The Pomegranate Principle E-Book

Rory E. Verrett

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 290

Veröffentlichungsjahr: 2023

Beschreibung

Attract and retain the best and brightest professionals with these effective strategies for diverse talent recruitment In The Pomegranate Principle: Best Practices in Diversity Recruiting, veteran executive search consultant and DEI expert Rory Verrett writes with clarity and expertise about the best practices in recruiting and retaining diverse talent for your organization. He offers proven, tangible solutions and accessible strategies for making the recruitment and retention of diverse talent the centerpiece of your diversity, equity, and inclusion (DEI) vision. Divided into three sections, the book begins with a critical examination of the realities of the 21st-century talent pool, and why, without a detailed strategy, it can be challenging for companies and organizations to recruit diverse talent. The author goes on to explain, in detail, a collection of commonly employed strategies that usually serve to hinder--rather than further--organizations' DEI efforts. Finally, the book concludes with proven and innovative techniques and tools you can implement immediately to start recruiting diverse talent. You'll also find: * A hiring handbook for leaders and hiring managers at companies, startups, professional services firms, nonprofits, and universities * Strategies that anyone can use to advocate for and promote DEI initiatives at their place of work * The benefits of tapping into the productivity, innovation, and creativity of talent from different generations, ethnic groups, genders, and life experiences An effective and hands-on resource for hiring managers, Chief Human Resources Officers, Chief Diversity Officers, and other executives and business leaders, The Pomegranate Principle belongs on the bookshelves of every leader who aims to position their organization for success going forward.

Leseprobe

Table of Contents

Cover

Table of Contents

Title Page

Copyright

Dedication

Foreword

Acknowledgments

About the Authors

INTRODUCTION: Growing Up as a Pomegranate

WHO THIS BOOK IS FOR

PROTÉGÉ SEARCH: Our Mission and Methodology as a Diversity Recruiting Firm

PART I: THE STRUCTURE OF THE TALENT MARKET

CHAPTER ONE: THE LABOR MARKET

THE LURE OF ENTREPRENEURSHIP

YOUR COMPANY'S BRAND OR REPUTATION

FIRST‐GENERATION BIG‐TIME

Notes

PART II: WHAT TO DO ABOUT IT

CHAPTER TWO: STOP DOING THIS: Not Recognizing the Phase of DEI Adoption Your Organization Is In

PHASE ONE: YOU NEED A DEI STRATEGY, BUT DON’T HAVE ANYTHING IN PLACE

PHASE TWO: YOU HAVE A DEI STRATEGY, BUT IT IS NOT SUSTAINABLE

PHASE THREE: YOU HAVE SOME MOMENTUM AND SUCCESS WITH DEI, BUT RISKS REMAIN

PHASE FOUR: YOU HAVE A SUSTAINABLE AND INTEGRATED DEI STRATEGY

Notes

CHAPTER THREE: STOP DOING THIS: Relying on the Chief Diversity Officer Role to Solve Every DEI Problem

THE CHIEF DIVERSITY OFFICER ROLE

THE EVOLUTION OF THE CHIEF DIVERSITY OFFICER ROLE: 1970S TO TODAY

STOP HAVING THE CDO REPORT TO THE HEAD OF HR

SEARCHING FOR YOUR NEXT CHIEF DIVERSITY OFFICER

THE FUTURE OF THE CHIEF DIVERSITY OFFICER ROLE

CHAPTER FOUR: STOP DOING THIS: Having a Static DEI Strategy (or How the Murder of George Floyd Changed DEI Forever)

BLACK TRAUMA, WHITE DISCOMFORT, AND THE CIVIL RIGHTS CASE FOR DEI

CHAPTER FIVE: STOP DOING THIS: Focusing Too Much on Culture Fit in Recruiting

THE CULTURE OF THE CORPORATE TOURNAMENT

CHAPTER SIX: STOP DOING THIS: Allowing the Fake Failed Search to Thwart Your DEI Recruiting Strategy

