Selected and moderated this panel featuring SMEs in diversity sourcing/recruiting at SourceCon Las Vegas Feb. 2018

1. How to Get More Diverse Candidates
From Pipeline to Hire
a TedTalk-style panel, moderated by:
and featuring presentations by:
Arthur Matuszewski
Head of Strategic
Talent Sourcing
Glenn Gutmacher
VP, Diversity
Talent Sourcing
Lou Candiello
Diversity Engagement
Leader for Military &
Disability Talent
Carmen Hudson
Principal
Consultant

2. Why diversity sourcing & recruiting is different
3. Your own recruiters and hiring managers are undermining you
but unaware they’re doing it (“unconscious bias”, etc.)
4. Metrics are more challenging (lack of self-ID, etc.) but data is
on your side (see Appendix)
5. Even within the same job skill niche, every aspect of diversity
(gender, race/ethnicity, veterans + spouses, LGBT, disability,
retirees / returners, etc.) demands different strategies/tactics
Don’t be afraid to ask peers and vendors for help. This is HARD
work. They’ll be just as eager to hear what you’re trying, too.
Glenn
Gutmacher
panel
moderator
P.S. Upon
return home,
check the
Appendix for
more great
resources we
won’t have
time for today
1. Online: branding = ↑; Boolean/keyword search & job boards not so much
2. Physical (e.g., event) networking, relationships & org partnerships = ↑

3. Beyond sourcing
Increasing gender diversity in finance and technology
Arthur Matuszewski
Head of Strategic Talent Sourcing
amatuszewski@wayfair.com

4. It’s more than a sourcing problem
Analyze outputs to change inputs
Pipeline dictates talent management
Assessment needs to be rebuilt

5. Specialization vs. scale
1 in 10,000
Industry
Search specificity
Scale of
investment
10,000 +
Large Hedge Fund

6. Assessment needs to be rebuilt
PROBLEM SOLUTION
• Realized high percentage of type 2 errors
• Identified bias and lack of differentiation at
resume stage
• Overwhelmed by high volume, high
processing costs, and low yield
• Deployed predictive, pre-screen,
assessment
• Tailored interview processes by individual
• Expanded channels to broader talent pools
• Invested in upgrading employer branding
• Doubled first year analyst class gender ratio from 20% to 40% in 2 years
• Broadened analyst class’ educational diversity by introducing alternative key schools/programs
• Created need to focus on talent management beyond talent acquisitions (e.g. post-hire)
Large Hedge Fund

7. Pipeline dictates talent management
PROBLEM SOLUTION
• Negative impact on talent acquisition from
siloed hiring managers
- Limited in understanding of talent markets
- Leads to narrow perspective vs. broader biz eval.
• Incomplete metrics don’t capture biz impact
- Metrics emphasizing recruiting activity vs. on job
performance are shortsighted and limited
• Measured / analyzed granular funnel activity
- E.g. specific resume indicators over time
• Married internal data with external data
- E.g. performance in similar roles across industry vs.
intra-company
• Partnered closely to develop L&D
programming alongside talent pipelines
• Shifted TA-to-Business relationship from reactive to proactive
• Decreasing TTF 30% against key roles & enabling 5x increase in investment leadership hiring
• Increased speed of feedback loop between employee performance and sourcing / recruiting
• Decreasing attrition rate by ~7% over 2yrs
• Won more resources for diverse and novel sourcing initiatives by testing & learning
• Transforming mix of new analyst class to ~60/40% non-core to core schools in 18mos
Large Hedge Fund

8. Analyze outputs to change inputs
PROBLEM SOLUTION
• Lack of x-company alignment resulting in
‘leaky bucket’ and loss of potential talent
• Incomplete, long-tail on diversity activity ROI,
requiring imprecise ‘thumb on the scale’
• Emphasis on ‘cultural fit’ and employer
brand biased hiring toward homogeneity
• Defining known and unknown biases to
direct talent acquisition activity
• Incubating and funding test and learn pilots
• Created specific and durable
measurements to remove assessment
generalizations both pre- and post-hire
• Enabled targeted investment by initiative (e.g. 1st gen. college students) with controlled evaluation
• Created multi-stakeholder partnerships to limit need for individual “champions,” push for posterity
• Forced accountability for feedback in hiring decisions, increasing transparency & authority

