Archive for category: Articles

You are here: / Articles

Challenges in Recruiting, Interviewing and Hiring a Diverse Workforce and How to Overcome Them

To remain competitive in today’s market, it is important for employers to make an effort to attract, hire and retain qualified diverse employees. Unfortunately, organizations sometimes lose qualified job applicants during the hiring process. This can happen because of two reasons. One, the applicant’s potential for the job is underestimated, and the applicant is screened out. Perhaps this is due to unconscious bias, cultural misunderstandings, and/or a lack of interviewing skills on the part of the interviewer. Or two, the applicant decides the organization is not a good place for them to work, and the applicant screens the employer out.

 

An Asian-American marketing manager spoke of one challenge that organizations have in recruiting people of color, especially into professional level positions. She said, “When you look at more highly educated [people of color], those people have a lot of choices – professional choices about where they want to go that makes them feel comfortable.”

As a consultant, I have worked with hiring managers in organizations where they have had to learn to sell the organization to qualified job applicants. This was new for them, compared to just letting the applicants sell themselves to them, as was always done in the past. Interviewers need to be skilled both at assessing the applicant’s true potential for the job and at selling the job to the applicant.

 

Diverse applicants have talked about how the interviewers they meet reflect the whole organization. One person said, “In one interview I would answer a question, and the interviewer would correct my thinking. It became an argument as opposed to a conversation. This did not sound like a very team oriented, nurturing or developing environment, and not a place I would like to be.” Perhaps the applicant misunderstood the interviewer’s approach, or perhaps the interviewer lacked an understanding of different cultural communication styles, which interfered with their ability to assess the applicant’s true potential for the job. As the workforce becomes more diverse, hiring managers, recruiters and interviewers could benefit from learning more about the cultural backgrounds of the people in their applicant pool and that they want to attract.

 

In another situation, an African American woman who is an HR employment representative said that the supervisor who interviewed her and the people she met in the HR department were very nice. However, when introduced to the individual who administered the employment tests, it was another story. She stated, “It was like she was sure that I would not understand the test and wouldn’t do well. She said, ‘I’m going to give you a chance to read these, but when I come back, I will give you a little bit more time than we normally do.’ When she came back, she felt it was necessary for her to explain what I had just read. It was that kind of thing that really ticked me off and gave me a negative feeling about that organization.” Luckily this applicant was not lost. She started working there, discussed the experience with her supervisor, and the organization took action to correct the problem. It is important that all employees who meet job applicants have a respectful and welcoming manner.

 

Job applicants also notice things in the work environment. When a Middle Eastern man in restaurant management arrived for an interview, he saw pictures in the receptionist area of Employees of the Month. Two pictured were African American and some were female. This made him feel better about the organization. He said, “Psychologically it made me feel more comfortable going into the interview, not as nervous. I didn’t think there would be prejudice in the interview.” Seeing diversity in an organization is important to some applicants, but not to all. To help applicants get a feel for the environment, include a tour and introductions to other employees. The more the applicant knows about the job and environment beforehand, the better the match will be. Practices such as this can also positively affect the retention of employees in the future.

 

As the merging of cultures in the workplace continues, cross-cultural competencies are increasingly important for hiring managers and interviewers, and organizations should consider revising and taking a more strategic approach in their recruiting and hiring practices.

 

Copyright © 2023 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 research-based online training and book at DiversityIntegration.com. To stay up to date on all the latest from Lila Kelly Associates and Diversity Integration, subscribe to our monthly newsletter.

Both Interview Skills and Cultural Competence Are Needed in a Tight Labor Market

“If you get a resume with somebody’s name, like Saeed, on the resume, don’t get that already negative perception of that person, ‘Oh, this guy is Saeed, I know where he’s from. . .’ Why don’t you just give that person a chance to come in, have eye contact with that person, and talk to them?”           

Interview skills and cultural competence are needed to successfully recruit, hire, and retain a diverse workforce, especially during a tight labor market. Many applicants of diverse backgrounds assume interviewers will have some biases, and they are usually right. Our biases are often at an unconscious level, as demonstrated in the above and following examples from the online training courses on Integrating Diversity & Inclusion into the Hiring Process.

