Tag Archives: talent pipelines

Two Ways Compensation And Diversity Should Not Be At Odds

At this time of year, schools are buzzing with the sounds of potential new teachers, school leaders, and other team members. Candidates are touring schools, presenting sample lessons, and interviewing, all with the end goal of an accepted offer. Given talent shortages in some areas of the country, Bellwether’s Talent Advising team has seen increased interest from both traditional and charter public school systems in redesigning their compensation approaches to best position them to attract top talent.

Despite rendollar-1924523_1920ewed energy in our sector to create diverse, equitable, and inclusive teams of adults that will then better create equitable and inclusive environments for students, existing diversity conversations don’t talk enough about compensation, and vice versa. Reasons for this may range from lack of awareness to conflicting priorities such as autonomy and flexibility. In well-intentioned efforts to woo particularly high-potential candidates, we often find leaders making isolated “little” decisions around compensation and rewards which can unintentionally create an inequitable set of practices and behaviors. In larger organizations where hiring authority is dispersed across a larger group of managers, these disparate choices can have even greater consequences.

For example, referral bonuses are all the rage, particularly in tight hiring markets for strong mission-oriented organizations where mission fit is critical for a successful hire. Referral bonuses are paid to existing staff members for referring successful candidates to their employer.  

Why might this create a diversity problem? This is a technique that does an excellent job of maintaining the status quo of your current team demographics. Your current team is going to know more people similar to themselves due to their natural networks. Now, if you already have a diverse set of staff, then maintaining the status quo through existing networks could be fine, but if you are trying to expand your pipeline to develop a more diverse pool, this practice could hurt more than help.

Instead, you can target your referral bonuses to those who find candidates for particularly high-need subject areas or schools, limiting them to where you truly need an extra tool in your toolbox. You could also offer bonuses to staff who actively support your efforts to expand your pipeline by attending career fairs at HBCUs or identity-based conferences or by reaching out to affinity groups at teachers colleges.

As another example, opportunities to negotiate are handled differently at different organizations, with some school systems tied to a strict salary and bonus schedule while others may offer a bonus or higher salary when a candidate negotiates.

Why might this create an equity or inclusiveness problem? It’s well-known that some identity groups are more actively, consistently socialized to negotiate. In our work with clients, we see lax negotiation approaches leading to greater perception of compensation inequity among staff members.  In addition, the more leeway a leader has in determining compensation, the more likely you are to see unintentional bias begin to show up in actual wage differentials. No matter how much anti-bias training we do, we need structures in place to mitigate this.

Leaders often say they need to have flexibility to negotiate, and while I might personally beg to differ after working at multiple organizations with strict policies, I understand the concern. To achieve your goals more equitably, we usually recommend getting really clear ahead of time on the factors that you might negotiate around, such as former salary, competitive offers, or years of relevant experience. You can then both identify a policy that can apply to anyone equitably, but also proactively communicate that policy so hiring managers and candidates less likely to negotiate otherwise now have a clear policy to work from. In addition, calibration meetings to align on decisions across managers or a compensation review step can enable some autonomy in hiring manager decision-making while providing some checks and balances in the system to intervene when unintentional bias shows up in outcomes.

If you incorporate a wide number of perspectives and zoom out on your compensation approach, you can preemptively adjust or identify when your well-intended initiatives have subtly morphed into an equity challenge. By proactively addressing these “little” structural decisions, you can improve retention; more easily meet your goals around diversity, equity, and inclusiveness; and reduce hiring pressure. Competitive compensation does not have to be at odds with building a diverse, equitable, and inclusive organization.

Enter the Young: Six City-Level Strategies to Harness Critical Talent for Education Reform (Part 3 of 3)

In my last two posts I cited a new report by Joe Cortright at City Observatory that describes an increase in the number of young and educated workers moving to America’s inner-cities over the last decade, the upside of this trend, and dangers of gentrification and segregation that it could bring. All in all, I think there’s a huge opportunity for city and education leaders to attract and retain young and educated workers in their city’s urban education reform movement while honoring long-time residents.