CHAPTER SEVEN: STOP DOING THIS: Believing Your Organization Is a True Meritocracy

Note

PART III: SOLUTIONS

CHAPTER EIGHT: PRINCIPLE 1: Building a Diverse Talent Pipeline in Advance of Hiring Needs

CHAPTER NINE: PRINCIPLE 2: Expanding the Archetype of the Ideal Candidate

CHAPTER TEN: PRINCIPLE 3: Diversifying the Recruiting Process

CHAPTER ELEVEN: PRINCIPLE 4: Recruiting the Whole Person

CHAPTER TWELVE: PRINCIPLE 5: Onboarding Diverse Talent

CONCLUSION: What Else Can You Do?

Index

End User License Agreement

List of Illustrations

Chapter 1

Figure 1.1 Google search trends “Job Shortage” and “Great Resignation.”

Guide

Cover Page

Title Page

Copyright

Dedication

Foreword

Acknowledgments

About the Authors

Introduction: Growing Up as a Pomegranate

Table of Contents

Begin Reading

Conclusion: What Else Can You Do?

Index

Wiley End User License Agreement

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RORY E. VERRETT WITH PETER M. BIRKELAND

THE POMEGRANATE PRINCIPLE

BEST PRACTICES IN DIVERSITY RECRUITING

Copyright © 2024 by Rory E. Verrett. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging‐in‐Publication Data is Available:

ISBN 9781394209330 (Cloth)

ISBN 9781394209354 (ePDF)

ISBN 9781394209347 (ePub)

COVER DESIGN: PAUL MCCARTHY

COVER ART: © GETTY IMAGES | DORIN VLADU / 500PX

For Louis, James, Johanna, Brenda, Karen, and Victor, and all of the first‐generation big‐time leaders I've had the privilege to mentor, coach, and recruit.

FOREWORD

On February 22, 2021, Seattle Mariners president and CEO Kevin Mather resigned from his post after inappropriate comments he made at a Rotary Club event earlier in the month went public. By March 2, I was meeting with owners, Mariners employees, and community members to discuss finding the Mariners’ next leader.

When John Stanton, chairman of the Mariners, asked me to be the chair of the selection committee, I had one request: I wanted to take an approach that would build in fresh perspectives and nontraditional methods.

Enter Rory Verrett and Protégé Search.

We interviewed several national search firms, but we chose to partner with Rory because he has an impressive track record of building inclusive search processes that yield diverse candidate pools. What I find especially unique is Rory's expansive view of diversity, equity, and inclusion practices. He not only creates diverse slates of candidates, but he also helps cultivate a sense of belonging. Throughout the search process for the Mariners, Rory made concerted efforts to support candidates, and the search committee members, to bring their full selves and talents to the process. Rory emphasized to us that it was not only about diversity in demographics—but also diversity in thought and approach. Throughout the search process, Rory pushed us to think about how candidates could add value to the organization's culture and environment and vice versa. He helped us go beyond the surface level and assess what it means to create and foster a sense of belonging to enable an organization to live into its values at every level.

This was not the first national search process I've chaired in my career. During my 27‐year career at Microsoft, my time as CEO at the Gates Foundation, and my tenure as the chair of Stanford's Board of Directors, I have recruited and hired many talented leaders, including technical experts, division leaders, and the president of Stanford University. Throughout these experiences, as a white, cis‐gender man, it was important for me to first recognize my privilege in having a seat at the table and second, figure out ways to break out of the common molds of talent that companies and leaders were used to recruiting so that people without built‐in access could access the same opportunities.

The Pomegranate Principle is a book for all hiring managers to understand how to recruit and retain exceptional, diverse talent. If I had this playbook at the start of my career, I would have led better search processes.

Throughout these pages, Rory shares a framework that unpacks how we all can identify and overcome our biases to make excellent talent selections that will improve organizational culture and outcomes. He'll walk you through five best practices that will support from beginning to end—initially through building strong pipelines of talent to setting up new leaders for success with robust onboarding support.