Betty, an HR Generalist who is white, does interviews at her company and had this insight: “I thought I was good at interviewing. After all, I have done it for many years. But after talking with a colleague of mine, who is African American, and hearing some of the things that he has experienced in interviews, I realized that there are a lot of areas where I don’t know what I don’t know about diversity!”

Conducting effective interviews requires some skill. However, even the most skilled interviewers can lose qualified diverse applicants if they do not understand two important factors, namely, their own biases and the diverse backgrounds of applicants. Conducting inclusive and equitable interviews requires having cultural competencies. It is also important to recognize interviewers who are not culturally competent. Can you identify a cultural competence in yourself for interviewing diverse applicants that addresses your bias?

A Culturally Competent Interviewer will:

  • Have a wide range of experiences with and a solid understanding of diverse cultures and individuals.
  • Understand and be able to manage their biases.
  • Continue learning about and building skills for communicating across differences and developing inclusive practices.

A Non-Culturally Competent Interviewer will:

  • Consciously or unconsciously, allow bias, prejudice, and cultural misunderstandings influence their judgment when interviewing applicants.
  • Allow similarities they have with an applicant, not job related, to become an influencing factor in the decision-making process.

With the increasingly diverse workforce, it is essential for all interviewers and hiring managers to be trained on both interview skills and cultural competencies. Identifying biases that create barriers for diverse applicants illuminates areas in which cultural competencies are needed. Learning how to eliminate these barriers will allow interviewers and hiring managers to look beyond their biases and see the true skills, knowledge, and abilities of every applicant they interview.

 

This article includes excerpts from Lila Kelly’s research-based online training courses at diversityintegration.com, which offer training for interviewers and hiring managers on interview skills, cultural competencies, and methods to identify unconscious bias and eliminate barriers for diverse applicants. To stay up to date on all the latest from Lila Kelly Associates LLC & DiversityIntegration.com subscribe to our newsletter.

Copyright © 2023 Lila Kelly Associates LLC. Not to be reprinted without written permission from Lila Kelly. Integrating Diversity into Hiring, Interviewing, Recruiting and Retention – Since 1992.

Tips for Strategic Diversity Recruiting: Networking and Outreach to Diverse Communities

Assessing Recruiting Resources

Diversity Recruiting to be sustainable needs to be done in a strategic manner, which takes planning and persistence. First, what would you like your organization’s workforce to look like in the next 5, 10, 15 years? Thinking of all the diversity recruiting resources available, what approach is going to allow you to develop a talent pipeline to reflect that?

Organizations everywhere are trying to diversify their workforce to reflect the rapidly diversifying population. 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 recruitment program focuses on long-term strategy and building the organization’s brand in diverse communities.

Assessing the available recruiting resources and planning your recruiting strategy will lay the groundwork for a successful diversity recruiting program.

Here are some questions for you to ask when assessing diversity recruiting resources.

  • What is the resource’s name, address, phone, email, website and/or contact person?
  • What is the demographic breakdown in the communities served?
  • Do they have a place where organizations can post job openings, and if so,
    • Who is the contact person for posting jobs, and what is the process?
    • How are the posting maintained/updated?
    • Is there a fee to post, and if so, what is it?
  • What other organizations have advertised, sponsored and/or hired people from this resource?
  • What types of jobs and salary levels have community members served by this resource been placed in?
  • Do they sponsor job fairs or other recruiting events?
  • Do they have a publication in which organizations can advertise job openings?
  • What kind of relationship with your organization has helped make recruiting and hiring people from communities they serve the most successful (i.e., just posting the jobs or more personal contact)?

Diversity resources may include community events and agencies, professional associations, colleges and universities, job search websites and publications. Keep organized notes tracking your progress for each of these. This assessment and documentation of resources may take a while, but it is critical for developing a strategic diversity recruitment program. Once this assessment is complete, you will be ready to lay out your plan and budget for the next year or longer.

