Cultivating and Developing Diverse Talent

The following is republished with the permission of the Association of National Advertisers. Find this and similar articles on ANA Newsstand.

While most marketing leaders understand the importance of diversity and inclusion when it comes to hiring practices, the challenge is actually recruiting from the right places and fostering an inclusive culture that cultivates and develops diverse talent.

The structural necessities of facilitating hiring and orientation programs have become even more complicated during the pandemic, but new opportunities present themselves. For instance, with remote work, geography doesn’t have to determine hires, thus broadening the hiring landscape and making it more inclusive.

Younger generations are interested in working at companies that have strong brand purposes, care about their customers, and prioritize customer focus, and which have corporate goals and initiatives which involve sustainability. Since millennials and gen Z make up almost half (48 percent) of the overall U.S. generational composition, this illustrates how company hiring policies will need to adapt.

At the same time, there is a disconnect between new talent and industry leaders: for instance, 86 percent of marketing industry leaders report having a difficult time finding qualified candidates for company roles, according to staffing firm Robert Half.

Companies and new talent are also disconnected about flexibility. Prospective employees are more focused on growth and development than staying in a specific role until they stagnate. Research conducted by Robert Half found that 43 percent of workers “rejected or lost interest in a job offer when the company wasn’t willing to negotiate details beyond salary, such as job title, professional development, and perks and benefits.” This suggests people are interested in a holistic approach to work — and work/life balance.

When it comes to diversity within offices, especially senior roles, many companies have a long way to go. According to a recent Publicis Groupe report, “1.9 percent of its senior staff are Black, 10.7 percent are Asian, and 4.5 percent are Hispanic and Latino. Havas Group data released last July showed that just 2.7 percent of its senior executives and directors are Black, while 76 percent are white.”

While there is an abundance of new marketing talent (2020 saw 1.3 million students enter the workforce alone), a 2019 report by The Economist Group and the Digital Marketing Institute found “Three out of four marketing executives believe that marketing organizations are facing a talent shortage because of a lack of digital skills.”

What does this mean for marketers when hiring? Hire people who can develop in their roles and have a passion for learning, since no candidate (especially entry-level) will have all the knowledge up front. Supplementing this with training sessions, access to skills through resources, and mentoring can bridge the gap between the skills necessary for the job and the growth needed for long-term success both for the company and employee.

What Marketing Talent Really Wants

What attracts marketing talent? That’s what one study set out to uncover. The ANA participated in a global research study sanctioned by the World Federation of Advertisers (WFA) to identify “What Marketing Talent Wants.” Some key learnings:

  •     The No. 1 attribute a company should embody to attract respondents to work for it is “Strong and clear corporate purpose and mission.”
  •     The No. 1 attribute a marketing department should embody to attract respondents to work for them is “Strong consumer focus and obsession.”
  •     The culture of a marketing department that respondents would like to work for: Dynamic, high-energy, informal, output-oriented, fast, nimble, strong internal progression, more experimental.

It is interesting to note that Apple, Unilever, P&G, Nike, and Coca-Cola were the only companies that were mentioned by more than 5 percent of respondents as having a marketing department which most “closely aligns with the attributes they prefer,” but none of them scored above 10 percent when it came to preference. The report went on to say, “There seems to be a mismatch between what respondents want and what they see in their own marketing department — only 7 percent of respondents list their current marketing department as the one that most closely aligns with the attributes that they prefer.”

Stephan Loerke, CEO at WFA, explained, “Marketing talent is more selective than ever, seeking to work for brands and companies that have clear values and a vision that goes above and beyond driving business performance and delivers meaningful and measurable societal benefit. This report helps identify some of the ways in which companies can attract the best talent.”

Meanwhile, Antonio Lucio, former CMO at HP and at Facebook, has also said, “The most important thing that a company needs to have to compete today is a very clear and deliberate sense of purpose. Your purpose or vision will set the parameters for which fights you want to lead on, which fights you want to fly as a flock, and which fights you’re going to avoid.”

