Talent Acquisition – Diversity Recruitment

NATIONAL STRATEGY, EXECUTING LOCALLY

DiversityInc, Best Practices on Diversity Recruitment

Diversity and Inclusion at Travelers
• At Travelers, we believe that diversity is a means to broaden our perspective,
capabilities and reach to be more reflective of our customers, agents, communities,
and future opportunities.
• Diversity at Travelers has three key characteristics – awareness, inclusion, and
respect – that help us cultivate a work environment where all individuality is
honored and diverse perspectives benefit all employees.

An employee engagement series including Voluntary organizations led by employees

A required training for all employees.
Participants examine the multiple
dimensions of diversity, explore their own
biases and assumptions, and discover tools
to engage in better conversations.
quarterly speaker events and monthly web
updates with the mission of cultivating a work
environment that embraces the power of
difference.
dedicated to fostering a diverse and
inclusive work environment that support
leadership development, employee
engagement and expanding cross-cultural
engagement. Networks include:
Asian/Asian American, Black/African
American, disAbility, Hispanic/Latino,
LGBT & Allies, Military and Veterans and
Women’s Diversity Network.

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Diversity Recruitment Strategy
Targets
Talent Acquisition
Attracting, recruiting,  Levels [common
retaining, Job Groups
denominator across
and promoting diverse talent Claim
all plans]
are critical to Travelers - Exp./Very Exp. Pro. Customer
success in the marketplace. - Exp. Professional Service
These talent initiatives must - Early-in-Career
have buy-in and support from IT
top management at both the Diverse
Communities Analytics
national and local levels; be
- Black/African American
fully integrated into the Underwriting
- Hispanic/Latino
business planning process, - Asian Nursing
and be deliberate, - Military and Veterans
accountability driven, and - People with Disabilities Operations
regularly measured to ensure - LGBT & Allies
success.
 Near and Long-term Focused - Women Finance
 Multi-Pronged Human
 Fully Integrated Locations
- National Resources
 Data and Fact-based
- Local
 Explicit Actions and Workflows - Hartford Legal
 Clear Accountabilities - St. Paul
 Measurable - Richardson
 Repeatable - Alpharetta
- Northern California
- Spokane
 Diversity Recruitment Strategy: Action Plans [with detail]
 Action Plans

[1] National – by Action Item [2] National - by Diverse [3] National – by Portfolio [4] Local – by Job Type and
Community and Level Level

Accountable: Accountable: Accountable: Accountable:

Diversity Recruitment Lead Diversity Recruitment Lead HRGs and CRDs Local HRGs
Image–building Diverse Communities
- Collateral Pieces - Black/African American
- Toolkits - Hispanic/Latino
- Media Planning - Asian
- Advertising - Military and Veterans
- Sell Sheets - People with Disabilities
- Booths - LGBT & Allies
- Women
Direct Sourcing
Notes:
Professional Organizations 1. Align with Diversity Networks to Notes:
Notes:
optimize recruitment/retention 1. Organized by 3 levels (Early in
Exploratory Interviewing linkage
1. Organized by 3 levels (Early in
Career, Exp. Pro., V. Exp. Pro.)
Career, Exp. Pro., V. Exp. Pro.)
2. Organized by 3 levels (Early in 2. Roll-up through organizational
HRG Diversity Recruiting Career, Exp. Pro., V. Exp. Pro.)
2. Will bring value to all locations
hierarchy as defined
Council 3. Metrics and accountabilities
3. Will bring value to all locations 3. Co-located HRGs to partner
driven
4. Metrics and accountabilities driven as appropriate
Budget 4. Assumes business ownership and
5. Assumes business ownership 4. Hartford is a location and should
sponsorship
and sponsorship have a plan similar to all other
Notes: locations
1. Will bring value to all locations 5. Metrics and accountabilities driven
6. Assumes business ownership
and sponsorship

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 Diversity Recruitment Strategy:
Local Action Plan: Alpharetta

Diversity Recruitment Strategy & Action Plan

Alpharetta 2014 – 2015

Local Alpharetta
Goal 1: Ensure local plan integrates AAP action oriented programs/ general practices, as appropriate.