Networking Outside of Your Comfort Zone

To diversify their talent pool, organizations need to network outside of their comfort zone. Since a high percentage of jobs are found through networking, it is critical to reach out to diverse individuals and communities.

Network in Diverse Communities

Do you know what your organization’s reputation is in diverse communities? Diverse job candidates have commented on how fast information travels in their communities. Often candidates determine which organizations they want to approach and which ones to avoid based on information gathered through their community networks. Mostly they are looking for work environments that have opportunities for career growth and that value and promote diversity.

Many BIPOC (black, Indigenous and people of color) have said that if a friend or someone they trusted told them that a particular organization is not welcoming to diverse employees, they would not apply there. An HR Director for a manufacturing company said that when he was working with an African American community agency, the director there told him, “We know which companies are racist and which ones aren’t.  We know which companies are receptive to hiring blacks because the word just spreads. I mean, a couple people on the north side get rejected for jobs, and there are questions that are raised as to why. That just spreads like wild fire. People talk to one another.”

Work to brand your organization’s positive image in diverse communities. More than just the organization’s recruiters should be networking to further this effort and to identify potential future employees. Reach out to community centers, local businesses and schools to spread the word about the types of jobs you have and current job openings. Consider being a vendor or sponsor at a community event, such as at Juneteenth or Pride celebrations. Connect with professional associations in the area and/or offer internships.

This is an important step in taking a strategic approach to achieve targeted recruiting practices. Keep in mind that when networking in diverse communities, candidates are assessing you and your organization also. Check this Directory to see additional resources you could utilize in your networking initiatives. Let people know what jobs exist at your organization, what it takes to become qualified, and any assistance that might be available.

Network with Current and Past Employees

Reach out to current and past employees with diverse networks. This could be casually mentioning job openings to them in the hall or sending regular emails to them announcing job openings. Encourage them to share the job openings with their networks and ask them for referrals. Involve as many employees as possible in the recruitment process to always be encouraging qualified people who they know to apply. Consider implementing an employee referral program.

Past employees with diverse networks can be an excellent resource for finding diverse candidates. Every employee from an intern to an upper-level manager is a potential referral source. Communicating current job openings by word-of-mouth, through email, and/or by using social media can all be effective in recruiting new diverse talent.

Tips for Strategic Outreach to Diverse Communities

In addition to the tips offered at the beginning of each section in the Diversity Recruiting & Resource Directory, here are a few more things to consider for your strategic diversity recruitment plan.

The CEO of one of my client organizations 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. Having a strategic recruiting plan to build your organization’s image and establish a positive presence within diverse communities will help make that happen.

To integrate equity into your hiring practices, maintaining a diverse applicant pool is important for when a job does open up. Even during the times when there are not many or any job openings, consistently and continuously cast a wider net to reach a more diverse audience. The goal is to build a diverse applicant pool. There is no such thing as “too many qualified applicants” in your applicant tracking system!

Community outreach can take a number of different forms, including:

  • Reach out to the community like you care about them, do things that give back to the community. This will show an effort on your part and make a good impression. This may include:
    • Offer free helpful training programs in communities, such as one bank in a poor neighborhood did that gave seminars on how to buy a home and make payments and on the basics of keeping and maintaining a home.
    • 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 vendors that are minority owned, which helps build a network in diverse communities.
  • Work with community organizations such as the U.S. Hispanic Chamber of Commerce and its regional branches to form relationships and directly network within those diverse communities.
  • Start recruiting before college—at the K-12 schools in your area. Go into elementary and high schools and introduce students to the type of careers that exist at your organization.
    • Seek out opportunities to speak to students about the different types of careers that exist at your organization. If high school students express an interest in certain types of positions, consider offering them summer internships and/or scholarships.
    • Support schools by donating a piece of playground equipment with your organization’s name on it. Most schools look for ways to generate revenue.

