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Diversity Discussion Group – Lila Kelly’s Report on Monthly Meetings

Lila Kelly, of Lila Kelly Associates, LLC and DiversityIntegration.com, facilitated this Diversity Discussion Group for over 20 years up until 2023. This group started as a Special Interest Group (SIG) with the American Society of Training and Development (ASTD) and was co-sponsored by Human Resources Professionals of Minnesota (HRP-MN), where Lila was on the board of directors for many years.

We met the second Friday of the month throughout the year, and the meetings were free and open to the public. Different members provided free space to meet, and since COVID-19, we held our meetings via Zoom. We had up to 400 people on the email list who received monthly meeting reminders along with other diversity-related events, job openings and news. Typically, between 8 and 15 people attended the meetings.

Often people have asked about my monthly Diversity Discussion Group meetings — about the meeting format, attendees, types of organizations, and topics of discussion. Here is a description of the meetings followed by a sampling of the many topics we have discussed over the years.

Meeting Format
Attendees discuss and share diversity-related topics and resources, in our workplaces, personal lives, and communities. Networking with others who are interested in this important topic is another aspect of this group. The meeting atmosphere is informal. The meetings begin (and sometimes end) with moving around the circle of attendees with introductions and to give everyone a chance to speak. This may include an update on a diversity topic they had previously shared with the group, an upcoming diversity event or resource, and/or a question or topic that they would like discussed. Short discussions take place during this format, which allows many topics to be discussed. Occasionally we have a short presentation and facilitated discussion on a specific diversity-related topic.

After each meeting, I was amazed at how much we actually discussed…which seemed to unfold in my memory over the rest of the day and sometimes over the next several days. I feel enriched from hearing the topics presented and the exchange of diverse perspectives in the ensuing discussions. This group has helped me keep my finger on the pulse of the diversity movement for many years.

Attendees’ Position Titles
Account Executive, Accountant, Assistant to the CEO, Attorney, Attorney/Mediator, Career Counselor, Chief Financial Officer, College Student, Consultant and Teacher of hip hop, Customer Relations Manager, Customer Support Supervisor, Department Director, Diversity and Inclusion (D&I) Manager/Committee Member/Coordinator/Consultant, Education Consultant, Employee Relations, Executive Communications Associate, General Manager, Government Relations Specialist, High School Student, HR and Diversity Consultant, Human Resource Director/Manager/Specialist, Leadership Consultant, OFCCP Compliance Officer, Program Director, Psychologist, Recruiter, Recruitment and Diversity Specialist, Recruitment and Outreach Manager, Sales Rep, Sign Language Instructor, Talent Acquisition Manager.

Types of Organizations at Meetings
Agricultural, Colleges and Universities, Corporations, Financial institutions, Healthcare, Internet job search company, K-12 school districts, Law Enforcement, National Guard, Nonprofits, State/county/city government, Retail, U.S. Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP), and more.

TOPICS OF DISCUSSION

Organizational Diversity and Inclusion Initiatives:

  • The gun situation in the U.S. – https://campaignzero.org, Cultural appropriation, credential programs in the DEI area, Job search situation and advantages for people over 50.
  • Diversity work and projects that attendees update us on at meetings, including D&I / DEI committees and teams initiatives, struggles, and progress. Ideas for success are discussed and suggestions are shared.
  • An attendee shared with the group the PROCESS SHE USED TO CHANGE THE TURNOVER RATE at her organization from 200% two years ago when she started to ~35% now. She works with a very diverse workforce. One thing she did was clarify four key competencies on which to focus in their hiring and performance management practices.
  • A Director at a non-profit organization recalled a time years ago when I shared with the group a 10-YEAR OLD DIVERSITY ASSESSMENT RESULTS AND RECOMMENDATIONS REPORT for a diversity action plan. At that time, a member of the group said that the report was actually from his organization, that he was hired to develop recommendations such as those on the report, and that NOTHING has changed in the last 10 years there! The Director said that something similar to this recently happened to him at his organization.
  • Discussed COMPLIANCE VERSUS THE BUSINESS CASE FOR DIVERSITY and the focal points for diversity work.
  • Much of the same type of diversity work can cross the lines between corporate, government, healthcare, education, and other fields.
  • A Gallup Poll that showed 70% OF WORKERS ARE NOT ACTIVELY ENGAGED and discussed generational diversity’s effect on it.
  • Discussed the process of starting EMPLOYEE RESOURCE GROUPS (ERGs) in one organization. One person asked whether a successful existing diversity group in his organization should be forced to become an ERG, even though the group wants to remain as they are.
  • DIVERSITY IS AN ORGANIZATIONAL DEVELOPMENT ISSUE. It touches everything. For example, to have effective diversity recruitment, organizations also need to integrate diversity into their hiring practices and retention strategies. Also, diversity and inclusion efforts need to be supported by other policies, procedures, and practices in the organization. For example, interview questions should be based on accurate job descriptions and written and asked in an inclusive manner.