How might they do this? Here are six strategies they can employ:

  • Make your city a magnet. Macro-level demographic shifts emerge from millions of individuals making decisions. For college graduates, cities with good public transportation, walkable neighborhoods, diversity, culture, professional sports teams, and nightlife are important. Richard Florida has complementary posts on this here and here. In many cities, these attributes exist but aren’t known widely. Take entrepreneurial activity in Baltimore or the art scene in Detroit as examples. In these cases, there’s an opportunity for intermediary organizations and city governments to launch aggressive recruitment campaigns that highlight their assets. Where these urban assets aren’t present, education leaders should team up with city and business leaders to create policies that invest in walkability, affordable housing, nightlife, and entrepreneurial opportunity as a long-term talent strategy.
  • Source local talent and recapture diasporans. The focus of this series has been on young educated professionals moving into the inner city at a rapid rate, but every city has native talent and natives who’ve moved away. To create a talent strategy only around newcomers would be incomplete and insulting to a city’s long-time residents. State, cities, and universities could work together to market the professional and social benefits of living in inner cities to college juniors and seniors. Kansas provided loan forgiveness to recent college grads if they moved to rural areas. Why can’t states do the same for inner cities? Organizations like Challenge Detroit that run programs to identify native talent and provide them with career advancing opportunities can help establish local talent pipelines. Another valuable segment to pursue is diasporans, people from a city who have left, but still have an affinity for their hometown. Recapturing diasporans would likely take the form of marketing in targeted geographies coupled aggressive, high-touch recruiting from local organizations, and incentives like relocation stipends or loan forgiveness.
  • Build pipelines. Having talent pipeline organizations with expertise recruiting young professionals from across the country is critical. Teach for America, TNTP, New Leaders, Education Pioneers, The Strategic Data Project, and the Broad Residency are musts. The immediate benefit of having a steady stream of top talent is clear: organizations get skilled workers to execute their mission. But there’s more to it. When nationally recognized organizations put down roots in a city, it also signals to top-shelf school operators looking to expand that there will be enough quality principals and teachers to fuel their schools. City and education leaders should look to recruit such organizations, curry local support for their expansion, lower any barriers to entry, and fund startup costs to ensure a successful launch.
  • Introduce the neighbors.  Urban planner and blogger, Pete Saunders sees bringing these two populations together as an opportunity to introduce vital social, professional, and housing networks to low-income communities that need them. “Doing so, however, requires engagement by city newcomers in the neighborhoods they move into, and the companies they work for, in ways perhaps they had not imagined.” He has some great ideas on this; read them here. But it’s not a one-way street. Inner city communities can also help bridge differences that they might have with their neighbors by providing opportunities for newcomers to learn about local history in engaging, age-appropriate ways. For millennials, civic center lectures and walking history tours aren’t going to cut it. Instead, think along the lines of Nerd Nite where people give funny, alcohol-fueled, informative lectures at bars. Smart, compelling local media coverage like this and this, social media campaigns like Humans of New York, and public art installations can raise awareness as well. It’s likelier that someone will protect what is good and unique about a place if provided compelling opportunities to learn about its history.
  • Catch and DON’T release. Retaining young talent after they’ve migrated is an equally important but often neglected part of a long-term talent strategy. At the organization level, education organizations must strive to be talent-ready by building truly diverse teams as well as providing competitive compensation, autonomy, career development opportunities, recognition, effective management, and work-life balance – factors shown to increase retention. At the system level, local foundations and intermediaries must create a local ecosystem teeming with high-quality organizations so that young and highly mobile workers don’t feel constrained by a lack of options and flee to another city. Policy can play a role here too. Cities and states can offer incentives to individuals working for education organizations, such as low-interest home loans and student loan forgiveness.
  • Double down on dramatic reform efforts. As young professional age, start families, and look to put down roots, their desires shift from an active nightlife scene to things like single-family homes, open space, convenience, and (of course) schools. A looming question exists around whether there will be enough high-performing inner city schools to keep them from fleeing to the suburbs, what Mike Petrilli calls the diverse schools dilemma. Education reform is rarely considered a talent strategy, but access to good schools is a driving factor for relocation decisions which reinforces the importance of dramatic, swift, and cost effective city-wide reform efforts. Cities must work across all three sectors – district, charter, and private – to create a common vision for a dynamic system of schools and aggressively pursue strategies that deliver results quickly and cost efficiently.

In a country where the population of tier two and three cities fluctuate wildly over time, these tactics can help smaller cities compete in the war for talent and distinguish themselves from the rest.

I opened this series with a lyric from the song Enter the Young by The Association because it expresses a combination of energy, optimism, intelligence, caring, and daring that can invigorate urban education reform. It’s easy to envision deep racial and economic divides resulting from this trend, but that doesn’t make it inevitable. The work in front of us is to proactively mitigate risks and maximize benefits to urban communities through policy, planning, and practice.

But the influx of young, educated talent moving into America’s inner cities is a trend. And like all trends, it will change over time so acting on it with urgency is important. I’m convinced that coordinated policies, creativity, and a vigilant stance toward equity can capture this vital demographic and integrate them into communities so there’s mutual benefit.