions to rectify the organisations discriminatory practices e.g. diversity training.

Using OIM Strategies

Avery and McKay suggest that the OIM strategy an organisation chooses to use should be dependent on their diversity reputation. For example, a company that has received positive accolades or likewise has not received any criticism for their diversity management should apply the simple approaches of Demonstration and Organisational Promotion. However, organisations with unfavourable diversity reputations should rely heavily upon Admission to account for previous occurrences.

It is worth noting that organisations should not be dishonest about the diversity of their workplace or what it is like to work there simply to attract more minority and female applicants. This information forms the basis for estimating person-organisation fit i.e. how the values of the job seeker match those of the organisation. Therefore, misrepresenting the organisation could lead to low levels of motivation and satisfaction once in the job and thus a higher employee turnover.

In addition, it would be beneficial to the organisation not only to communicate that they want to promote diversity in their workplace but also explain their motives for doing so. This is important since there is often cynicism regarding the organisations underlying reasons for targeted recruitment e.g. merely to bolster the companys public image, to adhere to legislation and avoid the possibility of litigation. The strategies are more likely to be effective in attracting minority and female job applicants if the organisation conveys that it is targeting these groups because it values the differences they bring.

How can Human Assets help?

We have extensive knowledge and experience in selection and recruitment, ensuring the process is focused on and embraces diversity from the initial advertisement stage through to the design and delivery of the assessment process.

Our diversity experts could conduct a diversity assessment to evaluate your organisational diversity culture and advise you which strategy would be most effective in order to increase your number of minority applicants.

If you would like to find out more please contact our consultants on +44 (0)20 7434 2122 or by email at enquiries@humanassets.co.uk

Reference

Avery, D.R. & McKay, P.F. (2006). Target Practice: An Organizational Impression Management Approach to Attracting Minority and Female Job Applicants. Personnel Psychology, 59, 157 187.

Newsletter: July 2006