Diversity Positions’ Job Responsibilities:

We discussed diversity jobs that exist now and how diversity has become a field of its own. Over 20 years ago, when some of us began working with diversity, there were no positions with diversity in their title. Now there are diversity coordinators, specialists, recruiters, managers, directors and even vice presidents. What do people do in these jobs? What are the goals of these jobs exactly? Do organizations know the answers to these questions when they create these positions? Who are mentoring people in these positions?

First, we need to ask why the organization needs this position. It should be clearly stated how exactly this position will help maximize organizational effectiveness. We began to name some specific job functions, but that is when the discussion started falling apart. Things by attendees were discussed such as, “understand cultures and how to relate to them,” “understand Affirmative Action and work on the action steps related to that,” “identify and work to resolve diversity issues related to all aspects of dealing with customers of services and/or products,” “understand employee’s attitudes—from long-term white employees, who may feel that new immigrants ‘should go back to where they came from,’ to the new immigrant with different cultural values and beliefs trying to learn the work environment’s culture.”

 Recruiting / Interviewing / Hiring:

  • HIRING PEOPLE WHO HAVE BEEN CONVICTED OF A FELON was discussed again. (Notice the person-first terminology instead of referring to individuals as “felons.”) We discussed the discrimination they face, and that many employers reject an application as soon as they see a felony charge. That there is some effort to remove the question about convictions from application forms. Discussed how some companies take the time to determine if the felony is job related, and if it is not, they will interview the applicant. Two of the attendees from one company said that their company does this, however, another attendee said that he applied at that company and was told they would not interview him because of a felony conviction (unrelated to the job) – this was valuable information for the other two people to hear.
  • BAN THE BOX UPDATE: Amendment to Minnesota Statute 364 went into effect January 1, 2014, and restricts initial inquiries into criminal histories on job applicant forms. Discussed occupations that are excluded, that the conviction/crime has to be job-related to use as a reason not to hire a person, and what applicants can do if they see this box on an application form.
  • COLLEGE DIVERSITY RECRUITING: Discussed where recruiters can find diverse college graduates and resources were shared. Recruiters need to look outside the box of their traditional recruiting methods. The Diversity Recruiting & Resource Directory is a good resource for this.
  • AFFIRMATIVE ACTION RECRUITING AND HIRING, what Affirmative Action includes and resources it offers, even to organizations that do not need to comply.
  • CULTURAL COMPETENCIES NEEDED FOR RECRUITING AND HIRING: Many work environments will be changed dramatically over the next 5 to 10 years. We discussed the emerging need for cultural competencies in recruiting and hiring. The baby boomer generation is beginning to pick up speed in the wave of retirements from the workforce. Many organizations do not seem prepared to deal with the turnover, let alone the diversity of the applicant pool from which they will be hiring. One person said that within the next five years 50% of their entire workforce, including 70% or the managerial staff, will retire. Another person said that at her organization, 25% of the workforce will be retiring in the next 5 years, mostly white male managers. Strategies for recruiting were discussed.

Sexual Violence and Diversity:
Kathleen McDowell discussed her work educating healthcare professionals and employers on working with child sexual abuse survivors. You can see her book here.

A few group members mentioned that they have worked with victims of sexual violence, including in healthcare, the military, schools, at the legislation level, and in communities.
This is a much more prominent problem than many people realize.
It is one of those subjects that is so uncomfortable to talk about, that often it is not… which helps allow it to continue. Even though it is uncomfortable, it needs to be discussed and dealt with.