9. Takeaways
Measure your
assessments
- Push interviews to
substantiate
judgments w/
evidence
Set expectations, follow the numbers
- Know what good looks like, drive towards it
Make gender diversity
a mindset & a practice
- Ensure parity in
interviewing
- Remove loaded terms
& images from hiring
criteria, job
descriptions &
recruitment collateral

10. Dell Veteran & Spouse Talent
Acquisition Strategy
Lou Candiello - Diversity Talent Attraction &
Strategy Military & Disability Recruiting Programs
Dell | Talent Acquisition

11. Hiring Veterans & spouses
Values: Dell’s Culture Code directly aligns to the
competencies of veterans’ with keen focus on execution
Talent: 35-40% of military spouses are under-employed;
43% not in the workforce. 1 Million transitioning out of the
military in the next 4 years with 1.1 million using benefits
under the GI bill
Vicinity: 46% of all active duty personnel are near Dell’s
key market locations
Diversity: Military provides a rich source of talent aligned
to key areas of under-representation
Customer Alignment: Veterans and spouses bring key
experiences that enhance our customer relationships
Customers: We believe our relationships with customers are
the ultimate differentiator and the foundation for our success
Winning together: We believe in and value our people. We
perform better, are smarter, and have more fun working as
a team than as individuals
Innovation: We believe our ability to innovate and cultivate
breakthrough thinking is an engine for growth, success and
progress.
Results: We believe in being accountable to an exceptional
standard of excellence and performance
Integrity: We believe integrity must always govern our fierce
desire to win.
Dell’s Culture CodeWhy?
“First and foremost, it’s critical to recognize and act on the proposition that military veterans—when considered as a human
capital resource—potentially represent one of the most compelling forms of resource differentiation available in the
marketplace.1”
1Syracuse Institute for Veterans and Military Families – “THE BUSINESS CASE FOR HIRING A VETERAN BEYOND THE CLICHÉS” 2012

12. Talent Acquisition Training
With less than one-half of 1% of the U.S. population choosing to serve in the armed services today, it is essential that TA professionals
have an authentic understanding and appreciation of a military candidates’ profession, competencies, skills, and culture.
Veterans Competencies1
Veterans Assume High Levels of Trust
Veterans are Entrepreneurial
Veterans are Adept at Skills Transfer Across Contexts/Tasks
Veterans Have (and Leverage) Advanced Technical Training
Veterans are Comfortable/Adept in Discontinuous Environments
Veterans Exhibit High-Levels of Resiliency
Veterans Exhibit Advanced Team Building Skills
Veterans Exhibit Strong Organizational Commitment
Veterans Have (and Leverage) Cross-Cultural Experiences
Veterans Have Experience/Skill in Diverse Work Settings
1Syracuse Institute for Veterans and Military Families – “THE BUSINESS CASE FOR HIRING A VETERAN BEYOND THE CLICHÉS” 2012

13. Purposeful Job Alignment
Dell Hiring Options Job Category Considerations
Direct Skill Alignment
• IT related roles (e.g. Tech. Support, Professional Services, Field
Tech, Cyber Security, etc.)
• Program / Project Management
• Logistics
• Business Operations
• Procurement
• Finance
Leadership Programs
• IT Leadership Development Program, Global Service
Leadership Development, Business Operations Leadership
Program, Finance Training Program
Internship / Co-op
• Identify Student Veteran Organizations and Veteran Affairs
Dept., at Dell Key Colleges/Universities
Career Skills -Transitioning
Military & Spouses
• Companies offering pre-separation Apprenticeship / Internship /
Job Shadowing roles
It is essential to be purposeful in the alignment of military skills/competencies to job opportunities.

