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DIVERSITY IN RECRUITING AND HIRING

PROGRAMS AND STRATEGIES THAT WORK

Workplace diversity is more important than ever as job seekers, employees, vendors and consumers seek out organizations committed to diversity, equity and inclusion (DEI). Companies that don’t evolve risk a dwindling candidate pool, diminished market share and lost profitability. Four executives involved with various aspects of workplace diversity shared their insights with Crain’s Content Studio. What does diversity, equity and inclusion mean to your organization? Gloria Cotton: At inQUEST, diversity refers to all aspects of any/all human beings, known and unknown, evident and obscure. Equity refers to the resources and support people need to be successful and to feel included that meet the needs of their unique diversity. Inclusion refers to the experience people have in working and being with others and the behaviors that result in them feeling welcome, valued, respected, heard, understood and supported for who they are as human beings, for the job/work they do and how they do it. We want everyone to know they have a right to expect to be seen and heard for who they are, that they add and have the potential to add value, that they’ll feel safe to be themselves when

we agree or disagree, and that our supplying the accommodations they need is one of the ways we prove we see and hear them individually, not stereotypically or unrealistically. Samantha Lewandowski: DEI means acceptance for all who are employed with TAWANI Enterprises, now and in the future. Our staff represents a range of races, nationalities, sexualities, genders, religions and ages, and we value each person coming from a different background with unique experiences. We encourage our staff to use empathy in all work situations to build a stronger, more connected workforce. Jennifer N. Pritzker, our president and CEO, has publicly supported inclusion and anti-discrimination legislation and practices and truly leads by example in creating a welcoming environment for all.

Rheaana Guess: At Delta Dental of Illinois, DEI doesn’t just mean hiring, retaining and promoting diverse talent, it also means creating an environment where employees feel seen, heard, respected, understood and motivated to contribute. We strive to be a safe place where constructive two-way communication and cross-cultural understanding empowers all employees to be authentic. This enables employees to better connect with and understand each other, our clients and those in the community we serve. Pamela Moore-Thompson: UScellular embraces diversity as one of the foundational values important to our strong culture. We commit daily to openly supporting the individual strengths of each of our associates and valuing the uniqueness of their perspectives. We know that having a diverse workforce across all levels and within all functions

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What’s the biggest challenge your organization faces when seeking to recruit and hire a diverse workforce? Lewandowski: Our biggest challenge is connecting with a diverse audience. We post openings on a variety of job boards to attract the best talent, rather than relying on one source to bring in prospective candidates. Because we’re a small organization, it can be a challenge competing with larger organizations looking for the same great talent. We try to separate ourselves in the recruiting process by illuminating our core values, generous benefits, entrepreneurial opportunities and a warm and welcoming experience for all applicants. Moore-Thompson: Many talented employees and candidates have reset their baseline for what they want from an employer. Societal influences, such as COVID-19, have had a significant impact on the labor market. Feedback from current associates, as well as applicants, suggests that flexibility is a high priority, and they feel—and we

Diversity, equity and inclusion is our business

• Leading Inclusively in Challenging Times

of our organization is important to serving customers in our local communities, attracting extraordinary talent and creating a culture that’s inclusive of differing experiences and perspectives.

Proud to be recognized as a Crain’s 2020 Notable Business Championing Diversity.

How does your organization promote diversity in recruiting employees? Moore-Thompson: We focus on communicating the robust benefits that job seekers will experience when becoming a part of our organization. We also have strong relationships with partner organizations that help us access a broad group of diverse talent. We participate in events that attract diverse candidates, recruit through inclusive organizations and diversify our employment advertising to reach talent in local communities. Our equitable recruiting practices include pursuing diverse interview teams, compelling job descriptions aimed at attracting broad groups of interested candidates, and diversity and inclusion training for all leaders of people. We practice continuous improvement and regularly analyze every step of our recruiting process to ensure that we’re appealing to a broad and diverse group of potential candidates. Guess: We’re very intentional and strategic. We don’t simply post a job and cross our fingers. We target local diverse professional organizations and university groups to make sure we’re connecting directly with our candidates. We find this more focused approach shows potential