Overall Interdependencies Start/End Metrics Critical Success Factors

Accountability

Alpharetta HRG HR Generalist(s); Talent On-going  Synergies between  HRGs reference AAP tool to identify specific job groups and communities
Team Acquisition; ER plans and where opportunities exist
utilization  HRGs cascade information regarding action plan
indicators, vet with
respective groups

Action 1: Leverage AAP Executive Summary tool to align recruitment focus and utilization indicators.

Action 2: Ensure regular check-in with HRG leadership to track progress.

Goal 2: Build a diversity recruiting action plan for the Alpharetta market to increase representation at Travelers.

Overall Interdependencies Start/End Metrics Critical Success Factors

Accountability

Business Lead, HR Generalist(s); Talent Start: now  Identify local  Willingness of business partners/leaders to support partnership, participate in
Alpharetta HRG Acquisition; Business End: Dec 1, 2015 partner and host events
Team Partners, DN’s, organizations  Leadership Accountability & active engagement with external diverse talent
 Execution of interviews for open roles as well as exploratory interviews
meeting with  Continued collaboration between co-located HR generalists to facilitate a more
organization and comprehensive talent view
internal partners;  HRGs participate in local events as appropriate
agree to  Commitment and support of:
deliverables Business Leads
 Successful DN Leadership
execution of
identified events
Action 1: Partner with TA to explore and identify appropriate local organization(s)/ association(s) to Action 2: Invite Organization Leadership to Alpharetta to determine go-forward
align with; establish & develop relationship. relationship and plan; Leverage and engage DN’s, TA, UR
 Diversity Recruitment Strategy:
Local Action Plan: Alpharetta (cont’d)

Goal 3: Design and facilitate opportunities to bring business partners together to engage with diversity partner organization members.

Overall Interdependencies Start/End Metrics Critical Success Factors

Accountability

Business Leaders, DN, HR Generalist(s); On- going  Plan and execute 2  Co-located HRGs and business leaders to partner and support events
Alpharetta HRG Talent Acquisition recruitment,  Commitment and support of activities by business lead
Team networking,  Attendance at planning and executions meetings
information session  Partnering with TA, UR, DNs and Sr. Leadership groups as applicable
events in partnership  Increase Travelers representation with diverse organizations via org
with local partners memberships
 Linkage to local plans
targeting specific job
groups
 Business Leader
membership

Action 1: Execute Travelers Diversity Partner Summit – Nov 20, 2014 Action 3: Work with the business to explore options to plan cross org
partner events as well as org specific/signature events
Action 2: Invite Organization Leadership to Alpharetta to determine go-forward relationship and plan.
Leverage and engage TA UR, DN Leadership.

Goal 4: Partner with Recruiters to identify tactical diversity recruitment actions for all levels of recruitment.

Overall Accountability Interdependencies Start/End Metrics Critical Success Factor(s)

Alpharetta HRG Team, CRD’s, HRGs,  Expand talent  Partnering with TA Recruitment and DN Referral Program
Recruiting Lead, Portfolio Managers, sourcing to include  Engaging value proposition for local membership
Recruiters TA Recruiter local/ chapter posting  Openness to considering talent more broadly
sites  Kenexa system delivers on sourcing capability (to enable proper
 Coordinate access to candidate tracking)
partner
member/candidate
databases
 Increased
engagement with local
chapters
 Increased
recruitment/retention
of PoC
Action 1: Partner with Recruiters to identify and leverage talent sources; ensure diversity sourcing Action 3: Identify, negotiate pricing, coordinate virtual or general career
actions are included on all S&Ps and tracked appropriately (in Kenexa….) so we can use for future fairs at the local level (PwD, Military)
targeted planning actions & reference
Action 4: Define social, online and print media strategy.
Action 2: Leverage Diversity Network Referral Program – PUSH strategy.

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Thank You