14. Sourcing at various times of transition
Workforce development
offices & military bases
• Our best source of
veteran talent
• Participate in career fairs
and events that are in
our communities
• Develop base
relationships with aligned
to Dell career
opportunities
• Offers customer service and
IT training and certifications
to transitioning service
members and spouses on
base
Microsoft Software &
Services Academy
• Microsoft recruits,
assesses and trains
transitioning service
members
• Cloud App Dev.,
Cybersecurity, Database
& BI, Server Cloud
Administration
• 10 base locations
• Targeted recruitment and
employment solution which
creates connections and
direct access to military
spouses (DOD)
MBA Vet Conference
• Annual conference has
veterans from top 50
MBA programs
• All veterans have years
of leadership experience
• Consideration for full
time and internship roles
• Career Readiness Programs
which equip veterans with
professional development,
career exploration, and
professional networks
Student Veterans
• Include Student Veteran
organizations as Dell
recruits on campus
• Dell hires approximately
1800 Summer Interns
each year
• Align to Leadership
Development Programs
• Unique transition institute
exclusively for Navy SEALs
and the US Special
Operations community and
supporters
Onward to Opportunity
Military Spouse
Employment Partnership
FourBlock & Edge4Vets The Honor Foundation
Establish key partnerships - Best in class providers that are committed to the success of the soldier or spouse

15. Digital ads, social media, blogs, and videos

16. Enabling veterans’ a gateway from military life to civilian work starts with tools that allow candidates to use their
current/previous job in military to identify like roles at Dell.
Welcome to jobs.dell.com/military
Our site launched in April 2015
• Military translator
• Authentic employee testimonials
• Awards & recognition
Not to be mistaken with our Military Discount Program:
www.dell.com/military
Dell Military Careers Page

17. Retaining Veteran talent
Veterans & Supporters Employee Resource Group (#VetsatDell)
• Executive Sponsor is a direct report to Michael Dell
• Utilize our combined knowledge to better understand how to engage &
support both current and former military personnel & their families
• Community Outreach, Education & Training, Business Mentoring, Recruiting

18. Partnerships and recognition
Partnerships
Awards & Recognition

20. 5 big ideas
To improve diversity sourcing success | carmen hudson
SourceCon

21. Today’s agenda
Whatis your commitment?
How much risk can you afford?
Howare decisions made in your org?
Facilitating open discussion
Recruiting fortitude

22. Why?

23. Warning:uncomfortable territoryahead
• What problem areyou solving?

24. Diversity is political
diversity diversity
diversity diversity diversity

25. continuummulticulturalorganizationaldevelopment
Majority group dominance and
privilege. Openly hostile tosocial
justice.
exclusionary
Maintains traditionally held power.
Engages social justice if itis
comfortable and ontheirterms
club
Will allow some different people
if itdoesn’t change or cost the
organization. Hire minorities in
low level roles
compliance
Hires and supports diverse groups.
Provides some diversity or bias
trainingtothe organization
affirmative
Intentional abouthiring,
developing and retaining adiverse
workforce. Startingtouse a
multicultural perspective to
manage theorganization
redefining
monocultural Non-discriminating multicultural
Mission, operations, products and
services reflect contributions of entire
workforce; key decisions include
members of diverse cultural and social
groups
multicultural
• “sure, let’s include diversecandidates. But I don’t want to lowerthe bar”
“sure, let’s include diverse candidates. Butwe can’t slow things down”

26. Inequalityis embedded and structural

27. hiring managershave different opinions

28. Taking risks

29. What risks/investmentsare you willingto take/make?
expand position
profiles
Longer Timeto
source/Fill
relocation expenses
new location/
remote
Address internal
equity issues
changeinternal
policies
Have difficult
conversations
Improve onboarding
practices
Experiment and fail

30. What risks/investmentsare you willingto take/make?
Data Warehouse
Developer
Data Modeling
Conceptual, logical,
physical models
ETL – Extract,
Transform, Load
Data sources include
XML, relational
databases, flat files or
non relational
Oracle Data Integrator
IBM Datastage
MSFT SSIS
Informatica
BI Integration
SQL Databases
Scripting Language
Ruby, Python, PHP,
Perl, Javascript

31. Making decisions

32. How are decisions made?
open or secretive
consensus or top-
down
Qualified, prepped
interview team
debrief meeting clear criteria
assess against criteria
or other candidates
biases uncovered
diversity strategies
known
diverse slates

33. Facilitating conversation

34. Difficultconversations
where is the company
on continuum
whatare your
principles?
Nothing is static
To train or not to
train?
intentional and
unintentional bias
Internal mobility
cultural literacy
growth vs. fixed
mindset
transparency

35. growthmindset
• How do you discuss opportunity in your org?