Brand purpose and priorities are what matter most to prospective hires. The report stated, “A company’s products and services must be authentic, inclusive, sustainable, and ethical,” since younger talent especially values inclusivity and sustainability. In the WFA’s Global Brand Purpose survey, “88 percent of respondents agreed that purpose will be increasingly important to building brands and 87 percent agreed that it was important for brands to have a sense of purpose. Seventy-four percent also believed that having a sense of purpose is critical to hiring the best talent.”

When it comes to gender, men tend to work for companies “with strong brands in the portfolio,” while women and all people based in Europe “over-indexed on sustainable and ethical business models.”

Customer obsession was an important factor for prospective hires, and how companies connect with their customer base, as seen by the following chart:

 
Trends

What You Need to Know About Gen Z

The future of marketing isn’t just dependent on technology and innovation, but on talent. The talent pool needs to be recruited — and retained. It’s common for companies to see a high turnover rate with younger employees who want to move up fast, or who are trying to find a company that suits their needs.

While millennial workers are known for prioritizing social justice and responsibility with their purchasing power and their career choices, what about gen Z? The AEF (ANA Educational Foundation) spoke about the younger generation, who are now entering the workforce.

Ask the right questions. In many instances, the current media talent pool on both the client and agency sides is not as strong as it used to be. This is especially the case for entry and mid-level talent. The AEF raised three key questions about how to fix this problem:

  •     How can we position the media industry to attract top entry and mid-level candidates?
  •     What should the career path be for in-house vs. external agencies?
  •     How can we ensure sufficient diversity in the media industry?

Research your demographic and their needs. According to the AEF, gen Z values career growth above all else, and seeks professional development, upward mobility, job stability, work/life balance, and community at their jobs. They don’t want to “work a job” just to work one.

To help with this, the AEF wants to create awareness about what these jobs are, how to market to gen Z, and how to show that marketing is a unique, fun, and personalized career. It created a series of ads called “Best Jobs” with copy such as “Getting people to actually care about organic toilet paper is a job,” “Coding a program that makes the dopest playlists possible is a job,” and “Analyzing trends in lip gloss is a job.”

The ad campaign, which consisted of a set of short videos, was posted on WayUp, a popular site for students to find jobs and opportunities. While the pandemic changed physical events for the organization, online activations connect and bring people together, bridging the gap across cities.

In the past, the AEF has partnered with brands, agencies, colleges and universities, and other industry organizations to conduct research on hiring and retaining younger marketing talent, diversifying talent, and providing resources. For instance, its Marketing and Advertising Education (MADE) internship program has grown from 700 applications when it launched in 2017 to more than 1,800 in 2020.

Elliot Lum, SVP of talent strategy and program development at the AEF, recently stated in an ANA article, “Marketers are involved in so many different functional areas — data and technology, supply chain, diversity, talent. It’s challenging to build an employment brand and create a marketing-driven approach to talent acquisition and retention that embraces it all.”
Best Practices

Recruiting Diverse Candidates

Co-chairs of the Talent working team Julia Goldin, chief product and marketing officer at LEGO Group, and Elizabeth Rutledge, CMO at American Express, led a group of Growth Council CMOs in a candid discussion earlier in 2021 on how to implement systems and processes that enable the successful recruiting of diverse entry-level candidates, as well as how to circumvent internal barriers or challenges. Some of the key takeaways:

  •     Inclusive companies have a competitive edge.
  •     DEI is not a “bolt-on” decision. It is not a bandage.
  •     Identify talent early.
  •     Diversity thrives in a culture of inclusion.
  •     Replace “Culture Fit” with “Culture Add.”
  •     Eliminate unconscious bias from the recruiting process.

From external reach to internal gatekeepers, CMOs face many roadblocks in trying to build a diverse team.