On the home front, have a recruiting system that works for all job candidates. One mistake that some organizations make is assuming that all candidates have equal access to the internet. With the application process almost all online now, it is easy to forget that not everyone has easy access to high-speed internet. To reach a more diverse audience, consider offering both online and offline application submissions, and make sure these options are clearly communicated. Being understanding and respectful of all applicants’ experiences will help provide equal access for all qualified talent.

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. Remember, word can travel fast in diverse communities. If people think that an organization is unwelcoming or unfair to diverse candidates and employees, they may simply avoid it. Likewise, the opposite is true. Everyone would like to work at organizations with a good reputation!

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 would be a great place to start. For example, you could begin with resources that provide opportunities to post job openings and internships, then move on to community events for networking.

Looking at the big picture, however, do not stop at achieving a diverse applicant pool. Eliminating bias in your hiring process and creating an inclusive work environment are also critical to hiring and retaining a diverse workforce. Remember, be persistent. If a new diversity recruiting initiative does not work at first, modify what you are doing and try something different. Do not give up.

 

— Copyright © 2023 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 & DiversityIntegration.com subscribe to our newsletter.

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.

Could Unconscious Bias Be the Real Reason a Diverse Applicant Rejects Your Job Offer?

When an applicant receives a job offer, they decide to either accept or decline it. When they accept, the reasons for their positive decision are easy to discover. But, rarely do we hear the underlying reasons why our top choice does not accept the offer.

A diverse applicant might decide that a particular organization is not a place they want to work for a number of reasons. Even interactions with people not directly involved in the interview process can impact an applicant’s decision whether to take a job. Subtle and not so subtle behaviors of interviewers, other employees, and even the receptionist can make a potential employee feel disrespected or unwelcome. Following are a few examples from my research on diverse applicants’ experiences in the hiring process related to this.

Lakesha, an HR Employment Representative and African American, had this experience:

“The people I met in the HR department were very nice. When I met the woman who administered the employment test, it was another story. It was like she thought I wouldn’t understand the test and wouldn’t do well. After I read the test instructions, she felt it was necessary to explain what I had just read. It was the kind of thing that really gave me a negative feeling about that organization. I went home with a bad taste in my mouth that day.”

Jennie, a Human Resources Director and American Indian, shared this perspective:

“Normally if you are treated badly, and that might encompass a secretary looking at you and not attending to you as you come in the front door, making you feel right off that you are a non-person or that you are not important, that is a real turn-off. They are expecting somebody else when you as an American Indian show up at their door.”

When asked how she knew this happened because of her ethnicity and not because the receptionist might have been having a bad day, she replied that when she observed this same person treating others in a friendly and welcoming manner, she knew.

Rodney, a Computer Department Manager and African American, shared this experience:

“Going through the interview, the interviewer said, ‘We have a number of African Americans that work here. . . blah, blah, blah.’ It came across that he was trying to satisfy some diversity requirement to me. Knowing the background of the company, talking to one or two African Americans that work there. . . I knew what it was all about. He called me to fill out the application to move forward with the process, because I would have gotten the job. I wasn’t interested.”

Interviewers actions based on their assumptions about an applicant may be at an unconscious bias level. It is important for interviewers and hiring managers to be aware of this, because their biased behaviors could influence whether an applicant decides to move forward or withdraw from the interview process. All the people they meet throughout the interview process should make applicants feel comfortable.

The ultimate goal of the interview process is to hire qualified employees. An organization expends substantial resources to recruit, interview, and make the decision to hire a diverse applicant, with the hope that their top choice will accept the offer. Learning and practicing non-biased behaviors can help eliminate hidden barriers when interviewing diverse applicants.

More examples of unconscious bias and methods for eliminating barriers for diverse applicants are in the online training programs on Integrating Diversity and Inclusion into the Hiring Process.

 

Copyright © 2023 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 and books at diversityintegration.com. To stay up to date on all the latest from Lila Kelly Associates & DiversityIntegration.com subscribe to our newsletter.

