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Raises are unprecedented in 2022

steven@winnerpartners.net (Steven Oberhoffer) — Fri, 08 Jul 2022 14:01:37 GMT

Recruiters say raises are unprecedented in 2022 — and that's causing some problems

As employers fight for talent in the Covid-19 era job market, salaries are soaring. The trend is causing headaches for businesses — and not just because of the cost.

The Hidden Costs of DIY Hiring

websitebuilder@thryv.com — Mon, 14 Jun 2021 21:52:33 GMT

In a ‘Do-It-Yourself’ world, HGTV and Pinterest make everything seem so easy. One thing we hear from clients who try DIY when it comes to hiring is that they felt they wasted so much time only to discover that the candidates they were interviewing weren’t really the right ones.

Hiring, done well, has costs associated. Some of these are obvious:

· Posting job ads on various sites and subscribing to job boards and associated social media and maintaining these platforms with content

· Conducting background checks

· Cost per assessments

But other costs are less obvious:

· Hourly rate of interviewers and related staff; (reviewing resumes, determining invites, scheduling, prepping, interview time, debriefing, follow up, starting over for a multi-interview approach)

· Time spent checking references

· Investments in the wrong candidates

With over dozens of years combined in the search and recruitment business, we have learned a few things about the hidden costs of the DIY mindset:

1. Investing in the hiring process: Oftentimes, organizations lack the time and resources to put a hiring strategy in place and maintain it. A solid operations manager, for example, may not be a good interviewer only because he has not been trained to do so. With proper training, the operations manager will not only become a good evaluator of talent but also have the ability to become a competitive recruiter when there is a candidate who brings a great skillset along with interest and opportunities from other companies.

2. Post it and they will come: Many organizations are missing out on top talent because they are only accessing active, job-seeking candidates by placing ads and interviewing applicants. This process of attracting and tracking candidates is time consuming and costly. Organizations may actively choose this strategy or are limited to this approach because of regulatory or compliance factors. This process impacts the ability to generate diverse and inclusive candidates as well.

3. Candidate Experience: Organizations get a bad reputation when the hiring process is failing—the candidate experience is the first impression of the organization and their hiring brand.

4. Timing is Everything: When the right candidate is selected, the time to hire matters. We’ve all heard ‘slow to hire, quick to fire’, but when it’s too slow to hire because of a broken process, the dream candidate may now have explored what other opportunities are of interest and pursued those based on responsiveness.

5. Bias and Influence: Hiring managers are sometimes too close to the need to be unbiased in their assessment of talent and fit with the organization. An outside recruiter has the ability to assess candidates beyond the resume and determine skillsets that can transfer and transform an organization. Out-of-the-box candidates can disrupt a business in a positive way and help companies thrive. These non-traditional candidates are overlooked due to a culture of ‘we’ve always done it this way’ or ‘we only hire people with this background and experience’.

6. Overworked or Limited HR Means: Some industries such as the “Not for Profit” sector as well as others may not have a dedicated HR resource or when they do, that time is spent with other tactical employee-related responsibilities, not in the sourcing and recruiting of top talent. A search for a key role in the organization may not get the attention it needs, only because the needs of current employees are prioritized.

The potential for making a bad hire goes up exponentially without a clearly defined process and professional assessment. With so many risks, can you afford to make the wrong hire?

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The Hidden Costs of DIY Hiring: The Job Description

websitebuilder@thryv.com — Mon, 14 Jun 2021 21:52:32 GMT

Part 1: The Job Description

If you’re still using the same job description from (more than) five years ago, then it’s time to shake a leg and conduct a workplace productivity audit. Examine who-does-what-and-why and then spend some time with the strategic plan. If your human capital isn’t aligning with the business or organization’s goals, then it is time to make some changes before adding new blood into the mix.