Racism / White Race:

  • IS THE WHITE RACE DISAPPEARING? Discussed how some people fear this. Upon searching the Internet, the question is definitely out there. I think this fear was magnified by the news in 2012 that babies born in the U.S. were over 50% non-white births—for the first time in history, and the number of white babies born will continue to drop. The answer? No. The mathematician in the group offered some numbers to explain this.
    THE N-WORD: An incident was shared where WHITE STAFF WAS USING THE N-WORD, because others in the workplace who were African American were using it. A white staff asked the question, “Will the N-word ever become just a word?” Different versions of the word and their meaning were presented related to the way the word ended, e.g. in “er” [negative historically] versus “a” [term of endearment among select groups in a community]. This discussion goes beyond our Diversity Discussion Group – you can check the Internet.
  • CRITICAL WHITENESS STUDIES: A course of study was mentioned that is offered in some colleges titled “Critical Whiteness Studies” In Academia. Many of us were skeptical of that at first.
  • “WHITE SPACE” was also discussed.
  • CHEERIOS COMMERCIAL: We discussed and watched (via smart phone-thanks Mitch!) the controversial Cheerios commercial that had been in the news, since some participants had not seen it. It shows a mixed-race couple and their child. The main question from the group was, “So, what’s the big deal?”
    HIGH SUICIDE RATE OF YOUNG MEN. We discussed the high suicide rate of men in their twenties and suicide rates in general. Young men are isolated and expected to be tough and “suck it up.”
    They have less access to mental health systems. We need to change the stigma of mental health issues.
    Suicide clusters (or copycat suicides). Questions discussed included: What can we do? What should be done? What tools are given to teachers and parents? What interventions are taking place? White men have the highest suicide rate and black women have the lowest.

 Other Diversity Topics:

  • The meaning of the words diversity versus inclusion versus equity is often discussed at meetings, since there is not just one meaning for them.
  • The meaning of Pansexuality, or omnisexuality – a sexual attraction, sexual desire, romantic love, or emotional attraction toward people of all gender identities and biological sexes.
  • THEORY X and THEORY Y are theories of human motivation that describe two contrasting models of workforce motivation. With Theory X assumptions, management’s role is to coerce and control employees. With Theory Y assumptions, management’s role is to develop the potential in employees and help them to release that potential towards common goals.
  • POOR PEOPLE DON’T EAT HEALTHY (Socio-Economic Diversity): We discussed how many people who are poor eat unhealthy foods for a number of reasons. There is much about this on the Internet. This discussion led to brain development, that unhealthy diets contribute to the achievement gap in our K-12 school systems, and that many kids start school at an advantage or disadvantage. Again, there is much about this on the Internet. As stated in one article, “Children who grow up in poor families are exposed to food with lower nutritional value. This can adversely affect them even in the womb.” Some communities are attempting to remedy the problem with nonprofit agencies that supply pantries and administer community gardens in as part of its anti-poverty programs.
  • BULLYING IN ORGANIZATIONS and creating a respectful workplace. How anti-gay marriage has led to bullying in some cases.
  • GAY MARRIAGE and how the younger generation is more open to diversity and helped tip the scale to pass the law in Minnesota (and elsewhere).
  • GENERATIONAL DIVERSITY: How the different generations view diversity differently. A tenth-grade high school student in the group said about the diversity around her, “It is just the way it is.” It’s the new normal for the younger generation.
  • DIVERSITY EDUCATION IN PRE-K – there is more now. That is where it needs to start, with diversity and communication skills. One woman mentioned her work with young kids in schools and the use of Persona Dolls as a tool to teach about diversity.
  • SITUATIONS of workplace conflicts regarding newer immigrant African men and white women. We discussed two situations that involved a man who is an African immigrant from a male-dominated culture and a white female coworker in a more senior position (these were two different work settings). In both cases, words describing the male employee’s behavior included intimidation, manipulation, defensive, lying, anger, and explosive to cover up his inadequate job performance. This behavior seemed successful in keeping the focus on the fear of showing cultural bias in the workplace and not on the quality of work performed, and in the process missing the issue of sexism.
    • From a cultural perspective based on cultural values and beliefs, the African men may have truly believed that they were in the right to be dominant and let the women do the more menial tasks of the job. However, the job descriptions should state the job duties, so it should be clear whether the employees are doing the job or not. However, even if a job description clearly defines the duties of a job (which many do not), manipulation and intimidation can be used to keep other employees from complaining to HR.
    • Human Resource’s Role: We discussed HR’s role in each of these situations, related to diversity issues around sexism, racism, and cultural values and beliefs. It was felt that HR staff are often not culturally competent to deal with this type of situation, and they should be. One person said that HR must have known this was going on, because that is HR’s role. HR’s role should be supportive in cases like this. However, HR is often not trusted by employees that are dealing with subtle inequities in the workplace. So, incidents may continue for a long time without HR being aware of them. HR staff are busy. To learn about and develop the cultural competencies to effectively deal with the multitude of potential cross-cultural and other diverse employee situations takes a lot of work. HR staff members decide whether they are going to put the effort into learning these cultural competencies.
    • If someone in HR is not going to deal with a diversity-related conflict, then HR should know who in the organization can and will, so they can refer employees to them. Situations like this need to be dealt with effectively, and someone needs to be responsible for that in organizations. Conflict situations such as these will increase with the increasing diversity in the workplace. How will they be handled in your organization?

