Abc Consulting Case

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On October 17, 2016, CCC Consulting was hired to consultant ABC on the important issue of improving employee diversity within the company. Senior management at ABC knows a diverse workforce improves collaboration, innovation, and efficiency, and they are asking for recommendations to create an accurate representative workforce as well as maintaining it for years to come.

CCC Consulting is presented with a unique opportunity in the sense that ABC has no currently standing diversity program or policy, essentially providing a clean slate from which to build. ABC wishes to create a diverse and welcoming company culture, which has been absent since the company’s inception. In this report, CCC Consulting will analyze, identify, and recommend strategies …show more content…
This is done to establish a solid foundation and create a natural draw in the company that values current employees and attracts new recruits. It is proven that productivity increases when employees are highly engaged in their work. The three greatest factors to improve engagement are corporate outings, corporate luncheons, and peer mentorships. During this private time, employees form bonds with people they do not normally mix with at work due to different departments, backgrounds, and beliefs. These relationships become support at work they can turn to for questions and to voice their ideas. CCC Consulting recommends implementing quarterly corporate outings and a mentorship program to create a cohesive atmosphere with the current employees. The outings should be voluntary, but unique and planned well in advance so employees are more inclined to participate. Likewise, the mentorship program should also be voluntary but well-promoted to get active participants to join. These programs will ensure people within the company get the chance to meet and form bonds with the staff they are already working …show more content…
One of the first steps is ensuring contact is made with a more diverse applicant pool, which creates a more naturally capable and qualified group of recruits. This is done by analyzing recruiting regions to find ones that ABC overemphasizes and doing an internal analysis of the company workforce to identify underrepresented minorities and demographic groups. Another part of this process is utilizing new software that screens irrelevant information out of résumés, such as gender, race, and age, that could potentially induce biases and allow recruiters to focus solely on ability and talent. We also recommend for managers and recruiters to be encouraged to take Implicit Association Tests that identify unconscious or underlying biases. Using these results, they are able to be more self-aware of their specific biases and take voluntary corrective action in their hiring procedure. Research has shown that unstructured, or “fit” interviews, are one of the most ineffective methods of determining candidates’ skills and abilities, once again because of underlying biases and likeability. Our recommendation is to create a standardized interviewing process, where the same questions are asked in the same order, scored in real time on a standardized rubric, and held in the same location in similar
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