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from the companies interviewed
endorse. But developing community relationships ensures that a company is not bound to the ability or
inability of a recruiter.
Recruiters who focus on finding
diverse recruits are becoming more
common as corporations broaden
their ideas of the right candidate.
But often human-resource departments do not have the knowledge
of where to find people who are not
white and male.
Altria, KeyBank and Turner
go beyond a recruiter’s promise and
require in contracts that candidates
beyond the white-male category are
found. If not, the recruiter is fired.
“Make sure the recruiter has a
track record in finding qualified executives of color, women, etc.,” says
Copeland. “You are in the best position because you’re the client, so you
recruiters aren’t sourcing everything
To ensure human-resources and
individual department heads are
finding and hiring the best diverse
talent, top companies measure their
efforts and their results.
Kraft, for example, measures the
representation of women in the ranks
of middle management and above
because that level is the primary
source of female talent for the more
senior management positions. Kraft
also measures the representation of
executives of color, which includes
senior and middle management, junior management, professional and
“[Kraft looks] to track diversity
and we set goals, and those are for
higher and lower in the organiza-
“We have hiring goals, which
include university relations,
and we augment that with pro-
motional and retention goals.”
Janice Fenn, Kraft Foods
can say specifically what you want.”
Kraft’s director of talent acquisition, Carin Kaiser, believes companies should require recruiters to
have “diverse representation in the
Fenn adds that Kraft, in addition to requiring recruitment
firms to provide a “diverse slate,”
has one executive recruiter in-house who is solely focused on
diversity recruiting to ensure all
possible sources are searched.
“We wanted someone with an
expertise in that area,” says Fenn.
“We don’t want to run the risk that
tion,” says Kaiser.
Kraft plans its recruitment goals on
a yearly basis and checks on progress
every quarter through an applicant-tracking system. The company continues to track applicants through retention measurements, adds Fenn.
“I make sure I have meetings
with Kraft’s executive team to
make sure we’re meeting our overall
representation goals for women
and people of color. We have hiring
goals, which include university relations, and we augment that with
promotional goals and retention
goals,” says Fenn. DI