What does a great job description look like? Well, that depends on what you are looking for and how your organization works. Some job descriptions are detailed task logs leaving little room for creativity. And they work phenomenally for the people who work phenomenally in that space. Other job descriptions identify key responsibility areas and leave much of it up to the employee. Even still, a compelling job description can identify the problem to solve and the expectations, leaving room for interpretation. So really, it’s not about key terms or buzz words.

It’s more about

· Identifying overall history, mission, strategy, and vision of the organization

· Providing high-level and necessary tactical pursuits

· Establishing the performance expectations

Good job descriptions should fold into each other – it should be clear where there are overlapping responsibilities, key relationships, and organizational expectations.

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DIY Hiring job description Retained Search

The Hidden Costs of DIY Hiring: The Interview

websitebuilder@thryv.com — Mon, 14 Jun 2021 21:52:31 GMT

Part 2: The Interview Expectations

Great candidates are lost if the interview process is shoddy, and the interviewing team members’ time may be wasted. Excellent prospective employee relations include:

· Set the expectations in terms of timeline—when will interviews be taking place, how long will they be, and what are the next steps?

· Establish attendance and format—who will be present and what will the agenda be? Don’t give too much information, make the candidate work a little. (If you’re a candidate, look for our blog on “Candidate Experience”)

· Manage the timeline of contacts and points of connection. Too long without a touch point will leave a candidate wondering and potentially they will walk away. Follow up matters, especially for those not selected.

Excellent internal relations include:

· Identify who should be present for interviews, what their role will be, what their specific areas of focus with the candidate interview should be and remind them that candidates are interviewing the interviewer too. Avoid asking the candidate the same questions repeatedly.

· Manage their schedules accordingly with pre-scheduling interview times, and then filling in candidates. Also, set up debriefing times so that the hiring team can discuss candidates and their suitability in a timely manner. Determine who and what will be communicated to the candidates and when.

· Provide resources—such as the hiring guide, questions for interviewers, copies of resumes and CVs, and other materials across the board for all in the hiring committee. Make it easy for your internal team to serve in this capacity and not be overwhelmed.

Sure, these are straightforward enough on the page (or screen), but are these areas included in your hiring strategy or overlooked? When they are overlooked, candidates will feel it and your brand integrity may be weakened. When they are included, you may get the right candidate ready to work and already starting off on the right foot.

About the Authors

Winner Partners is a cutting-edge, professional search firm providing a comprehensive suite of talent-related solutions and leadership services to clients worldwide. Their targeted, strategic recruitment process model allows them to identify and evaluate candidates in a compressed timeline completing executive-level assignments in as few as 40 days.

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Who’s Your Recruiter

websitebuilder@thryv.com — Mon, 14 Jun 2021 21:52:30 GMT

For as long as anyone can remember, companies and organizations relied on trusted sources of candidates in the form of in-house recruiters, newspaper ads, job fairs, employee referrals, industry associations, or personal networks.

The candidate-driven marketplace has changed the way businesses recruit employees. Recruiting has become high tech specifically on the front-end of the process. Automating tasks like research, sourcing, and screening questions help those in talent acquisition by streamlining the number of potential matches to a job description. Companies embracing new technologies are able to cast the widest net possible.

Social networks, online marketplaces, and artificial intelligence are used frequently today as a part of the recruiting landscape. During TV shows and sporting events, the major players in this market are spending millions of dollars to make their job search and candidate-targeting tools known. According to the ads, these players will vet candidates for you in seemingly the click of a button. However, we have not found an electronic solution to replace human interaction and assessing the fit with the culture and the organization.

The “push-button” solution will not be available tomorrow, but new technologies are making some aspects of this hiring thing easier. Still there is a challenge to get the right feet in the right seats, and that’s a problem.

When human interaction is injected in the front-end of the process,
it saves everyone involved a great deal of frustration.

