Nonprofit Diversity and Inclusion: Need for Action

NPMag Sept 2015I’m excited to join the team at SynerVision Leadership Foundation in announcing the launch of the Fall 2015 issue of Nonprofit Performance Magazine on Embracing Your Whole Community. Check out my article on page 28.

This article is a primer for getting started – the costs and benefits of becoming more inclusive, followed by key action steps to have the maximum impact in the shortest period of time.

Nonprofit Diversity Recruiting – Who’s in Your Pool?

swimmers“The truth is, when it comes down to hiring,  people tend to hire the people they want to spend time with, regardless of who applies for the job and often those people are people they share common interests and experiences with, people who tend to come from the same background. ”  

There are a number of common suggestions for recruiting for staff diversity:  listing job postings with diverse job boards, networking with culturally diverse organizations, connecting with HCBUs, participating in diverse job fairs, etc.

According to a study by Lauren A. Rivera in a report put out by the American Sociological Association, the truth is when it comes down to hiring,  people tend to hire the people they want to spend time with – regardless of who applies for the job – and often those people are people they share common interests and experiences with, people who tend to come from the same background.  If your personal networks are people who all look like you, you’re still going to have a problem, and we’re not even talking retention yet – we’re just talking about getting people in the door.

This New York Times article details how many of today’s top employers rely extensively on internal referrals.  And it makes sense – you want to hire someone good, someone who will do top notch work and help your organization rise – you want someone with a known track record. It makes sense to hire people you know or that come from a trusted referral.

So, who’s in your pool?  

According to the Public Religion Research Institute’s 2013 American Values Survey, the degree of diversity in one’s personal networks vary greatly based on race.  For the average white American, 91% of their personal network is also white – with 1% each of a number of different races and ethnicities.   For 75% of white Americans, their entire network is white.  For historically white organizations, personal networks are key.  If your circle is homogeneous, your short-list of preferred applicants will be too.

The ASAE Center recommends strategies that get at this personal network issue – get people in the pool before you need to swim.  This is absolutely true for small and mid-sized nonprofit organizations who may rely extensively on internal networking due to the availability of fewer HR resources.

How do you get new people in your pool?

One way is to expand your own personal network.  Even better? Encourage all staff and board members to expand their personal networks too.  Expanding these networks not only results in greater diversity among potential candidates, but has several valuable (and free) benefits:

  1. Broad-based diversification of personal networks. It deepens the awareness and education of each staff/board member regarding the critical issues facing that community while also reducing cultural assumptions based on lack of knowledge.  A key element in reducing unconscious bias is the building of personal relationships with those different from oneself.
  2. Deeper organizational connection to and with specific communities. The relationships that develop can create valuable programming partnerships, cross-issue advocacy, and expanded resource options.
  3. Better outreach. It raises the public profile of both organizations who are working together to achieve a greater common good and extends each organization’s marketing reach.

Once community partnerships are formed, the relationships have greater potential to last beyond individual leadership changes because they are entrenched in the organizational DNA.

When we worked on a racial inclusiveness initiative at Affirmations, Metro Detroit’s lesbian, gay, bisexual and transgender community center, a group of staff and community members came together to brainstorm actionable and measureable ways to make this happen. Since Affirmations was struggling with having a largely white board and staff, specific encouragements were provided for both staff and board to help them build their own personal network and subsequently make more diverse referrals for open positions.

Recommendations for expanding your nonprofit’s pool:

For the board of directors:

  • Ask all board members to participate in 4-hour diversity and inclusion training within first 6 months of service (offered monthly).
  • Encourage board members to build a relationship with one organization serving a community different from their own and annually attend their events and network with members.
  • Invite board members to participate in a community leaders forum that included board members from other nonprofit organizations serving diverse constituents.
  • Ask all board members  to recommend one person of color for board service each year. This last item was supported by the work of the first three items.

For staff:

  • Require all staff to participate in 4-hour diversity and inclusion training within the first 90 days of employment.
  • Encourage staff members to build a deeper relationship with a “sister” organization serving a more diverse constituency – learn from that organization’s best practices, offer support in areas of expertise, build relevant and effective programming partnerships and join together on mutual advocacy issues. Have each  identify and network with a contact at each agency to support and encourage the establishment of deeper relationships among individuals at each organization.
  • Encourage every member to refer one person of color to the organization for hire each year.

Together, these ideas aimed at deepening cross-cultural relationships, fostering strong organizational partnerships and driving organic cross-cultural learning and thinking. Expectations for making referrals is paired with actions each person can take to successfully build and diversify their own networks.  They say “it’s all about relationships” – deepening relationships among people across cultural differences is key to arriving at that interview comfortably and confidently – for both the interviewee and interviewer.