“WE TARGET LOCAL DIVERSE PROFESSIONAL ORGANIZATIONS AND UNIVERSITY GROUPS TO MAKE SURE WE’RE CONNECTING DIRECTLY WITH OUR CANDIDATES.” — RHEAANA GUESS, DELTA DENTAL OF ILLINOIS agree—that flexibility has been earned over the last 18 months. Guess: Recruiting in the western suburbs, where we have our headquarters, and in the insurance industry in general can be a challenge. Through our DEI work, development programs and benefit offerings, we strive to present candidates a dynamic workplace environment where they can grow and develop. Additionally, we’ve introduced a hybrid/remote work model, which helps attract more diverse talent.

employees that we’re serious about our commitment to recruiting diverse talent, and more efficient yields result. Lewandowski: We emphasize education and professional skills. Throughout the interview process, we learn how a candidate wants to add value to our organization, and how we can provide value to their career. We let them know that we invest in our employees by providing them with the tools they need to be successful and promote from within when skills align with an opportunity.

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important to a diverse population is ever-changing and we’re committed to keeping our finger on the pulse of our employees’ needs. How do you communicate with your employees about corporate DEI initiatives?

GLORIA COTTON

Senior Partner inQUEST Consulting gloria@inquestconsulting.com 312-268-5831

What efforts do you take to reduce unconscious bias in your hiring practices? Lewandowski: We use an applicant tracking system to expand our reach of advertisements for open positions. Each candidate is interviewed by a variety of staff levels to help ensure fair and objective decision-making. If we feel a candidate may not be a good fit, we examine why we’ve come to that conclusion and whether it’s a result of our own unconscious bias. This helps us prevent ruling out candidates for reasons other than potentially lacking the required skills for the role. Cotton: Our hiring teams are diverse in age, gender identity, background, education, experience and more. In all aspects of business, we help each other identify our biases—conscious and unconscious— and challenge ourselves to identify measurable, concrete ways that no one will be negatively impacted by our biases. We don’t try to eliminate bias; that’s impossible and sometimes ill-advised. Our focus is on awareness, choices that align with our values, mission and aspirational brand and an unrelenting commitment that no staff, clients, vendors, potential hires or anyone else will experience anything other than inclusion when they meet, interact and/or work together face-to-face, virtually, on the phone and in writing. Moore-Thompson: Our behaviorbased interview process promotes a consistent approach to interviewing. We also pursue diverse interviewer

RHEAANA GUESS

VP, People & Diversity Officer Delta Dental of Illinois rguess@deltadentalil.com 630-718-4700

panels and require calibration conversations to review all eligible applicants for an open position. We require our leaders to complete diversity training on topics such as unconscious bias in hiring, and all new leaders participate in a program that focuses on ensuring objectivity in the hiring process. We’ve also brought in external experts to share best practices and provide additional insights to help associates and leaders ensure that DEI stays top of mind during hiring and beyond. What role can benefit packages play in attracting and retaining diverse candidates and employees? Moore-Thompson: Having a robust and unique benefits package can attract a broad group of candidates. For example, we know that women and minorities were disproportionally affected by the impact COVID-19 had on the job market, and a large group of people voluntarily left their jobs in pursuit of something different. As these groups are looking to re-enter the workforce or find a new opportunity, they desire benefits beyond what typically comes to mind. Recently we’ve heard an increase in questions surrounding flexible work locations and hours; physical, emotional, financial and social wellbeing support; work/life balance; stress reduction and personal time off expectations. We have competitive benefit offerings, and are always looking to be flexible and align our offerings to support the needs of all employees.

