Jul 25, 2018
While ‘simple’ may be in the title, let’s start by getting one thing straight. Whether you find yourself at a startup or a Fortune 500 organization, building a diverse company is anything but simple. Here are six suggestions where to start as you set about fostering diversity at your startup.
Over the last two or three years, the diversity conversation has broadened to encompass both diversity and inclusion. In fact, many now argue that inclusion -- creating the conditions in which employees of all backgrounds feel empowered to do their best work -- needs to come first if you want your efforts to be sustainable. Or, put another way, it’s virtually useless trying to recruit diverse talent into an environment in which they won’t feel like they belong.
To get your bearings in the conversation, answer the following questions as objectively as possible:
It’s an ongoing source of astonishment to me that, given the widespread consensus that hiring is really important for success, startups spend comparatively little time, effort and resources training employees to make objective hiring decisions. That matters because -- whether we like it or not -- we’re all unconsciously biased about the world around us. Thoughtful guidelines can help minimize the impact of that bias, or at least make us more aware of it.
In the absence of such guidance, too many interviewers end up evaluating candidates in a way that stymies diversity. A prime example is choosing to reject a candidate because they don’t feel like a ‘culture fit’ for the organization, which is often code for ‘they didn’t really seem like us’ or ‘I wouldn’t enjoy hanging out with them.’
In selecting talent to join your team, by all means seek out candidates who align with your company’s values. But if all you do is select people ‘just like us,’ you’ll quickly find yourself in a monoculture, which can stifle your creativity and your ability to succeed as a business.
Instead, provide resources to help employees get better at interviewing. Insist that candidates for a specific role be evaluated in a consistent manner. If you use an applicant tracking system, interview kits will help greatly; if not, create questionnaires, give each interviewer a slightly different script, but make sure they stick to it. If you need inspiration around objective interviewing, Lou Adler, CEO and founder of The Adler Group and author of the Amazon best-seller, Hire With Your Head, frequently writes relevant articles on the topic and is well worth following on LinkedIn.
If you’ve already hired employees who may consider themselves in the minority (say, those who are parents, are in their forties and fifties, or are engineers who learned their craft at a coding bootcamp), ask them if they’re willing to be featured on your company blog, or share their positive experiences working for your organization in a post on a content site like Medium or LinkedIn.
Lever’s early sales team was predominantly male until we started focusing on creating more balance, which led one female account executive to write an important piece, ‘Why We Need More Women in Tech Sales.’ Eight months and several thousand views, likes and comments later, we had significantly expanded the team and grown the number of women on it from 21 to 42 percent. Moreover, 80 percent of new female sales hires said they’d been influenced by a Lever blog post either to applying or to accepting their offer.
If you don’t yet have minority employees who are willing to speak publicly and positively about their experiences at your startup, show your support for the community. Attend local meetups that address diversity, or arrange volunteer opportunities that expose you to diverse populations.
Also, make sure your website photography doesn’t showcase the same types of people. If you’re in the position of trying to shift from monoculture mode, profile customers and other members of your community who represent other groups.
As companies grow, employee resource groups (ERGs) often form to provide underrepresented minorities with a place to network and trade ideas with peers.
While our ERGs do a good job of keeping the dialogue open and welcoming the involvement of others who don’t fall into that category, I struggle a bit with the ERG concept. Yes, they create a safe and welcoming space, but if done poorly they increase the risk that important conversations get siloed. Before you know it, your diverse employees are discussing critical topics with one another behind closed doors, when exploring them out in the open might result in a more empathetic and welcoming environment.
What emerged from a couple of hours over beers was a deliciously eclectic playlist, and a conversation that helped me learn truly surprising things about team members that I hadn’t yet interacted with. To me, the most successful inclusion activities are those that foster a mutual sense of belonging among everyone -- whether they are in the majority or minority.
Aside from activities, even the language used in everyday communication at your startup can contribute to an inclusive environment, or detract from it. San Francisco Bay Area-based startup Buffer published a useful guide to inclusive language for startups and tech that provides important food for thought.
Over the last ten years, it’s become increasingly common for companies to turn to proactive sourcing in order to recruit the best talent to their team. The numbers make it obvious why: LinkedIn claims only 30 percent of the workforce is actively looking for work at any given time, so your applicant pool is drawn from that 30 percent.
The remaining 70 percent are described as ‘passive candidates’ -- individuals not actively looking but willing to engage in a conversation about a new role if approached with the right compelling pitch. If you receive 20 applicants for a technical role at your company and they’re all white or Asian millennial males, clearly you’re going to have to work a bit harder to build a more diverse slate of candidates for consideration.
There are various ways you can think about finding talent from minority groups -- but whatever you do, don’t approach them merely because they are ‘diverse talent,’ which will be a real turnoff to anyone who falls into that category. Nobody wants to be a token hire.
There are never enough hours in the day at a startup. In the face of other priorities -- revenue! product! fundraising! -- it can be tempting to hold off on devoting energy and resources to diversity and inclusion. Here’s the thing: the longer you wait, the harder it gets. There will literally never be a better time to lay the foundations for D&I than when you’re still just a handful of employees. Unless you’ve hired extraordinarily well off-the-bat, the vastness of the task ahead only mounts over time.
So get after it. Set small goals. Chip away at it. Make diversity central at your company, and make it come from an authentic place. And above all, commit for the long haul. We may have won accolades at Lever, but we’re still learning on a daily basis. We’ll never be “done” with diversity and inclusion, but we know our focus is well worth the effort.