 

Copyright ©2023 Lila Kelly Associates, LLC. Not to be reprinted without written permission from Lila Kelly. See information on online training, workshops and books on diversity and inclusion in hiring, interviewing, recruiting and retention at DiversityIntegration.com. To stay up to date on our latest blog posts and special offers, subscribe to our monthly newsletter.

A Strategic Approach to Diversity Recruiting

In the past, research as shown that 65% to 80% of jobs are filled (versus “finding” job leads) through referrals and networking. With a shifting labor market and internet job sites becoming the norm, I did some research to see if these percentages have changed. I found that research shows up to 70% of all jobs are not published on publicly available job search sites and that still 50% to 80% of jobs are filled through networking. Also, one authors suggest that now, the old adage “it’s not what you know, it’s who you know” has perhaps never been more true.

What does this mean for employers today who are competing for the best talent, especially now post COVID19? Organizations everywhere are trying to diversify their workforce to reflect the rapidly diversifying population they serve. This is a struggle for many, since they continue to go to the same talent pools time and time again, instead of expanding their recruiting efforts.

When seeking to recruit and hire a more diverse workforce, many organizations are left spinning their wheels, not really sure where to begin. A successful diversity recruiting program can be achieved with strategy and persistence. Following are some suggestions for a strategic approach to network in diverse communities.

Brand Your Organization in Diverse Communities

First, plan ways to build a positive image of your organization within diverse communities. Word travels fast. If people think that an organization is unwelcoming or unfair to diverse applicants and employees, they will simply avoid it. The CEO of one organization I consulted with said that he wanted to be known so well in diverse communities that if anyone even thought of looking for a job, they would think of his organization. To build your organization’s image, it is important to establish a presence within diverse communities. Community outreach can take a number of different forms, including:

  • Offer free training programs through local libraries or community centers
  • Connect with career centers and job fairs at schools and colleges with diverse student populations
  • Offer summer internships or scholarships to economically disadvantaged students
  • Support local communities by donating items such as playground equipment and new computers
  • Conduct business with minority vendors

By participating in community outreach, your organization is demonstrating that it has a vested interest in the community and not simply trying to fill a diversity quota.

Network Outside of Your Comfort Zone

To diversify their talent pool, organizations need to network outside of their comfort zone by reaching out to diverse individuals and communities. Since a high percentage of jobs are found through networking, it is critical to network within diverse communities. Work with community centers, local businesses and schools to spread the word about job openings.

Select recruiting resources that provide opportunities to post job openings and internships. For example, by working with the U.S. Hispanic Chamber of Commerce and its regional branches, an organization is able to directly network within a diverse community. There are many such organizations that will act as a resource for listing jobs as well as a resource to help build cultural competencies of an organization’s employees. This can help with retention of diverse employees also.