  •     Diversity requires support at all levels. Successful, sustainable diversity initiatives require support and commitment from top management who may not have the same background and experiences as diverse employees and so may not know how to find, hire, and support a diverse workforce.
  •     Unconscious bias exists within the hiring process. We are all humans. We all have our own biases at play when making hiring decisions. Similarity cloning, for example, occurs when we tend to see traits that are more like ourselves. But we need to look beyond this and ask, “How will the candidate add value to our culture?”
  •     Hiring predictability curbs diversity efforts. Hiring cultures that rely on predictability hold back diversity efforts. Hiring managers tend to trust the record they’ve had successfully sourcing and filling roles. When recruiters suggest alternative candidate profiles, it feels like a risk and can receive pushback. Middle managers are heavily motivated to minimize risk, not to take advantage of opportunity.
  •     Unpaid internships and lack of apprenticeships. Students participate in internships to gain work experience. Yet many internships are unpaid. This puts students from economically disadvantaged groups at a disadvantage.
  • Diversity starts with values, not numbers. CMOs invested in moving beyond checking boxes need to weave values and processes that foster diversity and inclusion throughout corporate culture. The group recommended these steps:
  •     Ditch the quotas. If you’re only working toward checking a box, that isn’t diversity. Chasing a goal like “raise proportion of women on the team by 10 percent” risks embracing a mindset that makes it harder to see how every marketer is contributing to the team’s collective goals.
  •     Be open. Curb unconscious bias and other subjective assessments in the hiring process, which lowers the risk of making a token “diversity hire.”
  •     Consider third-party resources. Whether it’s hiring consultants or specialized recruiting services, outside resources can offer a fresh set of eyes when thinking about workplace diversity. These partnerships might lead to changes far beyond recruiting and hiring, from the company’s philanthropic efforts to rolling out anti-bias training programs or developing new talent pipelines with local universities.
  •     Look beyond your industry. Diversity across industry is important too. Hiring from outside your industry brings new thinking. More training may be required if the talent isn’t familiar with your industry, but in the end it promotes diverse thinking.
  •     Supercharge your internship experience. Programs like Verizon’s adfellows offer paid internships over an extended period. These programs enable diverse candidates to have experiences in entry-level potions across a variety of disciplines with a job offer at the end.
  •     Mine your current employees. Brands can look to their field workforces to find diverse candidates who already know the brand and want to switch to a corporate career.

Lines between marketing and HR are blurred, as they both share the responsibility of ensuring the employment brand is strong and employees are sending the right brand message to customers. Some tips:

  •     Align recruitment marketing to diversity and inclusion objectives. Transparency and authenticity are important. A corporate pledge to create a diverse and inclusive workplace will feel empty without setting a baseline, showing candidates the actions you’re taking to fulfill your commitment and how much progress you’re making.
  •     Offer a diverse slate of interviewers. Candidates need to see themselves at every level, including on the interview.
  •     Shared goals. Tie recruitment messaging to business strategy.
  •     Leverage the power of virtual meetings. Create a digital recruitment experience that connects diverse company leaders with diverse candidates, so that they can see representation.

Steps to Improve Diversity in the Marketing Department

At every link in the chain, at every level, marketers must aspire to achieve equal gender representation and ethnic representation equal to the U.S. population. Equal representation drives greater creativity, innovation, and increased access to opportunity.

Respondents were asked the open-ended question, “Are there any key action steps that have helped your company improve diversity within the marketing department?”

Diversity in Recruitment

  •     Diversity in recruiting should ensure a diverse candidate pool for each role being filled.
  •     We hold ourselves accountable for ensuring a diverse candidate pool for every job opening, including internships and contractor/freelance roles.
  •     Focus on diverse interview panels, and ensure diverse candidates are interviewed for all open roles.
  •     Two years ago, we adopted the Rooney Rule in our recruiting practice. We will interview at
  •     least one diverse candidate per role, if not more.
  •     Marketing Talent Acquisition team focused on recruiting women and diverse talent, specifically for executive leadership.