When I was in early conversations with search firms for the Mariners, Rory said Protégé Search was a “game‐changing firm, for game‐changing brands, for game‐changing leaders.”

He was right.

I know you'll benefit from Rory's approaches and perspectives. We all need support to build organizations that cultivate and lift up leaders from all backgrounds and talents. Diversifying whom we're learning from, following, and supporting is critical to building the inclusive economy and multi‐racial democracy that everyone needs to thrive.

Jeff Raikes

Co‐founder, Raikes Foundation

June 21, 2023

ACKNOWLEDGMENTS

Like a lot of books, The Pomegranate Principle: Best Practices in Diversity Recruiting was many years in the making. I've learned so much from my fellow diversity, equity, and inclusion, and human capital leaders working hard every day to make companies and organizations more innovative, more modern, and more meritocratic.

There are too many people to name here, but brilliant mentors and friends have been extraordinarily helpful in my career. People like Ben Wilson, the former chairman of Beveridge & Diamond law firm; Pamela Mitchell, my executive coach and the founder of The Reinvention Institute; Deb Elam, the former president of the GE Foundation and GE's Chief Diversity Officer; Jacqui Welch, the Chief Human Resources Officer at The New York Times Company; Ray Anderson, Athletic Director at Arizona State University; Robert Raben, the founder of The Raben Group; Valerie Williams, the founder of Converge Firm; David Sutphen, the founder of Jasper Advisors; Alicin Reidy Williamson, Chief Diversity and Culture Officer at Yahoo!; Lisa M. Coleman, SVP, Global Inclusion and Strategic Innovation at New York University; Kali Jones, diplomat and former Chief of Staff to the U.S. Ambassador to the United Nations; Steven J. Brooks, VP, corporate procurement at Intercontinental Hotel Group; Jeffrey P. May, principal at International Development and Planning; Jay Augustine, senior pastor of St. Joseph AME Church; Victor R. Scott, II, Chief Communications Officer at Cardinal Health; Heath Butler, partner at Mercury Fund; Robert E. James, II, chairman of The National Bankers Association; and last, but not least, Willie J. Epps, Jr., U.S. Magistrate Judge for the Western District of Missouri. All of these brilliant souls have impacted my life in ways too extraordinary to measure. I know I'm a better person and a better leader because of the wisdom, insight, and encouragement they've poured into my mind and soul. I love you all.

I also have the greatest academy for learning about diversity, equity, and inclusion as the founder of Protégé Search, the firm I launched in 2016. I have four traits I look for with the folks we ask to join our little adventure at the firm, and those are a relentless commitment to excellence; a servant‐leader ethos; a steadfast integrity; and a humanistic balance to work and life. I wish our clients could hear how we talk about them behind their backs—imagining, strategizing, and creative problem solving long after the search update calls have ended. This group of nine consultants is simply the finest group of professionals I've ever had the privilege to work with. One of the proudest achievements in my career is the fact that we've never had anyone leave the firm for another opportunity. To Sheena Simmons, Jin Liu, Anthony Marrero, D'Karla Davis, Hae Yoon, Justin Payton, Mark Kahn, and Amir Grice, thank you for sharing your brilliance in this movement to make the workplace more diverse, equitable, and inclusive. I love you all.

My family played a gigantic role in helping to steward this dream of writing a book into actually completing the process of writing it. I've hosted and edited over 200 podcast episodes, but writing a book was so much more difficult. I'm an extrovert at heart, so it's easy to invite one of my superbly accomplished friends to talk career strategy 200 times over. It's an entirely different scenario to stare at a computer screen and hope the words come out the way you think of them. Even as a former English major, I struggled on many days to get anything out.

The person who helped me the most was my wife, Tammie, who was born with an excess of patience, intelligence, integrity, compassion, and beauty. And after spending the past 23 years with her as her business partner and husband, I have an excess of gratitude that I get to walk this planet with her. Tammie is simply the best the world can give you in another human being. I love you.