“EMPLOYEES APPRECIATE WORKING WITH ORGANIZATIONS THAT BOTH SHOW AND TELL HOW MUCH THEY VALUE, APPRECIATE AND NEED THEM BY PROVIDING HELP WITH PHYSICAL, EMOTIONAL AND MENTAL HEALTH.” — GLORIA COTTON, INQUEST CONSULTING

SAMANTHA LEWANDOWSKI Human Resources Coordinator TAWANI Enterprises samantha.lewandowski@tawani.net 312-374-9455

Lewandowski: In creating an attractive benefits package, it’s important to keep in mind that each employee has unique needs. While TAWANI is a smaller organization, we’ve focused our benefits on how we can help staff of all levels feel comfortable and in doing so, we hear from candidates and employees that our offerings help us stand out. Cotton: Employees appreciate working with organizations that both show and tell how much they value, appreciate and need them by providing help with physical, emotional and mental health. Benefits help current employees as well as potential hires better understand the

PAMELA MOORE-THOMPSON VP - Talent Strategies & Organizational Effectiveness UScellular pamela.moore-thompson @uscellular.com 773-399-8929

real culture of an organization—for example, how they treat employees after the interview, whether they live up to the promises made, whether the real needs of families are covered, or if they’ve chosen to provide the minimal amount of coverage and assistance just to say they offer it? Often the decision to join a company is heavily influenced by the answers to those questions. Guess: Because we think it’s critical to spend our resources on what our people actually want and need, we make an effort to engage employees and use their feedback to identify the benefits that are most important to them. We recognize that what’s

Moore-Thompson: We weave a consistent flow of DEI content into our communications to keep it top of mind for associates. We encourage leaders to proactively share and advocate for DEI initiatives and offer space for associates to participate; this starts with our CEO who’s made DEI efforts a priority across the company. We encourage peer-topeer communication, and we support our associate resource groups taking the lead on communicating their perspectives, concerns and initiatives broadly across the company. We also have an internal communications channel where associates can freely share their ideas and thoughts in a safe space. Cotton: We have conversations with our team about DEI, the alignments with our values, mission and short- and long-term strategic goals. Team members are asked for evidence or examples of where we’re demonstrating our commitment, how we can improve, what we may be missing, opportunities and challenges they have as well as their perception of challenges and remedies. Everyone has the opportunity to contribute, question, challenge and recommend. While different people lead different

EMBRACING DIVERSITY. FOSTERING DIALOGUE. From the oral health care access we provide to the people we employ, invest in and support, Delta Dental of Illinois is committed to diversity, equity and inclusion.

DIVERSITY IN RECRUITING AND HIRING

PROGRAMS AND STRATEGIES THAT WORK aspects and projects, everyone is responsible and accountable for creating a culture where DEI is invited, respected and leveraged. What role does training play in your organization’s DEI efforts? Lewandowski: Within the last year or two, most of our trainings have taken place using our learning management software, rather than in person. Training in this way allows us to track progress and completion and provide opportunities for check-point quizzes with questions surrounding the content being presented. For example, our most recent companywide training focused on the topics of sexual harassment and discrimination in the workplace. Within the training, there were opportunities to read through a scenario and select the correct response on how to handle reporting harassment or what’s considered discrimination in the workplace, and what the appropriate steps are to remediate. Moore-Thompson: We’ve prioritized company-wide DEI training for leaders and associates.

By having dedicated training, we can engage all associates to reflect on their own thoughts and actions and be more mindful of inclusive behaviors in their day-to-day. All leaders have required diversity training that addresses potential bias in hiring, and we have several optional trainings that are available to all associates. Beyond formal learning, our associate resource groups regularly provide educational opportunities through guest speakers, special events, webinars and informal discussions. Guess: Training plays a key role in our DEI work. We’re not only focusing on training and what makes an inclusive culture, but also engaging employees on what we do well, where we may fall short and how we can best support them. We’ve amped up training on inclusive leadership skills, engaging and facilitating two-way communication and identifying unconscious biases in not only hiring, but also ongoing employee engagement. We also offer lunch and learns and other informal sessions for employees to share and learn, and we have a DEI-specific internal channel on our employee Intranet with resources, including training materials.