Now Is the Time for a Strategic Approach to Diversity, Equity and Inclusion

With the uncertainty surrounding so many people and organizations during COVID-19 and the social unrest since George Floyd’s killing, organizational diversity, equity and inclusion (DEI) work is more important now than ever. Many organizations have been taking a piecemeal approach to DEI, including random diversity trainings and a few attempts at diversity recruiting. Most of these have yielded no long-term results. These organizations are now realizing that it is time to step back, assess where they are at, and move forward with a strategic DEI action plan to achieve long-term goals.

The goal of a DEI action plan is to create ongoing, sustainable processes and practices for developing and managing a diverse workforce. The action plan should incorporate all areas of the organization, including aspects from many different perspectives, such as:

  • The organization’s history
  • Recruitment, interviewing and hiring practices
  • Management and retention
  • Marketing and communications
  • Demographic makeup of the communities and individuals that the organization serves or desires to serve
  • Diverse backgrounds of employees, applicants and potential applicants
  • National diversity trends
  • Outside vendors that can assist with the process

A successful DEI action plan begins with an organization-wide assessment. Start by researching the history of your organization and how it has evolved, compare that to the history and evolution of this country, and then clearly define your organization’s values, goals and business case for developing a diverse and inclusive workplace. Upon completion of the assessment, list recommendations based on the assessment findings. These recommendations can then be turned into action steps, along with accountability and a format to measure outcomes.

As I state in my book, Diversity Assessment and Action Plan Workbook, there is no quick fix or cookie-cutter approach to accomplish the goal of organizational DEI. It is important that your organization begins down the right path to perform the intense and thorough work necessary to achieve systemic and sustainable change. This book outlines a step-by-step process that will help your organization’s leaders begin and maintain their commitment to accomplishing their DEI goals.

Historically, DEI is new territory for most of us, and organizations and consulting firms are taking many different approaches to this work. Understanding this strategic approach for doing organizational DEI work will help guide your organization throughout the process, whether your organization does the work internally or hires a consulting firm to assist with it.

As our country’s demographics continue to rapidly become more diverse, and particularly now with the heightened awareness around diversity issues, it is the right time for your organization to take a proactive and strategic approach to hire and develop a diverse workforce.

 

Copyright © 2023 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 books and online training programs at diversityintegration.com. To stay up to date on all the latest from Lila Kelly Associates, LLC and DiversityIntegration.com subscribe to our 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.

Assessing the Cultural Competence of Your Organization – Where Are You in Meeting Your DEI Goals?

By Lila Kelly

Hiring a diverse workforce starts in the recruitment, interview and hiring process, but the work does not stop there. Nor does the responsibility for its success lie with the interviewer, hiring manager or recruiter alone. The likelihood of success with efforts to increase workplace diversity is most likely pre-determined by the organization’s culture, including the values, systems, and common practices of an organization.

Developing organizational cultural competence is key in reaching the organizational goal of achieving a diverse workforce. A good first step is to look beyond the recruiters, interviewers and hiring managers and critically analyze how your organization is doing in its overall cultural competence.

In this article, we will define three stages of organizational cultural competence development, from cultural destructiveness to cultural pre-competence to cultural competence. For each stage on the spectrum, descriptions are offered related to workplace culture, systems and practices.

As you move through each of these stages, ask yourself: Where does my organization stand in its overall cultural competence? How does it exist at the organizational, or system level, and at the individual interviewer or manager level?

Ready? Let’s dive in with Stage One!

 

Stage One: Cultural Destructiveness

  • Cultural diversity is either deliberately ignored or destroyed. This could take place at any point in the recruitment and hiring process. For example, in the recruitment process:
    • A resume with a “foreign-sounding” name is thrown away by an HR Recruiter or hiring manager, because the assumption is that the applicant does not speak English well.
  • Employee selection practices are unstructured and discriminatory. For example:
    • Qualified diverse applicants are systematically eliminated by recruiters and hiring managers.
    • Hiring managers intentionally recommend and hire employees who they know and/or who are similar to them.
    • Interview question are not necessarily based on the job description nor tied into the performance evaluation for the position for which they are used.
  • Members of the organization are either monocultural or highly assimilated “tokens.” For example:
    • An employee of a diverse background is hired, perhaps for Affirmative Action / Equal Employment Opportunity (AA/EEO) compliance, and then not provided any guidance, constructive feedback or opportunities to gain new knowledge, skills or promotions.
  • Leaders of the organization believe there is only one right way to do things. For example:
    • If a diverse employee is hired, he or she is expected to dress, talk, behave, and accomplish their goals in the same manner as all other employees.