My precocious, budding writer and activist of a child, Sedona Verrett, has inspired me in ways they can't imagine. As a prolific writer even at the age of 15, Sedona has introduced me to brilliant wordplay, spectacular creativity, and the tenacity of a dedicated artist. As an anti‐gun‐violence advocate, Sedona has the poise and advocacy skills of a seasoned activist. As I often say, I'm the opening act or hype man to Sedona, who will eclipse anything I achieve in my career. To the future household name in Hollywood, Washington, and/or Brussels, I love you.

I want to also thank my siblings, Lester McKee, Jeannine Verrett, and Stan Verrett, as well as my mother, Dr. Joyce Verrett, and my late father, Wilbert Verrett, for being such incredible role models for excellence and achievement. I love you.

I've been blessed by some amazing teachers and professors in my life. You are lucky if you get one teacher who changes your life. I had Leonard Augustine, Joseph McCormick, Dale Sinos, Charles Ogletree, David Wilkins, and quite a few more who imparted brilliance into my young and developing mind. Thank you for your dedication and mentorship.

I'd like to thank Bill Falloon at Wiley for believing in this book from the very moment he finished reading the executive summary. I've learned so much from the team at Wiley and I'm grateful for our partnership.

I'd like to thank my writing partner, Peter Birkeland, in as big of a way as possible. When I began thinking about this project, I envisioned writing this alone. When someone suggested a writing partner, I envisioned a Black woman and me talking about DEI, using shorthand about these sometimes complex topics, reminiscing about shared social and career experiences as Black professionals, and finishing each other's sentences as we quickly completed chapter after chapter. That's just how your unconscious mind works. I don't know anyone, however, who could have helped me complete this project as well as Pete, a middle‐aged white writer and former professor, CEO, and board chair. I realized after our fourth conversation as Pete and I wrestled with a very nuanced DEI topic, that he was the reader I was trying to influence. Earlier in his career Pete had been the executive and hiring manager I needed to convert to a DEI champion. He was the perfect sparring partner for this topic and I'm grateful for the hard work he put into making The Pomegranate Principle come to life.

I'd like to thank the staff at Starbucks in Potomac and Bethesda, Maryland; the good people at Busboys and Poets in Washington, DC; and my new friends at Luar da Barra and Groupeto Bike Café in Lisbon, Portugal, for accommodating me over the many collective cups of coffee, glasses of wine, and wonderful meals I enjoyed while I typed away at your warm and welcoming establishments. And to the late Miles Davis, Nina Simone, Ahmad Jamal, and bands like Khruangbin and Cortex, thank you for producing and performing the wonderful music that served as the background soundtrack to this writing process.

Finally, I'd like to thank God for the blessing of being able to write this book. I'm a Christian and my views on diversity, equity, and inclusion are wonderfully consistent with my faith. I have been blessed by my family, friends, mentors, and work colleagues with great advice and support, but my career truly shifted when I changed the way I prayed. Instead of praying for a specific outcome like a new job, or promotion, or raise, I started praying this way: “God send me where you need me to be, and I promise I will show up prepared to deliver excellence and expertise to whoever needs it at the time.”

In the spirit of that prayer, I hope this book gets into the hands of leaders who want to improve their diversity, equity, and inclusion strategies in recruiting, and that they find it to be excellent expertise they can use every day.

ABOUT THE AUTHORS

Rory E. Verrett is the founder and managing partner of Protégé Search, the leading global executive search firm focused on diverse talent. Protégé Search recruits board members, C‐suite leaders, and management‐level talent for consumer, tech, media, sports, and financial services companies, and mission‐based organizations such as think tanks, foundations, universities, and trade associations.

Rory is a graduate of Harvard Law School and Howard University. He was previously a leader in the diversity practices of two global executive search firms, the first‐ever head of talent management at the National Football League, and the co‐head of the diversity strategy practice at The Raben Group.

Rory has shared his innovative insights on diversity and inclusion with Fortune and Forbes magazines, the New York Times, and as a moderator and speaker at Harvard University, and Stanford, Duke, and Wharton business schools.

