Bridge Partners LLC 1501 Broadway Suite 2605 New York, NY 10036 Tel: 212 265 2100 www.bridgepartnersllc.com insightsJUNE 2017 A PUBLICATION BY BRIDGE PARTNERS, LLC DIVERSITY-INCLUSION & EXECUTIVE SEARCH 3.0

Bridge Partners is an executive search firm with unique expertise in hen Bridge Partners was attracting and retaining founded as a senior, diverse executives diversity-focused search firm 14 Wyears ago, we anticipated that, by now, diversity-inclusion would have become naturally embedded in executive search at all levels and across all functions. We were wrong. The need for an innovative search firm that operates at the senior level and focuses on inclusivity has never been greater. “The hiring manager is 100% behind Our first edition of “Diversity Recruitment: a broad diversity recruitment Shattering the Myths” was published in 2007. initiative...but maybe it’s not the It went on to be our most popular edition, so best approach for this search.” The we wrote an updated second version in 2014, comments range from “It never works to celebrate our firm’s tenth anniversary. – the talent isn’t out there” to “Diversity This is version 3.0. It is refreshed but the recruitment means the process always message remains the same. takes longer.” All of these assumptions can be disproved by a solid business case for If you are a human resources or diversity- diversity and a strong diversity-focused inclusion professional, like many of our recruiting team/partner. clients, we imagine that you have probably had at least one of the following interactions “The talent isn’t out there.” Yes it is. with hiring managers. Diversity recruiting requires effort and focus. Obstacles to results include: “We don’t need to focus on diversity recruiting – we are already diverse.” • An inadequate diversity outreach effort. Every growing organization can make Building capability to identify high-caliber a strong business case for focusing on minority candidates, and then developing a diversity recruitment. You may see diversity positive relationship with them, is a process, in the organization when you “crunch the not a one-off event. It is necessary to build numbers” but do you have the very best your brand as an employer of choice and possible talent, with the broadest range of invest time in understanding the market. experience, at the senior-most levels of the • A recruiting team/search partner that organization? “hopes to come across” minority candidates, rather than actively pursuing that talent. (continued on page 2) 1

WWW.BRIDGEPARTNERSLLC.COM While in-house recruiters and traditional search With more and more organizations actively firms may have the best of intentions, they are often recruiting high caliber minority candidates, the laws not in a position to prioritize diversity. As with any of economics dictate that those candidates are fast- other area of your business, you are best-served by becoming “buyers”, with multiple career options. using the experts. If you find that you are losing qualified candidates • A focus on the path of least resistance - recruiting during your recruitment process, either someone candidates who are already looking for their next else is offering a better opportunity (with regard career move, rather than those who may be “under to a specific role, career development, or company the radar.” Reach out and recruit your candidates – culture), or you are not show-casing the best of what if they don’t come to you, you need to pursue them, you have. Top candidates – minority or otherwise - or use a search firm that can effectively do that on want top jobs. your behalf. The more competition there is a for a candidate, “We hear ‘no’ too often.” This means one of the more effort is required to attract and hire them. two things: you aren’t selling well enough, or your You have to sell them during the process and then company/this role isn’t where the candidate wants to close the deal. Not only do you need to offer the be. Both can be fixed. most appealing compensation package and the most appropriate role, but you should also use the interview process to understand their personal motivations and create opportunities. This is suCCessfuL DiveRsiTy particularly important when recruiting minority ReCRuiTing candidates as part of a diversity recruitment initiative. Do they want to be the diversity-inclusion Create a long-term recruitment strategy that considers “pioneer”? Do they want to act as a mentor? Some where your organization can see success in executives do, some do not. You need to understand attracting and retaining high caliber minority which “buttons to press”. executives, while also maximizing business impact. Develop relationships with organizations “Diversity recruiting is covered by the HR and individuals, internally and externally, who will department” The human resources department support your goals. may be the internal driver of diversity recruiting initiatives and the “face” of diversity staffing...but Educate your employee base, especially senior they should not be considered solely responsible for management. Defne goals and metrics, success. The organization as a whole has to own the emphasize your business case for diversity- initiative. inclusion, and ensure genuine buy-in/ understanding throughout the organization. A diversity-inclusion strategy/imperative should come from the CEO, and hiring managers should be Demonstrate the diversity of your organization and inclusivity of involved in the diversity recruitment process early your culture. Not just by advertising but at every and often. Every time. event, and in every interview. Integrate diversity into your “brand” and invest in the community, During the recruitment process every interviewer mentoring and volunteerism programs. must reflect the entire organization, communicating a clear, concise message to all potential candidates Nobody’s perfect. Don’t be uncomfortable if you regarding position requirements, culture and haven’t yet achieved every stated diversity goal. expectations. This message needs to be consistent Honesty and transparency are very appealing throughout the interview process and supported at to candidates – be direct about where minority all levels. candidates might be able to support your future diversity-inclusion initiatives. “We don’t have a problem hiring strong minority executives – we just can’t keep Choose your team and partners carefully. Diversity them. We are training them for other recruitment is a skill, it requires focus and organizations.” It is impossible to entirely dedication. Act as you would with any other prevent promising executives from leaving your corporate initiative and bring in experts with a organization, but it is possible to make it a tough track record of commitment and success. decision for them.