Board and Senior-Level Accountability

  •     Each open position at director level and above is reviewed with our Leadership Committee before a hiring decision is made (inclusive of all departments within the company).
  •     Our progress on diverse hiring is reviewed on a regular basis with our Board of Directors.
  •     Senior leaders are held accountable for building diversity in their organizations with specific representation targets.

Set Goals and Track Progress

  •     Increase the diverse talent pipeline for executive, mid-level, and entry-level marketing positions with a goal of 40 percent multicultural representation; our marketing talent must accurately reflect the consumers we serve.
  •     Quarterly diversity scorecard measuring progress toward meeting goals for women and people of color.
  •     We have seen a lot of benefits in our diversity hires with the promotion of our employee referral bonus. Much of the diverse talent whom we have brought on over the last year or so has been directly from employee referrals.
  •     More focus on internal recommendations from our diverse teammates for open positions.

College Recruiting/HBCUs

  •     Leverage relationships with HBCUs for future talent and recruitment.
  •     Intentional recruiting at campuses with strong, diverse presence to reach students early in their job explorations.
  •     Increase number of people of color on core school recruiting teams.

Employee Referrals and Internships

  •     Creating specific internship programs for diverse students.
  •     We have shifted our internship programs to have a heavier emphasis on diversity. By partnering with AEF’s MADE, for instance, we’ve been able to bring in fantastic and well-qualified fresh grads.
  •     Target number of diversity intern/ full-time offers; conversion rate of interns to FT.

Location

  •     Allowing for remote work instead of having to be based in our HQ city has helped us include non-local diverse talent.
  •     Opening up offices outside of San Francisco (where we are headquartered) has helped.

Q&A: Fostering Diversity and Inclusion Internally

Daryl Butler, head of marketing, HP Personal Systems at HP, and Guilda Hilaire, senior manager of product marketing at Salesforce, spoke about how to foster diversity and inclusion when hiring and developing talent.

Q. Do you have any tips for how marketers can ensure that they’re speaking authentically to a diverse audience?

Guilda Hilaire: You want to make a concerted effort to surround yourself with a diverse group of people. And once you do that and start to have a conversation, then you’ll start to get to know your audience. You’ll get to know the tactics you can use and how to reach them.

Q. How do you find qualified diverse candidates for jobs?

Daryl Butler: I always challenge this idea of qualified candidates as a filter. Somebody told me once: you hire talent and you teach skill. The way I’ve managed my career and the way I look at finding talent is through four basic tenets: passion, talent, skill, and experience, in that order. If you have passion and talent, I’m confident that I can give you the training to get the skill and put you in positions to get the experience. But if we only look at candidates based on the experience they have or what’s on their résumés, and don’t examine their passions and talents, we won’t get the best out of that individual.

Q. Are there specific tactics we could recommend to HR to cast a wider net for
a more diverse pool of job candidates?

Butler: Casting a wider net goes back to having a desire to. The traditional approach is to take the easier path. I can go to my network, and if my network looks exactly like me, I’m going to attract people who look like me. But if I step outside that comfort zone and build relationships with diverse organizations, and diverse colleges and universities like HBCUs, you can call on their counsel and advice
to provide a broader pool.

Q. What about diversity benchmarks? How can an organization tell if it’s doing well and on the right path? Is there a set of benchmarks it can use?

Butler: At HP, we look at the diversity within our customer set, and the objective is to get as close to mirroring that diverse consumer set as possible. But it’s not a quota; it’s about being a reflection of the consumers you serve.

Strategic and Progressive Orientation

“Young talent is hungry to grow quickly,” says Tracy Mathews, creative director and brand strategist for North America at APCO Worldwide, in an ANA article. “They demand new opportunities and ownership over work streams or tasks.” According to Execu|Search Group, “76 percent of millennials consider professional development opportunities to be an essential element of company culture.”