Artificial Intelligence (AI)

Thanks to the wonders of the internet, job seekers and job posters unite in social networks. Because of AI, it becomes easier for each of the networks to trace your search history and interactions, and then generate algorithms to direct you to particular avenues. In recruiting, most of the avenues you are shown, in the form of jobs or companies, have invested advertising dollars to get space on your screen. While it might look like the right opportunity, companies have likely paid for a match to the user based on their activities. If you’re a job seeker, the risk and cost is relatively low. As a job poster or the hiring entity, the cost to post a job may be free but to truly utilize the AI and machine learning aspect of the technology, the associated investment is significant. Many of these solutions make it easy to upload job descriptions and then allow them to vet candidates based on a short list of qualifiers. Users find a combination of hard costs and associated investment is necessary for maximum reach and filter optimization. Investment dollars and time are spent to get the value from the data by evaluating and choosing the appropriate tool(s), learning and training, as well as customizing and refining fields for the data to be effective before getting to the human intelligence of interviewing and selection.

Human Interaction & Intelligence

Nothing can replace the expression on someone’s face, the tone of their voice, or the observation of body language. This applies to both candidate and interviewer. The personal exchange that happens when the applicant becomes more than the words on the resume and turns into a candidate is possible only through human interaction. It happens based on their presentation – how they showed up, answered questions, and built rapport. The interviewer does the same with the job description by bringing the role to life and presenting the company in a compelling manner with history, experience, and vision. This is where the magic of matching the candidate, company, and organization is made and solidified. Alternatively, it is frustrating and disheartening when someone looks great on paper but shows up for the interview and the match unravels.

When human interaction is injected in the front-end of the process, it saves everyone involved a great deal of frustration. Why? A real, live (and experienced) recruiter sources and screens candidates. Savvy recruiters know what to look for and are keen to pick up on someone’s story as they deliver job histories, references, and navigate those “tell me about a time” questions. Outsourced or third-party recruiters and search firms who truly partner with clients are able to fully articulate the company’s story, nuances, and can sell the opportunity. The opportunity is the magical mix of marketing the organization and conveying the role in the organization today, its impact, and its path to the future.

When a recruiter engages a candidate to communicate an opportunity, they can personalize it utilizing what they have learned about the person’s drivers, priorities, and goals. This personal touch allows recruiters to convey to the hiring authority a better sense of the candidate’s values, strengths, and cultural fit for the opportunity.

When it’s time for the in-person interview, significant time and money has been invested in an efficient scenario to narrow down the candidate field making the in-person interview essentially the finale and a crucial step to reaching an offer. Intentionally and positively navigating this experience for both interviewer and candidate matters. Many steps are built into a selection process and the value of enlisting a recruiter is magnified when it comes to communicating with candidates.

Whether communicating good news or bad news, candidates do not want to be left wondering. The company brand is at stake when good communication is not followed. For those candidates moving forward in the process, the touchpoint is typically swift and welcomed. However, for the harder conversations where the candidate has reached the end of the line, it’s sometimes pushed or skipped. When candidates don’t make the cut, not properly communicating with them in a timely manner can actually damage your employment branding. Whether it is the company or the recruiter who does so, be the messenger who delivers unpleasantness professionally, directly, and with compassion.

When to use AI

Sure, some roles can be aided by utilizing a screening mechanism and technology can help. Algorithms to ‘shortlist’ candidates can accelerate the process in busy human resource departments. However, out-of-the box, or non-traditional candidates are likely to be eliminated by screening tools. The perfect fit for your opportunity may never walk in your door due to a lack of keywords on their resume or a mismatch on years of experience. There’s not a one-size-fits-all solution for every role open in an organization and consideration should be given when sourcing or technology should be employed.

Technology has given us better and more accurate access to assessment tools. When a human interfaces with technology to review assessment reports as hiring and development tools, insights are provided that can strengthen the candidate experience, assist with assessing cultural fit, help with onboarding, and ultimately reduce turnover. The technology utilized with assessment is a game changer with its ability to help organizations with retention starting during the recruiting process.