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JUNE 2017 DIVERSITY & EXECUTIVE SEARCH, REVISITED Larry Griffn Co-Founder & Partner, Bridge Partners There are many factors involved in retaining any high caliber executive within an organization, In the nearly 14 years since we founded Bridge Partners, we be it a new hire or a fast-track executive who has have seen the need to develop a diverse leadership team and been (or will be) promoted into a key role - one inclusive culture that is additive to the bottom line/mission of the most effective is rigorous on-boarding and of an organization, shift from primarily consumer-facing mentoring. organizations to virtually all industries. Research shows that mentoring relationships can Motivations may be different - marketing to diverse customers, be particularly effective for women and people of refecting a diverse employee base, or serving diverse color, or for people who are considered “different” constituents - but the challenges of recruiting and retaining the in any particular environment (think cognitive best available talent remain constant from industry to industry. diversity such as a private sector executive transitioning into a nonprofit). An effective, Sadly, many organizations have struggled because they have formal mentoring relationship will identify not customized their approach to recruiting diverse executives. high-performers, determine what motivates and They utilize jaded internal processes; work with external inspires them and focus energy on retaining them. recruiting partners with whom they have developed a comfort- It will help high-potential executives to exchange level but who do not make comprehensive efforts to approach critical information, build a strong network, diverse executives and therefore do not deliver high quality develop an understanding of internal politics/ diverse candidates; and fail to understand the need to retain, corporate culture, and interact with individuals develop and motivate the diverse executives that they invested outside their sphere of influence. in bringing into their organizations. One of the best measurements of retention and/ Organizations that are succeeding in diversifying their or mentoring initiatives is to see your internal employee population are not only being innovative and talent, particularly women and minorities, receive purposeful around recruiting and retaining diverse executives promotions, gain responsibility and take on higher but they are also building their employer brand to refect a profile roles throughout the company. commitment to diversity-inclusion. They’re talking about it authentically at the most senior levels of the organization, not “Building a diversity recruiting program just within human resources, and are embedding diversity- takes time. We should be patient to see the inclusion best practices in every function. Diverse executives results.” Yes it does – but that doesn’t mean the recognize these efforts and it certainly gives a positive program shouldn’t be held to the same standards impression when they consider joining an organization, or and metrics that any other corporate initiative consider leaving. would be.

The issue of retention is key. Failure to retain senior diverse Constructive criticism is good. In some leaders has a direct and negative impact on all levels of organizations, there is resistance to criticizing the organization and ultimately hinders all aspects of the diversity programs out of a fear of being labeled recruitment effort. as intolerant but no program can evolve without being continually challenged. This edition of Insights discusses these topics in greater detail but it is clear to us from many, many conversations with both Goals and metrics must be clear and there needs clients and candidates that, while some advances have been to be a transparent calculation of return on made over the years, there is still a signifcant amount of work investment. If the purpose and goals of a program for organizations to do if they want to better refect their diverse aren’t clear, it is extremely difficult to assess what customers and employee population. constitutes the success, which in turns makes it difficult to get buy-in across the organization.