Diverse Employees’ Perspectives of Organizational Cultural Destructiveness

Jennie, a Human Resource Director and American Indian, described her struggle trying to motivate the nonprofit organization for which she worked to have more fair and inclusive recruitment, interview and hiring practices.

“Start with internal referrals. It is hard, though, if the company is not very diverse. I am the only Indian at my company. Why aren’t there more Indians? Because their hiring practices are very old fashioned. I feel like I am fighting a losing battle with hiring procedures and applicant tracking. They just hire whomever they wish—their friends and relatives. So other cultures really don’t get an opportunity.

I implemented hiring procedures here as HR Director. Some use them and some don’t. Before there were no hiring procedures, they just hired who they wanted. Half of the personnel records didn’t have applications in them . . . no resumes. They just hired haphazardly, and they didn’t tell anyone when someone was leaving either. It was horrible.”

Rodney, a Computer Department Manager and African American, talked about frustrations he felt when he experienced organizational cultural destructiveness during an interview process.

“The people. . . not being direct. For example, [company name]. . . right after a diversity suit where they got sued for not practicing good hiring practices. . . Certain things that the interviewer said when I posed certain questions to him, how quick the interview was. . . he showed me the area, and there really wasn’t any detailed description of the job I would be doing. I asked about these things, and he beat around the bush and talked about, ‘Well you’ll be doing this, but sometimes you will be doing that. If it was a clear description of what I would be doing, then I could have dealt with the culture. As I read through the interviewer, they just wanted a black face there. Later it was proven because a colleague of mine that went through my graduate program took the job, and he went through hell there, and has left now. They just wanted to say to the legal world that they were practicing fair hiring practices.”

Let’s continue with Stage Two.

 

Stage Two: Cultural Pre-Competence

  • The organization acknowledges that diversity exists, and its intentions are genuine; however, it still operates from a sense that “our way is the best way.” For example:
    • Qualified diverse individuals are recruited into the applicant pipeline, but they are not hired for key positions within the organization.
  • Staff may be culturally diverse, but still judged by standards of the dominant culture in the organization. For example:
    • Employees of diverse backgrounds are hired, but their ideas are not considered.
  • Recruitment and hiring are focused on meeting Affirmative Action (AA) and Equal Employment Opportunity (EEO) goals. For example:
    • The message from HR is that there is a need for greater effort to diversify the applicant pool. This is translated by a hiring manager to, “We need to hire an African American person.”
  • Some attempts are made for diversity recruiting and hiring. For example:
    • Attempts to reach out to community organizations for recruiting purposes are made occasionally by a recruiter and/or manager.
    • When a recruiter recruits, screens, and passes a qualified diverse applicant on to a hiring manager, the hiring manager may refuse to interview and/or hire that applicant because he or she is from a certain diverse background.
    • One or two people on an interview team speak up to hire qualified diverse applicants, but are outnumbered by others with excuses for not hiring them.
  • There are attempts at general diversity training for employees, but there is no focus on organizational change. For example:
    • Upper management feels that by sending employees through diversity training, they have done enough to address diversity issues in the organization.
    • After diversity trainings, there is no follow up on what was learned and no accountability assigned for change.

Diverse Perspectives of Cultural Pre-Competence

Tom, a Vice President of Marketing and Hiring Manager at a corporation and European American, shared his perspective about the recruitment and hiring strategy of an organization at which he previously worked. They were attempting to diversify their workforce and were willing to lower their standards to do so. Since lowering standards is never a wise choice, their attempts were unsuccessful.