A global expert on DEI and inclusive recruiting, Rory has worked and lectured on diversity initiatives in Australia, Africa, and Europe. Rory has also testified before the U.S. Congress as a national expert on diversity and inclusion in corporate America. He is the host of the award‐winning Protégé Podcast, a career advice show focused on the career journeys of diverse professionals and leaders. Rory is a former trustee of Howard University, the past president of the Harvard Law Black Alumni Association, an independent board member of Bolster, and a member of Alpha Phi Alpha Fraternity, Incorporated.

Peter M. Birkeland is a sociologist, author, and writer who collaborates with people to help them turn their ideas into books. More about his work can be found at www.peterbirkeland.com.

INTRODUCTION: Growing Up as a Pomegranate

So that you understand where I am coming from, it is important for you to know where I came from. After all, this is a book about recruiting diverse professionals and leaders to your organization, and how I came to propose this framework is rooted in both my career experiences as a Black man, as well as my personal background.

My childhood was steeped in Black excellence. I grew up in New Orleans, Louisiana, in the 1970s and 1980s in a blue‐collar neighborhood in New Orleans East. My parents, who intentionally moved to this all‐Black neighborhood to be role models in the community, were doting, loving, stern, and fun. My father, who had to leave middle school to support his mother during the Depression, was a World War II veteran, cement mason, and president of his local union. He was also the president of our church, his civic club, and the founder of a Black voter education initiative. My mother was a brilliant student, professor, and university administrator. She was valedictorian of her high school class in New Orleans, her college class at Dillard University, and her master's degree class at NYU. She graduated with a PhD in biology from Tulane University and served as professor, dean, and provost at three Historically Black Colleges and Universities (HBCUs) and a state university. She was awarded two Fulbright scholarships. I've come across a lot of smart people in my life, but my mother, Dr. Joyce Verrett, is the most brilliant person I've ever met.

I was the youngest of four children, and my siblings set a very high bar for academic achievement. My oldest brother, Lester, entered college after his junior year in high school. My sister, Jeannine, attended a gifted and talented high school, won the state competition in French twice, studied in France at the Sorbonne her junior year, and graduated from college in three‐and‐a‐half years. My brother Stan was senior class president in high school, a National Merit Scholar, and the co‐anchor of Howard University's television station. Each of them attended college on scholarship. They are now a president of a foundation, a high school French teacher, and a sportscaster on ESPN. Needless to say, my parents' expectations were sky‐high when I entered high school.

I enjoyed every single minute of my high school experience. I attended an all‐Black, all‐boys Catholic high school, St. Augustine. St. Augustine was founded in 1951 in New Orleans by the Josephite Fathers and Brothers for the education of Black male Catholic students, although it was open to students from any race who could pass the admissions test. The priests and lay teachers called you “mister” and used your last name. Being called “Mr. Verrett” for any reason—a correct answer, talking in class, arriving late—had a magical quality to it for us teenage Black boys. As an adult, I realized the additional power of attending an all‐Black, all‐boys school: it helped frame academic achievement in the archetype of Black men. Every nerd, every science geek, every future politician I would meet, compete against, and become friends with had brown skin and wavy or kinky hair. For the five years I attended St. Aug and long thereafter, I unconsciously associated excellence with being Black and male.

St. Aug had an illustrious history, and we were encouraged as Purple Knights (our school mascot) to uphold that rich legacy. Our basketball and football teams had integrated the segregated state athletic association, our marching band integrated Mardi Gras, and our alumni served in prominent roles in politics and business in the city, state, and around the country. The white and Black priests and lay faculty pounded into our impressionable heads the fact that much was expected of us, and that we were equal to the challenge.