Cotton: Our three areas of focus when engaging with our clients are strategy and structure, education and experiences, and bridges and breakthroughs. We’re mindful to continue growing our own individual and collective professional abilities so that we can serve our client partners

How do you ensure that long-tenured employees feel included and that DEI is about them as well as new hires? Guess: We’re intentional in involving all employees in our DEI

“EMPLOYEES NEED TO KNOW THAT THEIR VOICES ARE HEARD AND THAT THEY CAN BE CANDID IN SHARING THEIR THOUGHTS AND OPINIONS.” — PAMELA MOORE-THOMPSON, USCELLULAR with information, processes and more that are not only cutting-edge but also culturally transformative. We also invest and share resources that cultivate and strengthen our team professionally and personally. It’s a real benefit to work with people where the reality of safety—physically, emotionally, intellectually, mentally and spiritually—is important.

efforts. We have a DEI team made up of employees in different departments at different levels with different tenures. We communicate our DEI efforts in our monthly internal newsletter and more frequently as needed. We offer opportunities for professional development and growth to ensure that all employees are engaged. Lewandowski: Long-tenured employees as well as new hires are encouraged to participate in required initiatives and trainings. We want everyone to have the same information and knowledge about our inclusive policies, and the awareness and tools that create a more understanding and welcoming environment. Moore-Thompson: While DEI initiatives have always been a priority, in 2019, we launched a year-long inclusion campaign to optimize our diverse talents and foster a more inclusive organization. An important element is an annual week-long summit composed of sessions dedicated to creating greater understanding of our company’s DEI strategy, supporting individual growth and promoting engagement with our associate resource groups. How do you address workplace violations of social justice?

TAWANI Enterprises is committed to equality, inclusion and diversity. We believe that all people should be accepted for who they are, that all abilities should be valued, and all voices heard.

Cotton: We keep it 100% real by talking about it. We don’t avoid any topic or event. We practice and continuously build our skill, even when it’s uncomfortable. It’s important that we all know we can talk about scary things without being scared to do so. We ask about impacts on our team members, people they know or don’t know but to which they belong, have affinity for, or are aligned with. We talk about our feelings. We also talk about what we

can do individually and as a firm to ensure that we all experience safety when working with each other and our client partners. We inquire about suggestions for how and what we can do that demonstrates and is aligned with our organizational values, mission, vision and brand. We speak about what we can and cannot do, what we can support and how. How can organizations prevent DEI fatigue? Guess: The best way is to find the joy in diversity and inclusion. People are more likely to put in hard work when there’s a reward at the end. It’s critical to weave joy into DEI work, otherwise everyone grows weary. Explore art, food, dance, theater and music. Make space for celebration of difference through enjoying commonality. This is when true engagement and understanding occurs and that’s when real progress happens. Cotton: Pay attention to and invest in self-care physically, emotionally, intellectually, psychologically and spiritually. When needed, ask for and mentor each other, encourage and celebrate by taking time away from work and relaxing. Be creative in ways that may or may not result in workrelated products and services, such as spending time with family or friends. Moore-Thompson: Employees need to know that their voices are heard and that they can be candid in sharing their thoughts and opinions. The conversations can’t all be “top down” because at some point the words become hollow or feel robotic. Our associate resource groups are volunteer, company-supported and associate-driven, drawn together by common purpose and commitment to being a resource for our associates and the organization. By actively engaging our associates and having them take ownership of DEI initiatives, we’ve found increased empowerment and pride. What advice do you have for organizations looking to measure the success of their DEI efforts? Guess: Be realistic. Understand that you didn’t get here overnight. Broaden your definition of success. While recruiting, retaining and promoting diverse talent is a critical goal, be inclusive about your wins. Most companies are structured like a pyramid and there’s simply not room for everyone at the top. When a diverse employee leaves the company for a promotion elsewhere,

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ABOUT THE PANELISTS GLORIA COTTON is a senior partner at InQUEST Consulting, which helps individuals, teams and organizations think, lead and interact inclusively. The self-proclaimed “HR Queen” has more than 25 years of experience working with corporations, unions and notfor-profits. Her expertise includes leadership, unconscious bias, privilege, race, racism and allyship, and she is sought after as an instructional designer, master facilitator and keynote speaker. In 2019, she was featured in Crain’s list of Notable Minorities in Accounting, Consulting & Law.