Writer Chris Warren went on to explain how developing talent, mentoring, and cultivating employees is what will not only attract talent but keep the best talent:

At Siegel+Gale, training and development begins with a collaborative orientation process, one designed to help new employees understand how their work and career goals contribute to the firm’s overall mission. This conveys to employees that their individual work has a larger purpose. Orientation also gives employees time to lay out a blueprint for their professional success.

To make those goals more tangible and less aspirational involves establishing clear objectives, a timeline, and the steps managers will take to help new employees achieve the goals. For employers, orientation is a critical period. It gives them a brief window to emphasize to new employees what is truly different about their brand. For many companies it’s a lost opportunity, apparently.

Establishing the unique value a company provides is particularly important, because it helps build and perpetuate a resilient culture. This is especially helpful during a time of great uncertainty, like the pandemic. “Prospective employees find a strong culture appealing,” Siegel+Gale’s Coning says. “People want to find purpose in their work. Making a strong cultural component is key.”

After hiring, brands need to continuously mentor and cultivate new employees.

At Lionbridge, which provides localization and AI training data, Karen Dawson, VP of brand marketing, sets challenging goals that typically risk some level of failure. “Our junior copywriters and designers are new graduates and hungry to learn,” she says. “Giving them stretch goals and constantly providing new opportunities is paramount to keeping them engaged.” For one new employee, for example, that meant pushing her to go beyond knocking out blog posts and convincing her to write digital advertising copy and craft new email campaigns.

Employers can also help workers avoid stagnation by encouraging activities that don’t fall under their specific job responsibilities. Marketing agency Firewood, which landed a spot on Ad Age’s Best Places to Work 2020 list, encourages employees to use skills they may be developing outside the workplace to help the agency market itself.

“We offer opportunities for our employees to exercise their ancillary skills through our marketing communication efforts — marketing of the agency itself through every possible function, like strategy, content creation, and graphic and video design,” says Vanessa Zucker, senior communications and marketing manager at Firewood. “A strategist with a flair for words may find herself writing a thought leadership article or a digital marketer with a passion for video may be able to direct a short film.”

Though it’s important to provide opportunities for marketers to flex their creative muscles, it’s equally essential for managers to stay continuously engaged with the development and goals of younger workers. Unfortunately, chances are good that marketers are giving this part of the job short shrift.

A separate Gallup report found that while millennial workers crave routine feedback, only 19 percent say they receive it and only 17 percent say that the feedback they get is constructive.

At ad agency MUH-TAY-ZIK / HOF-FER, regular feedback is hardwired into the company’s operations. “We have a structured mentorship program in place, with a regular cadence of meetings and topics to discuss, and followup to ensure their needs are heard,” says Tanya LeSieur, head of production. “We do quarterly goal-setting and peer feedback.

Building an Inclusive Organizational Culture at R/GA

Diversity, equity, and inclusion (DEI) initiatives at companies have internal- and external-facing components. While external programs that promote DEI are important, they often are focused on influencing how a company is perceived. However, Carl Desir, the global executive D&I director at R/GA, shared that an internal focus on DEI can help a company go beyond perception to create meaningful impact.

R/GA’s philosophy is that small actions can lead to big results. No matter a person’s level or function, everyone can play a role in improving DEI at work. Desir focused on four things his team does to help the organization.