Facts

Statistics show 80% of the available jobs aren’t posted – anywhere. With all the options today, only 20% of applicants get interviews based on an online application process. Networking counts for filling up to 60% of open jobs. Time to hire is increased when there are too many applicants for an open role, and this is with 75% of resumes, on average, being rejected by technology solutions. ( See our source )

With numbers like this, why mess around with social networking and online recruiting platforms? Making decisions on candidates is ‘mission critical’ and should be balanced by doing so quickly to identify candidates with the right skillset, who can quickly add value, and who will have a longer tenure because cultural fit was properly assessed on the front end. Why not work with a winning partner who can help you advance your hiring goals? We’ve got time for you and your candidates.

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The Power of Disruption

websitebuilder@thryv.com — Mon, 14 Jun 2021 21:52:29 GMT

As we prepare to meet the challenges and seize the new opportunities in a ‘new normal’, it is critical that we never cease to expand our knowledge while also learning how to think in new ways.

Every now and then, we all experience the power of disruption in life and in business. It comes in the form of a key employee departure, the loss of a loved one or marriage, a cancelled contract, or a business opportunity falling apart because of a market downturn. Many of us have become familiar with this disruption recently. We would be missing an opportunity here if we did not honor the power of disruption available to each of us, regardless of circumstance.

Helping people, businesses, nonprofits, communities, and governments thrive is my life’s passion and my driving mission. With my decades of service and leadership across all aspects of economic development and professional coaching, I am grateful for opportunities to put my expertise to work for the greater good. This period is being called THE GREAT DISRUPTION, which evokes a smile but, in my opinion, misses the point. This is a period of significant change, and those leaders who can embrace the reality, and adapt to what is happening before our eyes, will be successful. Leaders should be thinking how they can incorporate these changes into their business model, now and in the future.

Taking stock of your circumstances, assessing your position in the marketplace and in your community might be scary right now. But there is so much more to be thinking about, beyond the dollars and cents. As a Certified Executive Coach, I utilize assessment tools such as Quality Metrics, DISC, and Strengthsfinder, as well as 360 Degree evaluations, in coaching and advising executives, their senior team members, and their organization’s civic and political stakeholders. My overarching aim is to assist others in successfully navigating innovation and change during these unprecedented times. The world as we have known it will never be the same in the wake of the coronavirus pandemic. It is imperative we prepare ourselves and our organizations for the new challenges, along with opportunities, the future will bring.

When each of us takes on a people-centric approach, we start to see beyond the chaos and begin thinking in terms of long-term possibility. The power of disruption includes growth, change, transitions, and real transformation. I specialize in executive coaching, organizational management, board development and training for corporate and non-profit managers, along with leadership and personal development. The conversations that I’ve had with executive leaders about disruption leading to transformation are countless. The impact is immeasurable. The growth that comes from harnessing the power of disruption is irreplaceable.

What does it look like? With executive coaching, I help clients identify opportunities, as well as challenges, for them to address, plan, and execute methods to efficiently reach personal and organizational objectives. For organizational management, I assist clients with assessing the workplace and creating a supportive environment where employees are motivated and committed to an organization’s success, while also achieving a deeper sense of personal value and contentment.

Working with executives on board development and training, I help them gain a thorough understanding of the complex role of a governing board. I also train them on how to develop and maintain sustainable partnerships with board members so that they are individually and collectively empowered to execute an organization’s vision and mission.

The world as we have known it will never be the same in the wake of the coronavirus pandemic.

the broader not-for-profit space, as well as those in the corporate, private sector.

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As we prepare to meet the challenges and seize the new opportunities in a ‘new normal’, it is critical that we never cease to expand our knowledge while also learning how to think in new ways. How can we use new approaches to shine and differentiate ourselves and our organizations in order to achieve our goals? Forward thinking, flexibility, and creative problem solving are some keys to keep top of mind in order to seize success. How does an organization leader know it is time to ask for help? You know it is time for assistance when you run out of options for solutions and you cannot answer your leadership/stakeholder’s questions.