that should also be considered a success because you’ve prepared an individual to go elsewhere at a higher level. This person will recognize your organization’s contribution and will likely say kind things about you, send you business and who knows, maybe even return to your organization. Moore-Thompson: Set goals and targets, develop strategies to achieve those goals and constantly measure achievement milestones. UScellular participates in several outside surveys and indices that provide impartial feedback and benchmark us against other companies. The feedback is invaluable, because we recognize that

RHEAANA GUESS is a vice president and people and diversity officer at Delta Dental of Illinois, which offers dental benefit programs to Illinois-based companies and individuals. In addition to overseeing the human resources function, she is responsible for DEI initiatives, including trainings and programming, employee affinity groups and mentoring programs to foster an inclusive culture that will attract, hire and retain a diverse workforce. A licensed attorney, she has more than 15 years of labor and employment law experience.

SAMANTHA LEWANDOWSKI is the human resources coordinator at TAWANI Enterprises, which provides back-office services to its private equity portfolio of startups, mature innovative companies and not-forprofits. She is responsible for all recruiting and hiring, and also develops individual onboarding plans for new talent to ensure the long-term success of each employee. She keeps abreast of DEI topics and initiatives through continuing education opportunities, with the goal of bringing the best talent to her organization’s diverse portfolio of businesses.

work with, recognize and create safety—and respectfully address exclusion and opportunities for more inclusion with our client partners. Our client partners also benefit in how we work with them. Guess: Different perspectives and new ideas and innovations flourish with a diverse workforce. We have a diverse customer base as well as a diverse partner and community base. Having an equally diverse workforce helps us best serve our customers, partners and community. We were proud to be recognized as one of Crain’s 2020 Best Places to Work and our employees are to thank. Acknowledging, learning

“OUR EMPLOYEES ARE DEDICATED AND COME TO WORK EVERY MORNING WITH THEIR BEST FOOT FORWARD, WHICH WE BELIEVE IS LARGELY A RESULT OF THE INCLUSIVE AND DIVERSE ENVIRONMENT WE’VE FOSTERED.” — SAMANTHA LEWANDOWSKI, TAWANI ENTERPRISES working toward being a more inclusive organization is always evolving. We acknowledge where we may have weaknesses, apply continuous improvement and hold leaders accountable for advancing our goals. What’s the biggest benefit your organization has experienced by having a diverse workforce? Cotton: We work better together, understanding DEI in deeper, realworld ways. This helps us understand,

from and appreciating our differences helps us ensure inclusivity at all levels of our enterprise. Lewandowski: The biggest benefit we’ve experienced is the sense of belongingness that’s been created within our organization. We have a diverse portfolio of businesses, so naturally our workforce has employees from a variety of backgrounds to support each one. Our people are talented and committed to what they do, and the diversity in each team only elevates their ability to problem-

solve and find creative solutions together. In 2020 we were recognized by the Chicago Tribune as being a Top Workplace, an award that’s based on employee satisfaction. In addition, propertymanagement.com named our property management company the best in Chicago two years in row. We believe these recognitions are due

to our amazing staff. Our employees are dedicated and come to work every morning with their best foot forward, which we believe is largely a result of the inclusive and diverse environment we’ve fostered. Moore-Thompson: The most significant benefit is increased

AT USCELLULAR,™ WE’RE COMMITTED TO AN INCLUSIVE CULTURE WHERE OUR DIFFERENCES ARE INVITED IN, EMBRACED AND CELEBRATED. Together, we’re stronger.

PAMELA MOORETHOMPSON is vice president of talent strategies and organizational effectiveness at UScellular, the fourth-largest full-service wireless carrier in the United States. She joined the company in 2007 and has held increasingly responsible human resources roles. Currently, she leads teams that optimize the attraction, acquisition, performance and retention of exceptional associates, so they can provide customers with a great wireless experience. Previously she held human resources roles in the financial services industry.

trust among our associates, which contributes to improved performance. Our associates trust that we’ll listen to their perspectives and consider their points of view in our decision making. This drives our ability to provide a great wireless experience for our diverse customer base and to achieve better business results.