  1.     Facilitate conversation. Increase empathy and create understanding through conversation. Sometimes these conversations can be uncomfortable. At R/GA, conversation is facilitated through a game called “Not So FAQ: The Game of Inclusion.” It’s a card game used while orienting new hires, at team meetings, and even with clients. Another way the agency gets people talking is by hosting “Courageous Conversations About Race” events where participants discuss how race plays a factor in their lives, in the workplace, and in the creative that R/GA distributes.
  2.     Create space. It’s not enough to encourage conversation; a company needs to build a culture that welcomes it. R/GA has a program called “Talent Talks” where employees can talk to HR about talent development and recruitment. This program increases transparency, develops curiosity, and lets people use their voice. Another program, “Brave Spaces,” brings employees together to discuss a particular topic, which could be about something going on in society or something going on at the agency. Ground rules are laid out so employees know that they can speak freely without fear of ridicule or retaliation.
  3.     Rethink training. Educating staff is not a one-and-done activity. It’s a continuous process that involves learning, growing, and experimenting. R/GA uses digital platforms to deliver training, so employees are not removed from their day-to-day activities.
  4.     Overhaul the system. Review policies on family leave, and make them reflect the fact that family today is often different from person to person. Make policies as equitable and inclusive as possible. Diversify recruiting practices and build relationships outside of typical networks.

Desir went on to explain how the pandemic has changed work: “Companies are going to have to have a more customized approach to their talent experience and diversity and inclusion experience. We’re seeing now that one size does not fit all. In the office environment, we control the space. If you’re working from home, there’s a lot of different spaces and ways to work.”

Cigna Examines the Female Career Path

For women in marketing, the industry can still be a difficult landscape to navigate — one that must include mentorship from leaders to change the status quo. Marie Griffin wrote about the issue in an ANA article, examining the still prevalent exclusion that continues to permeate. Below is an excerpt:

The path to success for female business leaders is seldom a straight line, and the women who take the journey will invariably rely on their adaptability, determination, and confidence along the way. That’s what Cigna discovered in its recent survey of 1,000 female business leaders across various industries and geographies.

Eighty-one percent of the women agreed that career progression isn’t linear, and 86 percent credit cross-functional or diagonal career moves with getting them to where they are. Looking ahead, the great majority of female business leaders (89 percent) say that continual technological change will require women to actively seek out new types of jobs, skills, and career experiences as they progress toward leadership roles in the future.

Cigna initiated the survey to help women within and beyond the organization understand what it really takes to climb the corporate ladder. “While meeting with my colleagues during site visits to our businesses around the world, I often gather women in leadership to understand their experiences,” says Lisa Bacus, EVP and global CMO at Cigna. “That made me want to learn more about the factors that lead to success for women.”

As a Latina, Bacus has a personal interest in discovering how Hispanic women move into leadership roles. The survey found that mentorship is one factor that has a disproportionate effect on a Latina’s career path. Eighty-two percent of Hispanic women reported that their success was made possible by the mentorship of other female leaders, in contrast to 70 percent of respondents overall.

This research on women’s career journeys is part of a greater commitment to inclusiveness at Cigna, Bacus adds. “To feel a part of the organization, individuals must be able to see others who represent them across the business,” she says. “As a business and as a public company, we connect everything back to growth, and so we have always viewed diversity and inclusion as business imperatives.”
Case Study

Verizon and IBM’s Internship Programs

To create a more inclusive and diverse workforce, both IBM and Verizon have created separate internship programs, as detailed in this ANA article written by Michael J. McDermott.

IBM’s program, which has become an integral part of the work experience, is extremely hands-on. For instance, interns deal with topics and functions that range from “data science to social media marketing to content creation,” as well as “educational, networking, and social activities.”

Roseanne Romero, who heads the program, stated, “An essential element to the program is that interns are given meaningful work that drives real value for the company. We’re very deliberate in our project selection to make sure that our interns aren’t just given piecemeal assignments but have the opportunity to take ownership of a strategic project that will have a lasting impact on a global marketing and communications organization.”

Romero also went on to explain how the company has adapted this program in light of the pandemic: “We constantly evaluate how we engage with prospective interns, from the channels we use through the type of content we share. We’re focusing on creating meaningful dialogue with students on topics such as marketing and communications career possibilities, best practice examples from real campaigns, and the role that technology and our company can have in advancing social justice.

