Many hiring managers see affirmative action compliance as a requirement they’re forced to uphold. Unfortunately, this mindset increases the likelihood that they do the bare minimum to maintain compliance instead of using compliance requirements as a useful tool.
Getting buy-in on affirmative action has to be more robust than trying to check items off a to-do list. Decision makers must understand that compliance isn’t a nuisance — it’s a way to strengthen a business with tangible results.
Affirmative Action Programs Align With Organizations’ Objectives
Businesses exist to offer products and services to customers with the ultimate goal of increasing revenue in the process. Companies want to do better than their competition so they can continue to stay in business, and the goal of any legitimate organization should be to pick top talent regardless of how someone looks, speaks, or acts. In this way, affirmative action compliance is designed to serve business interests.
Discrimination is, of course, wrong in every form and for every reason. It also doesn’t make good business sense. The processes for hiring, promoting, and firing should reward people who help the company gain traction. Allowing personal biases to infiltrate the process only hurts a company’s ability to grow and succeed.
When decision makers understand that compliance regulations are a tool to reinforce sound business concepts, then they can pursue compliance with enthusiasm.
How to Show Compliance Return on Investment
Misconceptions about affirmative action compliance can play a major role in a hesitancy to embrace it. Decision makers might not understand how compliance return on investment (ROI) moves the needle when it comes to revenue. That said, it’s important to explain the reason for affirmative action compliance in ways everyone can get behind:
1. Reframe concepts in business terms.
Affirmative action is one of the most important tools we have for finding the absolute top talent in the labor market and keeping bias out of the process. Showing hiring managers and other decision makers compliance ROI can play a major role in whether they embrace or reject it. Leaving top talent behind because of a bias isn’t a smart business decision, and that makes sense to everyone.
Discrimination settlements harm the bottom line, and it makes little sense to make decisions based on racism, ageism, ableism, or sexism. Furthermore, saving money by not getting sued also makes business sense.
2. Rely on your expertise.
Good leaders know they can’t be experts on every aspect of their businesses, so they hire the right people to lead with them. If you are the expert on nondiscrimination and affirmative action policies and programs, speak out and practice affirmative action programs with the confidence and authority your role should instill in you.
No one knows compliance better than you do, so capitalize on that. You were hired to be the expert your organization needs. Your expertise can be a driving force in calling others in on compliance work.
3. Reinforce and encourage small wins.
Albert Einstein famously said, “If you can’t explain it to a 6-year-old, you don’t understand it yourself.” Wise words indeed. Sometimes it helps to break down concepts into simple, easily digestible ideas that can be implemented in a straightforward manner. Like all behavior modification tools for parenting children or increasing productive behaviors at work, positive reinforcement goes a long way to increase small wins and behavior changes over time.
Creating space for difficult discussions about affirmative action policies within organizations can be tough. Compliance requires buy-in from decision makers in every organization, which is not always easy to achieve. Be willing to have tough conversations while owning your expertise. Share why compliance is more than just a check-the-box requirement, and you’ll create change by showing people just how valuable compliance truly can be.