Now more than ever, there is a need to nurture and support individuals and organizations in discovering new methodologies to reach their highest levels of personal and professional achievement.

If you want to dig deeper into the power of disruption, consider picking up a copy of “Driving From the Backseat: Tips for Surviving as a Not-For-Profit CEO”, available here .

About the Author

Ronnie Bryant is Winner Partners’ Not-For-Profit and Economic Development Partner, hailing from Charlotte, NC. As Founder of Ronnie L. Bryant, LLC, a consulting firm specializing in executive coaching, organizational management, and board development and training for top-level corporate and not-for-profit managers. His career includes 30+ years in Economic Development roles leading top-performing organizations across the US, most recently serving as the President & CEO of the Charlotte Regional Partnership in North Carolina. A Certified Economic Developer (CEcD) and past chairman of the International Economic Development Council, Ronnie provides valuable leadership perspectives for our clients in the economic development ecosystem,

Innovation During Chaos

websitebuilder@thryv.com — Mon, 14 Jun 2021 21:52:27 GMT

If something the COVID-19 has brought front and center is the need to operate our businesses under unusual circumstances efficiently, and effectively. We have faced the need to get creative like never before. Although it may feel that the rug has been pulled out from under our feet, it is time that we see beyond the current situation and look at the bigger picture.

Thinking about it, we now have the unique opportunity to take a thorough look at our businesses, identify the areas that need improvement, identify ways in which you can take your offerings to the virtual environment, and possibly come up with new offerings altogether. I do not know about you, but in my case, I choose to see this situation as a very well needed pause to re-strategize (once again) my targets.

One thing that helps kick off this assessment is to go back to your purpose. The following questions help: Why you do what you do? Why are you in business? Why you offer the best value? Why should decision-makers choose you?

Through this process, it is important to be aware of your motivations. For example: making lots of money should not be your main goal. It is an outcome of doing what you love, but it can’t be the main goal. Having a passion-driven business allows you to feel empowered when the profit is not there.

Next, evaluate how you deliver your business outcomes, preferably thinking about it from the customer’s point of view. If you are feeling creative, map out the full customer journey. Consider the teams and functions needed and how they come together and cross-collaborate to improve the value of the outcomes. Make sure to include existing workflows, approvals, and systems that enable the teams to deliver optimal outcomes. Are there redundancies? Do you need all the checkpoints that you currently have? Where can you simplify? Where can you break silos? Is this process all in your head or is the team fully aware? This exercise will help you define a process that is equally fitting to your business, as well as to your customer’s expectations.

Finally, take a look at the people that will make the process happen. It is important to improve the existing description of the roles and responsibilities, taking into consideration the skill set required to perform each particular role. Your goal is to enable each team member to perform to the best of their ability, avoid effort duplication, and ensure there is clarity on where each of the defined responsibilities begins and where they end.

Through this exercise, you will strengthen your process, which enables you to build credibility and brand recognition in the market. These two elements are the basis of your journey to achieve a strategic advantage.

About the Author:

Neysha Arcelay, our Business Transformation Partner, is the founder of Precixa , a Pittsburgh-based boutique consulting firm that specializes in designing and delivering transformative organizational strategies. Precixa helps businesses by optimizing business strategy, organizational structure, and day-to-day operations. Neysha’s goal is to steer organizations clear of cookie-cutter solutions and provide custom recommendations based on the unique landscape of each client. The past few decades have given her a front-row seat to strategies that work. As the author of The Little Blue Book: A girl’s guide to owning your professional development , Neysha’s commitment to inclusion and women empowerment makes her an active community leader. Whether through her book or volunteer work, she continuously works to elevate talent partnering with various like-minded organizations.

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What’s it like to partner with an Implementer?

websitebuilder@thryv.com — Mon, 14 Jun 2021 21:52:26 GMT

Being the visionary leader, the business owner, or the driven CEO and seeing an idea grow beyond what you imagined is a measure of success. There comes a time in a company’s growth where the challenges become more complex and start to mount. Suddenly, the excitement of your successful business has become too much to manage and you don’t know where to go from here.