“The channels we use to communicate with students have also changed, not just due to the pandemic, but because we want to have more relevant, authentic conversations with students. Our team has integrated ‘social takeovers’ of student organizations’ social media, along with new virtual event formats, as key parts of our recruiting strategy. These new tools are helping us to broaden our reach and foster deeper connections with candidates.”

Meanwhile, Verizon created its adfellows program to address inclusivity and diversity in the industry; it is a paid, eight-month program, with some living expenses paid for. The program currently partners with 12 companies, including Digitas, Walmart, and American Express. In addition, it also partners with the ANA MADE program for recruitment. Since its inception, 82 people have completed the program.

Its goal is to “is to increase diversity in the industry by having 90 percent of the fellows hired into full-time positions at the end of the program. Last spring, even amid the pandemic, the program hired 94 percent of the fellows.” The program has three focuses: “Real work responsibilities and on-the-job experiences, semi-structured learning experiences and events, and dedicated time for support and teamwork.”

Merkle’s Strategic Partnerships and Mentorship Program

In 2020, global marketing agency Merkle hired Kirt Morris to be its first global chief equity officer as a way to create a more diverse and inclusive work culture. Soon after, Merkle broadened the company’s recruiting process through partnerships with Historically Black colleges, universities, and associations.

Just this past March, the company announced “a partnership with the Howard University School of Business to develop a consumer marketing curriculum and extend the pool of diverse talent.” A new mentorship program, The Seat at the Table (SATT), began in April; the goal is to place 50 employees from diverse groups with senior executives for six-month-long mentorships as a way to give them hands-on, real-life experience.

Morris told the ANA that the program “means not only are the senior leaders mentoring people at the director level and below, but that they come to understand what it means to be women or people of color in the organization.”

Source Information

  • “What Marketing Talent Wants.” World Federation of Advertisers, February 2021.
  • “Recruiting Diverse Candidates.” CMO Global Growth Council, March 2021
  • “Key Action Steps to Improve Diversity in the Marketing Department.” CMO Global Growth Council, March 2021.
  • “The Recruitment Race Resumes.” Michael J. McDermott, ANA Magazine, December 2020.
  • “What You Need to Know About Gen Z.” Benjamin Jankowski, SVP of Global Media at Mastercard and ANA Media Leadership Committee Co-Chair; Marni Gordon, SVP at the ANA; Gordon McLean, President of the ANA Educational Foundation; Elliot Lum, SVP of Talent Strategy and Program Development at the ANA Educational Foundation. ANA Media Leadership Committee Meeting, 2/4/20.
  • “Diversity and Inclusion in Marketing.” Daryl Butler, Head of Marketing, HP Personal Systems, at HP, Inc.; Guilda Hilaire, Senior Manager of Product Marketing at Salesforce. ANA Email Evolution Conference, 5/5/21.
  • “The Keys to Attracting Young Marketing Talent.” Chris Warren, ANA Magazine, June 2020.
  • “Building an Inclusive Organizational Culture at R/GA.” Carl Desir, Global Executive D&I Director, Talent Experience at R/GA. ANA Half-Day Multicultural Conference, 5/22/20.
  • “The Real Work on Diversity and Inclusion Is Just Starting.” Anne Field, ANA Magazine, April 2021.
  • “Inclusiveness Is Key to Spurring Diverse Talent.” Marie Griffin, ANA Magazine, May 2019.
  • “How the Industry Can Upskill the Next Generation of Marketers.” Allie Shaffer, Forward, May 2020.

Source

  • “Cultivating and Developing Diverse Talent.” Insight Brief compiled by Joanna Valente, Senior Manager of Content Creation, Marketing Knowledge Center, ANA. Designer: Melanie Kania, Marketing and Communications, ANA. © Copyright 2021 by the Association of National Advertisers, Inc. All rights reserved.

 

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