Have HR Recruiting Systems that Work for All Applicants

One mistake that some organizations make is assuming that all applicants have equal access to the internet. With the application process mostly online now, it is easy to forget that not everyone has access to high-speed internet in their home. To cast a wider net and reach a more diverse audience, organizations need to utilize both online and offline recruiting tactics. See my article on The Hidden Face of Discrimination for Diverse Internet Applicants, where I address some specific barriers for diverse applicants.

Being understanding and respectful of all applicants’ experiences, and making a few changes to your recruiting system and practices, will help avoid unintentional discrimination and provide equal access to jobs for everyone. Many suggestions for doing this are included in the book Integrate Diversity into Recruiting, Interviewing and Hiring.

Reach out to Current and Past Employees

Current and past employees with diverse networks can be an excellent resource for finding diverse applicants. Every employee from an intern to an upper-level manager is a potential referral source. Utilizing the diverse talent that organizations already have can assist them in seeking more diverse candidates. Communicating current job openings through an email or having a formal employee referral program can be effective in recruiting new talent.

Be Persistent

Always be networking and recruiting. Which, if you think about it, can be the same thing. Only networking is more fun. Even if there are no current job openings, it is wise to continually work to build a diverse talent pool for your organization. Stay in constant contact with new recruits, from the recruitment throughout the hiring process. There is no such thing as “too many qualified applicants” in the database. When organizations stop recruiting, they likely will lack qualified diverse candidates to choose from when the time comes to hire someone new. As we all know, a job opening can happen with little notice. Sometimes this tactic is used by management to hire or promote who they want instead of a perhaps a more qualified diverse candidate. This systemically can keep diversity out of higher-level positions.

Taking a strategic approach will help achieve your long-term goals to recruit and hire a diverse workforce. A facilitated discussion or blended learning workshop on strategic diversity recruiting strategies is a great place to start. The most important thing is to be persistent. If a new diversity recruiting initiative does not work at first, do not give up. It takes time to establish an organization’s brand within a community. Integrating diversity into a system does not happen overnight. Keep trying.

 

Copyright © 20203 Lila Kelly Associates, LLC. Not to be reprinted without written permission from Lila Kelly. Integrating Diversity into Recruiting, Interviewing, Hiring and Retention – Since 1992. This article includes excerpts from Lila Kelly’s online training courses and books at diversityintegration.com. To stay up to date on all the latest from Lila Kelly Associates and DiversityIntegration.com, subscribe to our newsletter.

The Hidden Face of Discrimination for Diverse Internet Applicants

As advances in technology continue, organizations are using a variety of electronic recruitment tools to assist with their diversity hiring efforts. Electronic job boards, online social networks, as well as several different versions of applicant tracking systems are widely used across the country. Employers striving for diverse and inclusive recruitment practices continue to struggle with eliminating bias and discrimination in their Internet recruiting practices.

In 2006 there was heightened awareness around discrimination issues and Internet applicants when the Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP) implemented a new Internet Applicant Rule (41 CFR Part 60-1). This rule mandated employers doing business with the Federal government to identify applicants, determine their race and sex, and perform an adverse impact analysis to evaluate whether the employer’s recruitment and hiring practices have a disproportionately negative impact upon ethnic minorities and women.

Today it is common to hear a comment like, “My company only takes applications over the Internet.” It makes sense that organizations are turning to online systems to help collect, screen, and sort the bulk of applications they receive. However, employers need to be aware that this recruiting practice can have elements of bias and hidden discrimination that can have a negative impact on diversity hiring. For example, a recruiter was blind to the barriers that only accepting applications online might create. When asked why they limited applicants to only this method of application, the recruiter commented, “We see this as the first employment test that all applicants have to pass in our hiring process.” This may sound reasonable, but wait a minute…. employment test? When asked for what job skills this was testing, the recruiter responded, “Basic computer skills.” The next question was, “Does your company have many jobs that do not require basic computer skills?” This led the recruiter to admit that her company had many jobs that did not require the use of a computer.

Requiring all candidates to apply over the Internet, without providing exceptions, may cause some qualified applicants to be screened out. It also may create general accessibility issues for applicants under the Americans with Disabilities Act (ADA), if reasonable accommodations are not made for applicants. For example, someone who is sight-impaired may not be able to complete an online application, and an employer, upon request from an applicant, should provide a reasonable alternative.

