Part 3: Measuring Your Good Faith Efforts
We’ve discussed why your company needs a Good Faith Efforts program to support its Affirmative Action goals, and how to create one that spans across your entire talent management strategy. Now, let’s look at how to actually demonstrate the success and impact of your program.
Going Beyond Faith to Actual Results
Developing a comprehensive strategy to improve Good Faith Efforts, and keeping track of such activities, can be a burden on HR departments already stretched too thin. Rather than putting the time and resources into recordkeeping for their Good Faith Efforts, organizations can work with a vendor offering an automated solution to manage these activities.
The right solution should:
- Be a secure, web-based application that is compatible with various tablets and mobile devices. This way, recruiters and hiring managers gain the visibility into their affirmative action programs at anytime and anywhere.
- Proactively define, schedule, track and report all Good Faith Efforts and outreach activities according to division, region and title. With these processes automated, managers can spend more time on strategic initiatives, rather than becoming bogged down in documentation activities.
- Provide a robust dashboard that enables leadership and program owners to easily assess how recruiting efforts impact their affirmative action plan goals. At the same time, it should ensure all stakeholders can attain the information needed to align recruiting resources with outreach efforts, while facilitating compliance with OFCCP regulations.
- Include a collaborative document management system to securely create, store and disseminate compliance and diversity plans, reports and policies as well as videos and manuals to improve record-keeping practices. This can ensure that everyone is on the proverbial “same page” and understands their role in helping the organization develop a successful Good Faith Efforts plan.
The Path to Success with Good Faith Efforts
Good Faith Efforts aren’t just about picking individuals from each protected group and checking items off a list. The main focus is to ensure your company gives equal consideration to all candidates, with the end goal of developing a diverse and high-performing workforce comprised of individuals with different views, opinions and experiences. To achieve that objective, however, all stakeholders – recruiters, hiring managers and business leaders – must pay closer attention to their activities throughout the talent management continuum and recognize how their operations can help or hinder their Good Faith Efforts.
Ensuring that candidates and current employees who fall into one or more of the four protected groups – females, minorities, veterans and disabled – receive equal hiring consideration, training and opportunities to advance is essential to an effective affirmative action program. Rather than conducting these operations manually, organizations that work with a provider offering an automated solution to manage and track Good Faith Efforts will be more successful. With greater alignment between process, people and technology, the company can benefit from an effective Good Faith Efforts program that protects the company and its people and ensures the best individuals are placed – and promoted – into the right positions.
For the HR professional who must help their organizations deliver valid evidence of outreach, recruitment and training efforts to females, minorities, persons with disabilities and veterans, Peoplefluent offers an automated solution to help stakeholders manage compliance or diversity documentation securely in a centralized location and effectively plan, track and report Good Faith Efforts that meet organizational goals and federal regulations.
Contact us today for more information on or a demonstration of the Peoplefluent Complete Resource Center.
Want to learn more about incorporating Good Faith Efforts into your entire talent management strategy? Find more here.
1 The Conference Board and McKinsey & Company, “State of Human Capital Survey,” 2012
2 The U.S. Equal Employment Opportunity Commission, “Strategic Enforcement Plan: FY 2013 – 2016,” December 2012