“Success was not high with people of color at [my last organization]. We would frankly stretch and be very happy to compromise our standards trying to get people of color to come. For example, if we were recruiting someone who was not from a diverse population, we would use a standard that would say, ‘Are they excellent? Are they premier in terms of building a business?’ When we were trying to get a diverse population, we would probably ask ourselves something like, ‘Do we think they can make it in the system?’ If the answer was yes, then we would do everything possible to try to talk them into coming. But the end result was . . . we never were very successful in building the diversity and maintaining it.  They usually moved on to something better.”

Kia, an Attorney and Hmong American, was asked about experiences related to gender either in an interview or the workplace. She replied with this example of a subtle behavior that she felt could make applicants or employees uncomfortable.

“Being female, yes. At work I’ve seen when men are like playing with their. . . shifting their. . . I don’t know how to say this on tape. That type of thing is just totally offensive, and I’ve seen it happen like when guys are doing it in a meeting. I think, ‘Do you even realize what you are doing?’ It is just vulgar. I have a girlfriend who is a partner in a law firm, and she’ll be at her desk, and her partner will come in and put his leg on her desk. So, guess what she is looking at when she looks over to talk with him. It’s a power play over her. When I am in my office – and I am petite – I tell them to sit down. Men especially like to use height as a power adjustment, to be able to look down at someone. I’ll actually tell people, ‘Don’t tower over me at my own desk. Sit down.’”

Let’s conclude now with Stage Three.

 

Stage Three: Cultural Competence

  • The organization values diversity, and its leaders view it as an asset, not a problem.
  • The organization has a clearly defined business case for diversity, and it follows a strategic diversity and inclusion action plan based on an organizational needs assessment.
  • Diversity is integrated into the system rather than established as a separate program, job position or department. For example:
    • Diversity is integrated into all business strategies and included in all business and management decisions.
    • All interviewers and managers are trained on personal and organizational dynamics of racism, sexism, ableism, ageism, homophobia, gender identity, Islamophobia, etc.
  • A zero-tolerance policy for any type of harassment or inappropriate behavior is in place and enforced throughout the organization. This policy is in writing, all employees are aware of it, and swift action is taken to enforce it.
  • The organization maintains high rates of recruitment and hiring of diverse applicants. For example:
    • The organization’s name is well branded in diverse communities.
    • Strategic recruitment is conducted year-round to maintain a diverse applicant pool.
    • Interview questions are inclusive and tied to job descriptions and performance evaluations.
    • Recruitment, interviewing, and hiring practices are structured and consistent across the organization, and able to withstand push back for diversity efforts.
    • All interviewers and hiring managers are trained to be culturally-competent at interviewing.
    • Interviewers understand that each applicant is unique, can recognize and manage their biases, and do not make assumptions based on appearance.
  • Each interview and hiring team member is willing to act affirmatively to hire qualified diverse applicants.
  • The organization maintains high satisfaction and retention rates of employees and customers. For example:
    • HR’s diversity-related policies and procedures are followed and enforced, without backlash for employees of diverse backgrounds, having a positive effect on morale, retention and future recruiting of diverse employees.
    • High satisfaction rates are maintained among diverse and non-diverse employees, as well as customers and communities served.

Diverse Perspectives of Cultural Competence and Cultural Proficiency

Tyrone, an HR Director and African American, offered this insight for a culturally-competent organization.

“Talk to me about how you are attracting people of widely different skills, backgrounds. Don’t call it diversity, call it business strategy. I’m moving away from naming conventions that tend to restrict more than they expand. The word ‘diversity,’ five or ten years ago, people thought that was a replacement for Affirmative Action. And it was more color, race and sex based than we know it as today. So, talk to me about business strategy, what sort of human resources do you need to get the job done, and what are you doing to attract those. That’s diversity, and it’s a business strategy.”

Sena, a Community Organizer and Latina, shared this insight about cultural competence related to an employer perceiving a situation, without making incorrect assumptions based on an employee’s race or gender.

“We all come from such different backgrounds, and what motivates employee ‘A’ may not motivate employee ‘B.’ This can be true of Anglo culture also. In some cultures, family is important, and if an employer understands that, then when the mom calls in because her child is sick, it’s not that she thinks any less of her job, but her children come first. I think this is all people, not just people of color.”