Perspectives from Diverse Internet Applicants
Contrary to a common assumption, not everyone owns or has easy access to a computer and the Internet. Although libraries and other facilities have computers available, access is often dependent on many factors. To gain a better perspective of this, put yourself in the shoes of many applicants who do not have Internet access at home. After a full day at work, take the city bus to a library, wait in line for a computer, and complete an online application process in the time allowed. If you do not have small children, borrow a couple and bring them along. Perhaps the computer screen will freeze or time out on you, the library will be closed that day, you will forget your USB flash drive with your resume to attach to your application, it will be raining or below zero outside, or….. you get the picture. This type situation is a reality for many of today’s workers and demonstrates how Internet accessibility is neither equal nor easy for everyone.

Online applications can be cumbersome, confusing, and not user-friendly. Alex, an employment specialist who works for a nonprofit where he places recent immigrants in a variety of jobs, shared these client examples regarding online personality tests:

Regarding an online personality testing tool at a large corporation, as portrayed by a Togolese immigrant: “. . . then it asked me if I have done my share of causing trouble. I am wondering, ‘What is a share of trouble?’ All I want to do is stock shelves and practice the customer service I have learned in class.”

Regarding an [international coffee shop chain’s] online personality test attached to the application as relayed by an Ethiopian job seeker: “One of the questions asks if I agree that life is more about having fun than hard work. In my country you must work to survive and provide, but I came to America so if I can work enough, maybe one day I can have fun, is this the right answer?”

Alex continued, “Most of these online applications are so complex and fragile that they will screen out qualified people. They fail and reset if you use standard Internet Explorer commands; they time out if you are taking time assembling your life’s work; and they ask questions that can take up to three hours to get through. About the only thing [an employer is] sure of at the end of these applications is that you either have a computer expert or a teenager applying for the job. How many qualified custodians, food service workers, and home healthcare personnel do these online applications screen out?”

Jane, a training manager, gave up on an unwieldy online application process, but was still successfully captured by the organization’s applicant tracking system. She said,

“I started an online application process and attached my resume. After several pages that contained only one or two questions each, it required me to fill in sections of my background. I wondered why, since they already have my resume, but figured no big deal. But when I tried to copy and paste from my resume, it wouldn’t let me do that. I had to type everything word-for-word again. Having spent significant time already on the application, and not knowing how many more pages like this were yet to come, I had to stop. I just figured that it was not meant to be. A couple weeks later I got a call from the company for a phone screen. I was glad that they got my resume and called me. However, the call was a surprise since I didn’t complete the online process, and I was not prepared for the phone interview.”

This Internet recruiting practice was successful because it requested the applicant’s resume up front, and a recruiter followed up on it. Otherwise, this non-user friendly application process would have caused this organization to miss the opportunity to consider a qualified applicant.

Employee Referrals and Internet Applicants
Surveys still show that a top source for new hires (not applications received) is in-person networking, i.e., referrals. The Internet can bring in hundreds, if not thousands, of applications for some jobs. Then these applications need to be screened, which can be a burdensome task for recruiters, if not overwhelming. When a hiring manager recognizes an applicant’s name because someone they know referred that person, it can make the hiring process easier for the recruiter, hiring manager, and the applicant.
Employee referrals can be a source of hidden discrimination depending on the diversity of your current workforce. Employees refer individuals from their networks, who in most cases look like those employees. This recruiting method can leave out people who are outside of the current demographics of your workforce. While referred qualified applicants may be quickly passed through the hiring process, qualified applicants who are not referred, possibly a high percentage of the diverse applicants in your applicant data base, may be slowed down or screened out due to hidden bias and discrimination in the recruiting and hiring process.