You’re not alone and many have found themselves in the exact same situation. We find that many business owners need an implementer. An implementer is an expert problem solver who works hard to help business owners learn to identify, prioritize, and resolve critical business issues – on their own. The implementer is a fractional resource, not a full-time employee, who works directly with the business owner. The implementer serves as an unbiased partner who sees challenges and solutions within your business.

Our goal is to be a true partner to our clients. When we learned of EOS®–Entrepreneurial Operating System — we quickly reserved the right to get smarter and began our journey with EOS® through our implementer, Ross Foca . We began to apply these practices directly to our own business and leadership team. In other words, we took our own medicine and tried this out. The results have been outstanding.

Imagine the focus of two partners, powered by EOS®, working together to solve challenges facing your business and preparing you for the future. With the right implementer you can get back to the excitement doing what you loved about your business in the first place. Click below to learn more about how our team of Partners on Demand assist business owner.

Letting go to let your business grow…

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What DO you get when you hire a veteran?

websitebuilder@thryv.com — Mon, 14 Jun 2021 21:52:25 GMT

It’s hard to know if your new hire is going to stay around for 6 months, 12 months, or 10 years. Companies invest millions of dollars annually towards their hiring process. These dollars are distributed many ways in the quest to secure top talent and include internal or external recruiters, job boards, job fairs, interviews with hiring managers, and much more. Yet, there are no guarantees for this investment and organizations do not know if the hire will or should stick. The U.S. Department of Labor indicates that the cost of a bad hire is at least 30% of the employee’s first-year earnings, and an even greater cost to the business, profits, and employer brand.

But imagine what would happen if you had a reasonable amount of assurance the person you JUST HIRED, for a very important role, in say, cybersecurity, has already demonstrated leadership, commitment, and determination. Imagine if you could be reasonably sure the person you are hiring is going to be technically savvy, a good culture fit, and have the discipline to stick with you?

This is what you get when you hire a veteran:

Veterans know how to accomplish a mission—they are goal-oriented.
Veterans understand leadership—they know how to make decisions and how to take direction.
Veterans take responsibility seriously—they have a great work ethic and are accountable.
Veterans can help you organize—they know how to prioritize and complete missions.
Veterans understand the value of teamwork—they are inclusive and leave no one behind.
Veterans already know technology—they were trained by the best in the world.
Veterans already know technology—they were trained by the best in the world.
Veterans understand a global platform—they’ve been everywhere.
Veterans are calm under pressure—they’ve trained for life-or-death situations.

Each year, an estimated 200,000 servicemen return to civilian life. While there is excitement surrounding a new chapter in their lives, this time also brings a degree of uncertainty about the future. Finding gainful, meaningful employment is just one of the topics weighing on the minds of service members and it’s not without cause. Compounded by the effects of the pandemic, more than 1 million veterans filed for unemployment benefits in May 2020 (source) . Veteran unemployment and underemployment are something that can be changed. We wanted to change these numbers and lessen the uncertainty. We know through the power of partnerships; we can do so. There’s an opportunity to create a pathway for transitioning service members and veterans already at work in civilian jobs.

As a firm, we took action and built a partnership with veteran-owned, cybersecurity firm, Jün Cyber, to create the Cyber Ohana Project . Using the personal experiences and challenges faced by a retired military officer, Cyber Ohana Project was designed as an end-to-end community to assist those transitioning from military to civilian life by exploring opportunities in cybersecurity through education, career training, and certifications. In addition to the tactical training program, participants gain valuable career readiness training in the form of interview preparation, corporate culture navigation, and adapting soft skills developed in the military to ready them for the civilian workplace. Like the military, the candidates produced through the Cyber Ohana Project are highly trained and ready for action.