Rick, a European American HR Director at a manufacturing company, was very clear about whose responsibility it is to make diverse employees feel welcomed and fit into the work environment.

“The customer service manager said to me, ‘You know, these salesmen, they make a lot of racial comments.’ At the time we were considering a person of color, and she was afraid that this person would be exposed to that. My comment to her was, ‘Who’s got the problem? Is that her problem or is that our problem?’  I told her, ‘That’s our problem,’ or it’s the corporate office’s problem. Whatever, we should not deny her an employment opportunity because the salespeople make racial jokes. They have to change their behavior.”

 

Integrating diversity, equity and inclusion (DEI) into the organization beyond employee selection will affect employee retention, customer relations, and future diversity recruitment and hiring efforts. This spectrum can be used as a tool to determine an organization’s phase of cultural competence development and help the organization understand where they still need to go in order to achieve their diversity and inclusion goals.

 

 

— 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.

 

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.

Diversity in the Job Interview Process—The First Impression

“You never get a second chance to make a first impression.” In my last 15 years of teaching interviewing techniques, I’ve used this phrase often with people in job transition. After conducting research on diversity in the job interview process, where I interviewed over 70 people of diverse backgrounds about their job interviewing experiences with twin city organizations, I can say that this phrase goes for interviewers as well. Following are three cases I would like to share with you.

“I don’t put on my resume, ‘I’m not as white as you might want me to be,’ or ‘Maybe this will really help your numbers out.’ My last name isn’t Jackson, and my voice on the phone doesn’t give it away. So they have no clue until I show up,” said an African American man who is a professional in the financial industry. He has had some interesting reactions when he’s shown up for job interviews. When I asked him to describe a reaction of surprise that he has experienced from interviewers, his eyes opened a little more, he looked beyond me a little, then back at me and said, “Oh, you’re David?” He added, “Then when you get the group interview, and they’re coming in one at a time, I would get to watch each one be surprised.”

An HR Manager, who is American Indian, took her husband’s Irish last name when they got married. “I am full-blooded and my coloring is very distinctly Indian,” she said. When she has gone on interviews, interviewers have often been surprised that she looks far from being Irish. Sometimes they will repeat her last name and say, “….that’s an interesting name.” She has then explained how she got the name, but that she is not Irish. She said, “Then they either get embarrassed for bringing it up or they start laughing, and I think it is because they’re not sure how to react to me.”

An Israeli man in restaurant management said that on the phone, once they got beyond the greeting, as soon as the receptionist heard his accent, her tone of voice turned rude.

These are only a few of the examples I have heard from diverse applicants. When I’ve asked people how they know that the reason they are treated a certain way is because of their color, one response I got was, “You don’t always know, maybe the person is just having a bad day. But when I see them treating other people who come in after me more respectfully, then I know.”

Could you or someone on your interviewing team be reacting in a similar way when an applicant doesn’t meet their expectations? We all make assumptions about other people. That is part of being human. However, assumptions based on stereotypes can be harmful to others, to ourselves, and to our organizations. We need to realize that we make assumptions all the time, that it is only an assumption until it is proven to be true or false, and we need to acquire the knowledge and skills to know the difference.

The first impression sets the tone for the interview, and the interview sets the tone for the applicant’s employment with your organization. If an applicant forms a negative impression of your organization during the interview, then carries it with them into the job, and this impression continues to be confirmed while on the job, this can affect employee productivity and retention. Also, the impression an applicant brings back and shares with their community can affect your organization’s future recruiting efforts.

Remember, you never get a second chance to make a first impression.

 

Copyright ©2007, 2014 Lila Kelly Associates. Your Strategic Partner in Diversity Integration – Since 1992. Not to be reprinted without written permission from Lila Kelly. This article includes excerpts from books and online trainings on diversity in recruiting, interviewing & hiring by Lila Kelly at DiversityIntegration.com. To stay up to date on all the latest from Lila Kelly Associates and Diversity Integration, subscribe to our monthly newsletter.