There is a tremendous opportunity (and pressure) for talent acquisition leaders to hire and retain more diverse workforces, particularly when it comes to early-career talent. The reasons are compelling. A recent study revealed that Black senior leaders in profit and loss roles at Fortune 500 companies are among the top-performing executives in corporate America (Korn Ferry). Companies with over 30% women executives outperform those with fewer than 30%, and organizations in the top 25% for racial and ethnic diversity outperform those in the bottom 25% by 36% in profitability (McKinsey & Company). When employees feel included, they are three times more likely to be excited about and committed to the organization’s mission (McKinsey & Company).

When I transitioned from talent management to talent acquisition in 2020, our company was making major investments in building diversity, equity, and inclusion (DE&I) taskforces, focused on recruitment enablement, training, and fostering inclusive communities. This initiative was part of a larger racial and social justice movement after George Floyd’s murder, prompting organizations – and individuals – to reassess their efforts in addressing injustices and promoting inclusive workplaces.

While Crew, Valtree’s junior talent program, had always been committed to hiring diverse talent from various academic and professional backgrounds and ensuring gender balance within the program, as of 2020, people of color comprised just 18% of Crew. We realized that there was more we could do to drive change.

Since then, Crew has made substantial progress, not only in defining diversity but also in supporting all individuals in our organization. Each quarter, DE&I training is offered to all employees, with mandatory participation from people leaders, including the C-suite. We earned a perfect score of 100 on the Human Rights Campaign’s 2023 Corporate Equality Index, demonstrating our commitment to supporting the LGBTQ+ community. We also have six employee resource groups, providing safe spaces for employees to share stories, educate, and build a sense of community. By early 2023, the percentage of people of color within Crew had increased to 35%. This journey has not been simple or quick, but there is always more to be done.

In my role, I was tasked with hiring 40 fresh college graduates with strong academic credentials, campus involvement, soft skills, internship experience, and proximity to one of our four locations. As Valtree’s understanding of diversity expanded and our clients also sought diverse workforces, we recognized the value of leveraging campus recruiting to bring in a large pool of talent.

However, our requirements needed adjustment. Students from underserved communities may lack access to resources like private ACT/SAT tutors or guidance for securing paid corporate internships. As a result, they may fall behind in areas like campus involvement, having to work part-time jobs to cover rent and tuition. These barriers to graduating college while meeting traditional hiring standards are systemic and not easily overcome. This challenge may seem daunting, but by focusing on areas we can control and continuously improving, we can make meaningful progress.

Key strategies that helped Crew build a diversity-focused recruiting plan:

• Diversifying the talent pool: While recruiting from historically Black colleges and universities (HBCUs) is important, there’s a significant opportunity to expand outreach to other institutions with diverse student populations. We broadened our recruitment to include schools that aligned with our hiring goals, alongside strengthening partnerships with local organizations to host events like resume reviews and mock interviews for marginalized communities.
• Broadening reach: Through partnerships with platforms like Handshake, we learned that 40% of students who wanted to live in Minnesota after graduation attended schools outside the state. This insight led us to post jobs at schools beyond our traditional geographies, further expanding our talent pool.
• Targeted campaigns: Messaging campaigns have been key in reaching students across the country who meet our criteria. We prioritized outreach to students from underserved communities before general recruitment events, ensuring they had an opportunity to enter the process first.
• Equitable interview practices: We implemented consistent interview questions and scoring metrics to reduce unconscious bias and added training for recruiters and hiring managers to ensure a consistent and positive experience for all candidates.
• Transparency: We made sure our inclusive benefits were easy to find, both on our website and in interview confirmations, ensuring that candidates with specific needs (e.g., gender transition healthcare) could access the information without needing to disclose personal details.
• Creating a welcoming environment: Recruiting underserved communities is just the beginning. To retain these individuals, we built inclusive cultures, robust employee resource groups, and comprehensive benefits. This infrastructure is crucial for their long-term success and satisfaction.

My advice to those looking to hire diverse junior talent: be intentional, authentic, and patient. Gen Z values employers who genuinely invest in diversity and inclusion, not those who merely “check the box.” They seek environments where they feel safe, motivated, and have opportunities for growth. Our work in hiring, supporting, and retaining a diverse workforce is ongoing, but the progress we’ve made is well worth the effort. We, and our industry, are better for it.