We are looking for forward-thinking employers who seek reliable, prepared, and capable candidates and those who want to share in helping the men and women who have served our country. We will use our expertise in the recruitment space to assist companies interested in evaluating these mission-ready candidates who will continue to serve and protect us here at home.

Let’s schedule 15 minutes to explore this possibility for your organization.

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Is Diversity, Equity, Inclusion & Belonging a moment, a movement, or a revolution?

websitebuilder@thryv.com — Mon, 14 Jun 2021 21:52:24 GMT

It’s time to have the conversation…

Whether you’re new to the conversation, or have been in the thick of it for years, understanding the value of attracting, and retaining, elevating, and engaging a diverse spectrum of talent is critical. We’ve discovered that ‘knowing it all’ (having the tools) and ‘doing it all’ (taking action) does not matter if an organization is not committed to activating a Diversity, Equity, and Inclusion strategy (building a culture of Belonging). If we’ve learned anything from the events of 2020, it’s that incorporating Belonging into the strategy is critical.

What is Belonging, and how is it part of Diversity, Equity, and Inclusion?

Belonging is one of those human emotional needs that Abraham Maslow identified in his paper “The Hierarchy of Needs”. It is an emotional need to be an accepted member of a group. It’s not enough to make a seat at the table. Belonging communicates that a person is considered, valued, and appreciated. Employees who experience an authentic sense of belonging in their organization are willing to be authentic, take calculated risks, connect with their coworkers and feel a sense of ownership in their role in the business.

When an organization commits to Diversity, Equity and Inclusion, Belonging becomes a natural outcome. When an organization proclaims a commitment to Diversity, Equity, and Inclusion, but has not activated the strategy in a meaningful and sustainable method, Belonging will never exist.

Knowing It All

There’s no cookie cutter Diversity, Equity, and Inclusion strategy. Every business is different. Every leader is different.
Exposing all staff, especially senior leadership, to Diversity and Inclusion Training, is part of a strategy, but does not produce real cultural change.
Identifying demographic information for your region and industry to help understand trends and population. This sort of knowledge can help to activate a strategy.
Knowing where your Diversity, Equity, and Inclusion strategy is, what is says, and how it was crafted. Is it time to re-evaluate your strategy given the current climate?

Doing It All

Assigning specific responsibility for the advancement of Diversity and Inclusion to an individual or committee is an important visible commitment, but it does not ensure that the organization has evolved and is committed to a culture of Belonging.
Proclaiming a written policy against discrimination matters internally AND externally. Do you have one? This is one actionable item that should exist. Crafting the nondiscrimination statement that includes as many groups as possible, especially those that are not already protected by law, allows your organization to do something concrete.
Actively working to overcome bias is part of the work that leaders can do first as they work to activate the Diversity, Equity, and Inclusion strategy and cultivate a place of Belonging.

Evaluating an organization’s readiness to activate the Diversity, Equity, and Inclusion strategy begins with identifying conscious and unconscious bias, having important conversations with other leaders, and making the commitment to become an organization that champions Belonging. Here are three considerations:

Have courage in initiating the important conversations in your organization. We’ve discovered that many people want to have these conversations, but are fearful of how they will be perceived for asking questions, examining the activities of your organization, and how they relate to the proclaimed Diversity, Equity, Inclusion, & Belonging strategy. Partnering with someone who can coach you through these conversations is one practical step towards the goal.

Be honest about what you don’t know. You do not have to know everything in order to move forward a strategy. Engaging in authentic learning conversations is just as important as activating your strategy. Often times just showing up to listen cultivates a culture of Belonging.

Pick one thing for your organization to focus on in the near future. One incremental step could be:

Incorporating your Diversity, Equity, Inclusion, & Belonging strategy into the business goals.
Initiating or reinitiating Employee Resource Groups.
Drafting and publishing an antidiscrimination policy.
Partnering with a resource to assist with organizational assessment.

Belonging is a basic human need. Diversity of people and perspectives is an asset. Equity in policy, practice, and position is a process. Inclusion is an outcome.

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