I found my groove in my sophomore year of high school when I joined the speech and debate team. I received a second place trophy in my first tournament and was hooked on National Forensic League competitions. I won the state championship in drama and placed fourth in the nation in duo reading of literature in my junior year and won the state championship in oratory and the city championships in oratory, duo reading, and prose‐poetry reading my senior year. I was captain of the team my senior year and St. Aug came in second as a team in the state championships. We won first place as a team in 11 of 13 city and state tournaments. If the state championships weren't so heavily weighted in favor of debate, our team would have won the state championship, as we dominated the speech/acting events. Despite the fact that I was student body president, band announcer, and ranked seventh in my class, I still had time to devote 20 hours or more per week to preparing for and competing in speech and debate tournaments. I loved every minute of competing in speech, and after winning 85 trophies, I think it loved me a little bit, too.

I attended Howard University, the nation's preeminent HBCU, for college. At Howard, I basked in Black academic excellence a second time, but this time accompanied by Black women students. Like St. Aug, Howard bestowed upon its students an inspirational, but heavy burden: we were the inheritors of courageous change agents who helped secure freedom and equality for Black Americans. The academic ghosts of Toni Morrison, Thurgood Marshall, Andrew Young, David Dinkins, and hundreds of others loomed over our matriculation like brilliant, tough‐love parents hoping their children understood the high price of mediocrity. I excelled within this nurturing environment, graduating magna cum laude and Phi Beta Kappa, serving as the elected student trustee on Howard's board, and winning a Truman Scholarship from my home state of Louisiana.

I then attended Harvard Law School immediately after graduating from Howard. Harvard Law was in turmoil in the early 1990s: Derrick Bell, the first Black tenured professor at the law school, took a leave of absence and threatened to not return until Harvard appointed a woman of color to the faculty. Most Black students supported Bell and protested on his behalf about the lack of faculty diversity. When I entered the law school in the fall of 1992, the Black third‐year students and a couple of Black professors, Charles Ogletree and David Wilkins, had set up a unique orientation for incoming Black students. Harvard Law was my first time attending a primarily white institution (PWI), and I didn't know what to expect regarding my white classmates, living in Cambridge, or the cold weather in New England.

I thrived at Harvard as well. I did respectably academically but found my groove again in extracurricular activities. I was elected one of the four class marshals for my class, helped edit the Harvard Journal on Legislation, and served as a student attorney at the Harvard Legal Aid Bureau. I was also a student activist with the Coalition for Civil Rights, a campus group that advocated for greater faculty diversity. Although the law school was somewhat balkanized socially, I found it easy to hang out with my classmates regardless of their background. I moved seamlessly among white, Black, Hispanic/Latine, and Asian American circles, but the Black Law Students Association (BLSA) was my social base. The Black students at the law school encouraged each other, hosted soul food parties, and shared information about which law firms had the best track record on diversity.

My experiences at St. Aug, Howard, and Harvard Law were steeped in Black excellence. These academic moments profoundly informed my perspective as an executive recruiter and diversity consultant. Simply put, until I was 22 years old, much of the brilliance, genius, and incredible talent I experienced in my life had a Black face to it. Of course, I knew from competing in speech and debate, traveling around the country and Europe as a teenager, and my time in college and law school that there were accomplished people from many different racial backgrounds. But I understood and felt most intimately the excellence of Black people.

I never once considered Black to be a proxy or code word for subpar, less than, inferior, or anything other than excellence. Growing up in a blue‐collar Black neighborhood that slowly devolved into a haven for drug use and crime, I saw teenage pregnancy, criminal behavior, and family dysfunction in Black faces as well. The mainstream media also helped promote a narrative of Black dysfunction. But growing up in my family, my education at St. Aug, Howard, and Harvard Law, and being surrounded by so much Black excellence so early in my life would profoundly shape my perspective on what excellence looked like.

My career has also furthered my exposure to Black excellence, but I won't belabor every move I've made in my career here, as I will intersperse my experiences throughout the book. I began my career as an attorney at a big law firm, but quickly realized I didn't like big law firms nor the practice of law. I joined the staff of my local congressman, William Jefferson, whom I'd interned with between college and law school. I worked briefly at Entergy, a utility company in Louisiana, as a lobbyist. I then ran for political office twice in Louisiana, losing a state house race, but winning a seat on the Democratic State Committee from the same district. I started diversiplex.com, an internet company, with some college friends and managed that company for five years. I then entered the executive search industry on a fluke. I was a candidate for a vice president of governmental affairs role and the recruiting firm turned the tables and began recruiting me to work for the firm.