Spotlight on diverse senior executives across all counsel for Marriott International and She holds a Bachelor of Arts degree in functions, including General Counsels, also served as General Counsel of an Political Science and Economics from Debbie Tang, Chief Legal Offcers and regulatory international restaurant chain. She McGill University and received a Juris Partner leaders, in a wide variety of industries. began her career as an attorney at Doctor degree from Washington & Lee Debbie is fuent in Mandarin Chinese Troutman Sanders and Reed Smith. School of Law, where she served on In May 2017, Debbie Tang joined the and often partners with U.S. clients on the Editorial Board of The Journal of Bridge Partners team, based in our overseas hiring needs. Debbie currently serves as co-chair Civil Rights and Social Justice. Washington, DC offce. of the Women’s Bar Association 3 Before joining Bridge Partners, Debbie of Washington, DC’s In-House She is a frequent panelist on diversity Debbie leads global executive WWW.BRIDGEPARTNERSLLC.COMspent over 6 years as a Managing Counsel Forum and is active in the and inclusion in executive recruiting. searches in both the private and Director in Major, Lindsey & Africa’s National Asian Pacifc American Bar public sector, from Fortune 100 in-house practice group. Prior to her Association. companies to universities and career in executive search, she gained government agencies. She recruits corporate experience as in-house About Bridge Partners CLIENT LIST Bridge Partners is a retained executive search Case studies and details of specific searches can be found on our frm with unique expertise in attracting and website at www.bridgepartnersllc.com retaining senior, diverse executives.

Clients include major corporations, Select For Proft Client List Select Nonproft Client List nonprofts, public sector, and entrepreneurial Alcatel-Lucen Acumen organizations across the US and around Alliance Bernstein Benwood Foundation the world. What they have in common is a American Eagle Outftters Blue Cross Blue Shield desire to adapt to a changing global market Barnes & Noble Boston Children’s Hospital and diversify their leadership teams in order Campbell Soup Company BRAC to refect their employee base, as well as the Charter Communications Bridgewater State University constituents they serve. Choice Hotels Cape Abilities They retain Bridge Partners to leverage our Colgate-Palmolive City Harvest innovative search approach and our track- CVS Caremark Cleveland Foundation record of presenting the highest caliber Edward Jones Communities in Schools executives. Foot Locker Consumer Financial Protection Diversity-Inclusion Fossil Bureau General Electric Company Cradles to Crayons Diversity-inclusion is not an “initiative” for us. GNC Corporation Digital Green It is what we do. Grant Thornton International Education for Employment Kaiser Permanente Federal Home Loan Bank As a minority-owned business, our team Macys Gallaudet University refects a commitment to diversity in all its McKesson Global Health Corps forms, embedding this core value in every aspect of our own culture and practice. Michael Kors Global Resilience Partnership Microsoft Habitat for Humanity We have grown our business based on the Northwestern Mutual Innovations for Poverty Action knowledge that a diverse leadership team Novartis Pharmaceuticals Jackie Robinson Foundation is critical to our clients – not just to refect Owens Corning JCCA employee base, clients and constituents Prudential Financial Kripalu served, but also to encourage innovation and Sodexo Lutheran World Relief progressive decision-making. Starbucks NAMIC We have a proven track record of building Starwood Hotels & Resorts Worldwide Network for Teaching effective leadership teams by: Sullivan & Cromwell Entrepreneurship TJX Companies PACT • Providing a higher level of service, Tommy Hilfger Robins Foundation embedding diversity and inclusion into every Travelers Simons Foundation aspect of our client work USAA South Asian Youth Action • Raising the degree of expectation regarding Walt Disney Company Starbucks Foundation inclusion in our candidate slates Wendy’s International TIAA-CREF White & Case Turnaround For Children • Partnering with clients to ensure they gain Union of Concerned Scientists access to the very best executives in the Vermont Foodbank marketplace, remaining focused on ability as the top priority, regardless of race, gender, or Woods Hole Oceanographic Institute any other defning characteristics YMCA YWCA

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