Alex, the employment specialist working with immigrants, changed his practice after realizing the necessity of a personal contact. He stated, “I don’t bother sending blind applications anymore. After sending over 100 unsolicited online applications for my clients and receiving zero calls, I learned the only way for an immigrant or refugee to get an entry level job is to have a friend already working there or for me to personally advocate for him or her.” This hidden discrimination practice was brought to light on a national basis in a resume study that was conducted in 2003. Two professors from the University of Chicago Graduate School of Business and Massachusetts Institute of Technology (MIT) sent 5,000 résumés in response to want ads in the Chicago Tribune and Boston Globe. All résumés had the same qualifications, but half of the résumés had black-sounding names (Lakisha and Jamal), and half had white-sounding names (Emily and Brendan). Résumés with white-sounding names elicited 50% more responses—a call, letter, or email—than résumés with black-sounding names.

Application Deadline
Some organizations do not consider applicants who do not complete the application by the deadline date. There can be many reasons for an applicant not to complete an online application, including internal problems with the system. One applicant completed an application before the deadline, but the system would not let her submit it. After making sure that all information on the application was complete, she emailed the contact person. After a few emails back and forth and a couple days later, she was informed that she could no longer apply since it was beyond the deadline date. This could have been an applicant that the organization would have spent lots of money and time trying to recruit by going to expensive job fairs, college recruiting trips, or by running expensive ads. This organization’s system blocked her from trying to come to them on her own effort. Someone only had to step out a little bit further to meet this applicant on their virtual doorstep. The application form can be completed later, as it is just a technicality.

Suggestions for Internet Recruiting
When utilized in an organized and structured format, the Internet can serve as an effective tool for reaching a diverse pool of qualified applicants. Here are some things to consider to make an online application process applicant-friendly and reduce bias or discrimination:

  • Provide information with your online application about how many sections or pages the application contains and if the applicant can sign off and return to the application at a later time.
  • Have help readily available for applicants, in person or through the online application system. For online systems, include instructions with the application on how to get live help. This could be in the form of a phone number, e-mail, or live chat. For in-person situations, have a computer available at your organization for applicants to come in and apply and have someone available to assist them.
  • Capture the applicant’s resume first, so if the applicant does not complete the whole application, you can still contact qualified applicants to complete the application process and perhaps with an invitation to come in for an interview.
  • Offer an alternative way to apply in addition to the online application, such as a paper application, if this fits with your organization’s record-keeping system. If not, invite the applicant in and assist him/her in your online process. Remember, there are many jobs that do not require a person to own a computer nor have computer skills.
  • Don’t ask for the applicant’s Social Security number (SSN) until you are going to do a background check. With all the warnings about identify theft, requiring the SSN right up front may stop a qualified applicant from applying.
  • Set up an automatic step to notify the applicant when his or her application has been received. If the applicant does not have an email address (not an essential function for many jobs), the phone is an alternative way to communicate necessary information.
  • Many applicant tracking systems have the option for applicants to disclose their protected-class status for Equal Employment Opportunity (EEO) and Affirmative Action (AA) purposes. One strategy for targeted recruitment for AA/EEO goals is to search for and select applications that fit under-represented groups in your organization. E-mail those applicants your current job openings and ask if either they or someone else they know might be interested. By strategically focusing on diverse applicants, chances are higher that their networks will bring in more diverse applicants than the networks of the majority group in your applicant database.
  • Review all qualified applicants with hiring managers on a regular basis. Keep this list updated, print a hard copy to show managers, and note where each applicant is in the process. This will help prevent any applicants from slipping through the cracks.
  • Keep track of the sources that current employees used to land their jobs with your organization. One caution though—if they say the Internet, ask them what made them go to your organization’s website to apply. For example, was it an electronic job board, a social network, or a current employee who is an acquaintance of theirs? This will give you a more accurate answer and allow you to focus on the recruiting methods that have been successful and to assess why other methods are not.
    Being more understanding and respectful of applicants’ experiences and following some of these suggestions will help avoid unintentional discrimination and provide equal access to jobs for everyone. Uncovering the hidden face of discrimination for Internet applicants will give your organization the opportunity to consider all qualified applicants and to make the best possible selection for each job.

 

 

Copyright ©2022 Lila Kelly Associates LLC. Not to be reprinted without written permission from Lila Kelly. Integrating Diversity into Hiring, Interviewing, Recruiting and Retention – Since 1992. This article includes excerpts from Lila Kelly’s online training and books at diversityintegration.com. To stay up to date on all the latest from Lila Kelly Associates LLC & DiversityIntegration.com subscribe to our newsletter.