I worked at two of the big executive search firms, Russell Reynolds Associates and Spencer Stuart, over a period of six years. While at Spencer Stuart, I worked on two assignments for the National Football League, and the NFL eventually hired me to be the first‐ever head of talent management at the league office in New York. In that role, I managed executive recruiting; executive education for the top executives at the 32 clubs; an internal leadership academy for high potential, mid‐career executives; and succession planning for senior management. I worked at the NFL for three years before joining the Raben Group, a diversity and public affairs firm in Washington, DC. While at the Raben Group, I launched an online show on careers, Protégé Podcast. That show garnered the attention of a few corporations interested in me helping them with executive coaching and recruiting, something the Raben Group did not offer. In 2016, I launched Protégé Search, an executive recruiting and leadership advisory firm focused on diverse talent.

That's my career in a nutshell. In essence, the first half of my life was marinated in Black excellence, and the second half has been trying to help companies, organizations, and professionals understand that excellence comes in Black and many other shades and forms.

WHO THIS BOOK IS FOR

Let me be blunt: I didn't write this book to convince you that diversity matters. If you're on the fence about diversity, equity, and inclusion (DEI), if you don't see a business case for innovation, if you don't want to create a foothold in new markets, if you're not interested in growing your organization, if you don't want to thrive during unpredictable times, then this book won't convince you—and it's not written for you. There are dozens of books written on diversity that can help your company establish a diversity strategy, manage employee resource groups, or deal with a racism crisis. Roosevelt Thomas wrote a classic book on diversity over 30 years ago, Beyond Race and Gender, and David Thomas, president of Morehouse College, also wrote a seminal work on the experiences of Blacks in corporate America, Breaking Through.

This book is about how to successfully recruit diverse talent. It's the book I wish I had when I was starting my career as a diversity and inclusion professional 25 years ago. It's meant to help your company or organization incorporate these principles into your recruiting efforts, whether you have 500+ talent acquisition professionals spread across five continents, or you are a startup founder trying to incorporate diversity as a first principle in your company's culture.

It's important to get diversity recruiting right because recruiting diverse talent is the linchpin of creating more DEI in your organization. And the reason you want to create more DEI in your organization ought to be clear: by tapping into the productivity and the innovation and creativity of different generations, of different ethnic groups, of different genders, of different learning styles, of people who come into the organization who provide their life experience and professional experience, you will reap tremendous rewards. Because all of these elements coalesce to create amazing breakthrough concepts, new products, new services, and access to new markets. This book is for those people who are trying to do it, but find themselves stuck, faltering, or unable to sustain momentum.

This book is primarily a handbook for hiring managers at companies, startups, professional services firms, nonprofits, and universities. It's also, however, a guide for everyone in the organization. Executive leaders, inclusive of, but not limited to, the CEO, the chief diversity officer, and the chief human resources officer are responsible for establishing the overarching DEI vision, which includes diversity recruiting. Hiring managers are largely on the front lines of executing the diversity recruiting strategy as they build out their teams. And professionals at all levels are the employees existing in the culture of the organization, whether it's diverse, inclusive, equitable, or not. As such, rank‐and‐file employees play an important role in advocating, monitoring, and promoting the success of DEI strategies, including diversity recruiting.

I am a big believer in simplicity, and I have organized the book into three sections. Part I introduces the Pomegranate Principle as a recruiting strategy and details the nature of the twenty‐first‐century talent pool and the structural challenges in the market that companies face in recruiting diverse talent. Part II is about the techniques and processes that companies should stop doing because, while perhaps well‐intentioned, they may serve to thwart the successful recruitment of diverse talent. Part III