36. fortitude

37. What is atalentadvisor?
• Diversity recruiting success requires influence and leadership
philosophy
partner Coach and
influence
prepare alignment
measure
Leverage
data
teach
strategize
lead
Project
manage
Secretsauce

38. Increasing sourcingresults
Process
• Speed
• Opportunistic hiring
• Candidate sharing
• Relocation/remote
Alignment
• Hiring Manager
• Interview Team
• Growth mindset
Talent market
• Availability
• Timing
• Geography
• compensation
Sourcing
• Approach
• Layer diversity factors
• Proactive referrals
• pipelining

39. Thank you
Stay in touch with us!
facebook.com/recruitingtoolbox Linkedin.com/carmenhudson carmen@recruitingtoolbox.comtwitter.com/peopleshark

40. Appendix
(Other diversity resources, panelists contact info, etc.)

41. Glenn Gutmacher
VP Diversity Talent Sourcing
State Street Corporation
ggutmacher@statestreet.com
Metrics & Data that Help Make the Diversity Argument
Being the “right thing to do” isn’t enough. To accelerate change in corporate behavior,
realize that business leaders act on things that improve their financial results, so...
• McKinsey “Delivering Through Diversity” report (2018) - Building on “Why Diversity
Matters” (2015), results remain statistically significant: peer companies in the top
quartile of gender-diverse leadership were 21% (and ethnic/cultural diversity 33%)
more likely to report financial returns above their national industry median.
• Credit Suisse CS Gender 3000 report (2016): Updating its 2014 report, “clear
evidence that companies with a higher proportion of women in [leadership]
generate higher returns on equity, while running more conservative balance
sheets”; such diversity generates excess returns running at a CAGR of 3.5%
• UBS Gender-Lens Investing (2017): Based on its 2016 white paper, company
boards with 20%+ women demonstrated higher pre-tax margins, returns on assets
and equity over a 5-year period than peer firms. (See esp. last 2 charts at URL.)
• Credit Suisse LGBT report (2016): a basket of 270 LGBT-friendly stocks
outperformed a broad index by 3% in the prior six years. Denver Investments
Wealth Management’s Workplace Equality Index of LGBT-friendly companies beat
the S&P 500 index by nearly 4% in 2016 (source)
• See Catalyst’s compilation of various studies supporting gender’s financial impact
• HBR study (2016): 1 diverse candidate on interview slate is perceived as token; 2+
makes big difference
BONUS: Save this 
Excel file of diversity
resources (courtesy of
Susan Graye, HPE)

42. Lou Candiello
Diversity Talent Attraction &
Strategy Military & Disability
Recruiting Programs
Dell | Talent Acquisition
Lou.Candiello@dell.com
Lou’s desire to serve came at an early age. The son of a World War
II veteran, whose father served in the Army in the China Burma India
Theater, Lou joined the US Marine Corps Reserves while still in high
school. He was called to active duty during college, and served as a
Corporal during Operation Desert Storm/Shield as an Aircraft
Firefighting & Rescue Crew Chief.
Lou has held several roles at Dell over the past 13 years. Currently,
Lou is the Diversity Engagement Leader for Military & Disability
Talent for Dell where he is responsible for the creation and
implementation of a Veteran recruiting strategy across the company.
He partners closely with military bases, Veteran Service
Organizations (VSOs), Universities, and community-based
organizations to attract, recruit, and retain transitioning service
members, military spouses, and student veterans to Dell. In
addition, Lou is one of the leaders of Dell’s Veterans Employee
Resource Group and is also responsible for leading Dell’s efforts as
a founding member of the Veteran Jobs Mission.

