Every industry, he added, has a set of
universal metrics to determine how com- panies in that industry are performing. “The data tells us companies with diverse workforces outperform companies without them. The data also suggests that many industries remain homogenous, and more companies have executives with the same profile demographics in the C-suite, than don’t,” McClellan said. “These facts may be the cornerstone for
the rationale companies use to justify their DEIB efforts such as diversity recruitment. The suggestions I’ve made including inten- tionality in your approach, transparency with your contacts, and clarity on the best contacts from where you recruit are a few ways any recruiter in any industry can yield success in the diversity engagement process. This includes all aspects of the senior living industry.”
Nothing Is Easy To effect change is not easy and has to include pushing people to think differently, act differently, learn something new, and
do something counter to everything they’ve done before that change. DEIB work demands all of these ele-
ments, which can be challenging work. McClellan quotes Dr. Steven Covey, who
wrote, “When the pain of staying the same outweighs the pain of changing, then you will change.” “Leaders who maintain tradition at the
cost of innovation are not ready to change. While this may be true in the senior living industry, I think it’s more complex than that. I think there is a lack of education among prospective talent about leadership opportu- nities within the industries,” McClellan said. The starting point could be establishing
great connections with schools through some of the items he has shared above. The next step could be building relationships with student cohorts. Planting the seed of senior living leadership through mentor- ship programs, career planning activities, earning potential across a career within the industry, and navigating one’s career with- in the industry would help raise awareness among a broader audience.
Changes Have Taken Place When asked about the changes DEIB has had to this point, McClellan said there has been positive movement, but the reward will be for a future generation. “DEIB champions, practitioners, and
allies from all backgrounds, genders, which look different, worship different, believe different, or love different have moved the needle in the direction of progress. Yet, the struggle continues,” he said. “Many people with power are com-
fortable with the way things have always been. As we know, comfort is the enemy of progress; therefore, many people with power are not willing to share it with those without it. Progress made must be accom- panied by metrics that ensure progress is maintained. I’m convinced efforts to bring about progress will continue to be met with resistance until we have more people occu- pying positions of power that are demon- strators of diversity, educators of equity, influencers of inclusion, and builders of belonging.”
ONE EQUATION MCCLELLAN LIKES TO USE WHEN IT COMES TO MEASUREMENT IS PLAN+METRICS=OUTCOMES.
A few tools that make sense for the segment of DEIB work we are discussing are a combination of strategic diversity recruitment plans that include leadership succession [plan] and developing metrics that matter [metrics]. The specifics of these items may vary between employers. However, the outcomes [outcomes] should always produce equity. If the outcomes are inequitable, one of the equation’s inputs needs to be altered.”
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