Part 11: Why Should Nonprofit Invest in Diversity & Inclusion Work?  Arguments for the Budget

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This is one post in a multi-part story documenting one historically white organization’s journey toward becoming racially inclusive.  The series seeks to document the challenges and successes faced along the way in an effort to provide a learning tool for other nonprofit organizations who wish to do the same.  For a complete copy of Affirmations’ “Blueprint for Change” visit www.GoAffirmations.org and click on About Us.Kathleen LaTosch at NCRC Annual Conference 2012 
 
Kathleen LaTosch is a consultant specializing in diversity and inclusion planning for nonprofit organizations.  She worked at Affirmations, Michigan’s largest LGBT organization, from 2002-2011 and served as Chief Administrative Officer from 2007-2011.  While there, she led a broad-based racial diversity and inclusion initiative.  For more information about Kathleen’s work and availability, email her at klatosch at gmail.com
 

Diversity Recruiting Strategy – First Steps

who-what-where-when-why-howMany diversity conversations start with the question, “how do we recruit more people of color (or more women or more ________ people)?” and while recruitment is certainly a worthy area to address, it’s helpful to take a step back and look at the inside map of your current staffing patterns first.

Getting a good handle on what’s happening right now will help you pinpoint specific areas for improvement and it’ll help you avoid common pitfalls and missteps.  For a working example of looking at existing staffing patterns, let’s use racial diversity.  Some key questions to be asking include the following:

  1. What racial demographics are you targeting? For nonprofits, this is sometimes answered, “representative of our region” or “representing those we serve.”  If this is your case, you need to gather baseline data on the racial demographics of your region or your constituency.  For the former, this is easily found through Census Data; for the latter, you’ll need to collect your own data on your constituents.  Keep in mind that even if you have a sense of where your target should be, laws govern the setting of written targets – you’ll need to consult an attorney on this one.
  2. What are the current racial demographics on your staff? A simple breakdown will suffice only if you have a very small organization.  Otherwise, for medium- to large-sized organizations, you need to break down the racial demographics by hierarchy.  If your staff is 50% people of color, but white people make up 90% of your leadership positions, that’s an area for concern and you’ll only be able to look at this if you gather the correct information.  A couple of other considerations:
    • You may want to look at payrate and race together, to get a sense of how equitably your pay structure is playing out. Are people in the same levels getting paid equitably?  If not, this could be affecting both your retention rates and your recruitment efforts.
    • Look at your staff racial demographics by department. Are some departments noticeably more or less diverse?  Why might this be?  What are the causes and what are potential solutions?
  3. How did your current staff come into their jobs? This is an especially important question for strategic recruiting.   Were they “warm” leads from friends or colleagues?  Were they promoted from within?  Were they former volunteers or interns?  Were they purposefully sought out?   Did they come in cold from a job posting?  Where did they find out about the job?  Look for trends and patterns broken down by race.  This will provide valuable information to direct your future recruiting efforts.
  4. How long have people worked at your organization? Look at this question in terms of racial demographics and also check for promotion/demotion history.  If there are race-based patterns, this provides for further areas of exploration.

This blog is based in part on a four-year racial diversity and inclusion initiative at Affirmations, Metro Detroit’s community center for lesbian, gay, bisexual and transgender people.  In 2009, we took a close look at all of these questions and uncovered key areas requiring specific attention:

  • While the staff was relatively diverse (64% white; 36% people of color), leadership positions were held mainly by white people at the time (80%-20%). People of color were primarily employed in positions with less authority and were more likely to hold part-time or hourly positions, as opposed to full-time salaried positions.
  • Retention data was alarming. The average white person stayed on staff more than 5 years.  The average person of color stayed on staff less than one.  We were recruiting and hiring, but people weren’t staying.
  • Even though a small organization, programs were nearly always more heavily populated by staff of color, as compared to development or administrative positions.

Gathering this information was crucial to forming a solid recruitment strategy and for informing our retention efforts.  On recruitment, we needed to do two things: 1) target efforts to non-program areas of the organization – development and administration, and 2) target efforts on leadership positions.

On retention, it pointed out deeper problems and a need to gather additional information about why staff of color left the organization, on average, after less than a year.  Great recruitment strategy only works if people want to stay once they get on the job.  Otherwise, you’re just spinning your wheels.  For more on this, check out a previous blog entitled “The Cost of Diversity Without Inclusion,” on the risks associated with diversifying your staff before making inclusive culture shifts from within.

Part 9: 5 Action Steps for Nonprofit Diversity & Inclusion

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This is one post in a multi-part story documenting one historically white organization’s journey toward becoming racially inclusive.  The series seeks to document the challenges and successes faced along the way in an effort to provide a learning tool for other nonprofit organizations who wish to do the same.  For a complete copy of Affirmations’ “Blueprint for Change” visit www.GoAffirmations.org and click on About Us.Kathleen LaTosch at NCRC Annual Conference 2012 
 
Kathleen LaTosch is a consultant specializing in diversity and inclusion planning for nonprofit organizations.  She worked at Affirmations, Michigan’s largest LGBT organization, from 2002-2011 and served as Chief Administrative Officer from 2007-2011.  While there, she was responsible for facilitating a broad-based racial diversity and inclusion initiative.  For more information about Kathleen’s work and availability, email her at klatosch at gmail.com