43. Military Spouses & Student Veterans
• The success rate of student veterans is 72% (graduating plus
persisting toward a degree) compared to 66% for their peers who
have never served.
• Since 2009, the Post-9/11 GI Bill has helped about 347,564
students earn 453,508 post-secondary certificates or degrees.
• Student veterans earned at least 51,486 STEM degrees. 27% in
business, 14%in STEM, 10% in health related fields.
• Student veterans’ GPA on average is 3.35 compared to the
national average of 3.11, nearly a quarter point higher.
• Twenty-three percent of GI Bill graduates are women,
representing a higher percentage than the Armed Forces
population overall. About 26% of all student veterans are women.
Nearly 47% of SVA chapter leaders are women. This compares to
about 16% of women military members who are serving now and
10% of all veterans.
• When compared to their peers, student veterans using the Post-
9/11 GI Bill represent the single best source of potential and
current achievers in higher education, with nearly 100,000 now
graduating annually, and nearly 1.1 million student veterans in
higher education right now.
Military Spouses Student Veterans

44. Leveraging local military installations
in our key markets
46% of US active
duty population
are near Dell
facilities

45. resources
• www.recruiterhunt.com

46. Increasing diversity sourcing results
Justice Map Women’s College
Coalition
Women in Tech
Organizations
List of HBCUs African American
Organizations
Asian American
Organizations
Latino Organizations Nat’l Organization on
Disability
List of African
American Greek Orgs
List of Latino Greek
Orgs
SeekOUt Hire Our Heroes
Door of Clubs LinkedIn Groups Most Diverse
Employers
Internal Affinity
Groups
Campus Diversity
Groups
Gender Decoder

47. Questions?
Contact
Arthur Matuszewski
Head of Strategic Talent Sourcing
amatuszewski@wayfair.com
Arthur is responsible for strategic talent sourcing at Wayfair –
generating, nurturing and analyzing Wayfair’s future talent as it scales
2x-3x in line with more than 40% YOY revenue growth since 2016.
Prior, Arthur led talent strategy for Fahrenheit212, an innovation
consultancy, where he cultivated uniquely commercial and creative
talent in service of growth for companies such as Samsung, Marriot and
Coca-Cola. Fahrenheit212 was acquired by Capgemini Group in 2016.
Previously, he worked in general management at Bridgewater
Associates, the world’s largest hedge fund, where he focused on
initiatives enabling the company and its unique culture to scale from
founder-led boutique to systematically managed institution. Therein, he
focused on developing early career and bespoke talent pipelines,
evolving assessment practices and deploying predictive analytics to
increase quality hiring at scale.
Along the way, he developed university-community educational
programming at the R.I Adult Correctional Institute, built an educational
babysitting platform connecting NYC parents to educational childcare
services, and made things out of stained glass.
Arthur graduated from Brown University with an A.B in Africana Studies,
focused on understanding how individuals and institutions come to
value the things that they do.

48. Who is this chick?
Principal Consultant
Recruiting toolbox
yahoo
Talent42
Co-Founder
starbucks
recruiterhunt
Founder
microsoft
Seattle youthcare
Board of Directors
amazon
Carmen Hudson

49. Who is this chick?
www.recruitingtoolbox.com
carmen@recruItingboolbox.com

50. Some other smart peeps to benchmark with
If you have diversity sourcing & recruiting questions, these folks are some of those to whom Glenn Gutmacher
has reached out in the recent past and should be worth chatting with (not meant to be an exhaustive list – heck,
if you like what a particular company is doing, reach out to their D&I head; they probably have some best
practices worth hearing about. Nor is this in any particular order other than alphabetical – e.g., you might
decide it makes sense to reach out based on their location or type of employer history). I didn’t get to ask if I
could include everyone’s contact info below, so it’s not here BUT you’re sourcers so I’m sure you can find them...
• Aubrey Blanche, Atlassian
• Chris Keller, Harvard University
• Cody Horton, diversity consultant
• Cyndy Davis, Houghton Mifflin
Harcourt
• Dan Piontkowski, Marriott Int’l.
• Henry Addo, Association of
American Medical Colleges
• Howie Mallowes, Northrop
Grumman
• Paul Francisco, State Street
• Patti Yaritz, Patterson Companies
• Rachel Book, Fidelity Investments
• Shally Steckerl, consultant
• Shawna Ferguson, Wellington
Management
• Susan Graye, HP Enterprise
• Tiffany Ballve, Microsoft
• Torin Ellis, diversity consultant
• Let us know who you’d add!
• Janet Ikpa, Hired.com
• John Redmond, Dell
• Julia Stone, Amazon
• Katee Van Horn, diversity
consultant
• Kay Kelison, Zillow
• Kevin Walters, Amazon
• Leela Srinivasan, Lever
• Marvin Stickel, Coinbase
• Mia Ferolito, Accenture