DELA 800B Participant Handbook v.8.9.2023 : Cultural Diversity Recruitment PDF

High-Impact Cultural Diversity Recruitment Pictures/DELA/Courses/800B High Impact Cultural Diversity Recruitment (DELA 800 B) Introduction Harnessing Cultural Diversity for the Sake of Growth & Value Creation Recent research by McKinsey and Company indicates that implementing...

High-Impact Cultural Diversity Recruitment Pictures/DELA/Courses/800B High Impact Cultural Diversity Recruitment (DELA 800 B) Introduction Harnessing Cultural Diversity for the Sake of Growth & Value Creation Recent research by McKinsey and Company indicates that implementing cultural diversity best practices and increasing workforce cultural diversity is accompanied by greater organizational competitiveness against peers. According to the McKinsey study, companies ranking in the top 25% for gender diversity on their executive teams were 21% more likely to have above-average profitability than companies in the bottom 25%. This is especially true for women’s representation at the executive level. Successful cultural diversity recruitment increases competitiveness by 33%. It is advantageous to make a serious commitment to cultural diversity. Organizations that opt out of a commitment to promoting cultural diversity will not have the benefit of competing with those demonstrating that diversity is valued. While diversity best practices correlate with competitiveness, we are still determining why. We also don’t know which cultural diversity best practices or configuration of practices contribute to competitiveness. It is challenging to conduct diversity best practice research to determine why implementing diversity best practices makes organizations more competitive. Conducting the research is difficult because the practices tend to be implemented without an organizational development or effectiveness strategy that guides decisions. The practices seem to be implemented haphazardly instead of within a strategic framework. One seasoned diversity executive stated, “Diversity executives look around to find out what everyone else is doing and start doing the same.” The 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 1  result is that when unconscious bias training became popular, everyone else couldn’t wait to conduct the training in their organization, whether it would help end up helping or not. We want organizations to be more effective in satisfying employees, achieving “business” goals, and fulfilling the mission. That typically requires organizational change. Diversity best practices are often implemented to promote change, but the organizational effectiveness piece is overlooked because most have not been trained to think that way. Implementing a strategy takes time. Leaders are impatient. Diversity executives feel pressured to show evidence that the organization is progressing. Implementing diversity best practices does that perfectly. The cost to organizations is uneven results and poor return on investment. Consider cultural diversity recruitment. It is the primary goal of most, if not all, cultural diversity initiatives, even if not directly stated. Most organizations struggle to meet diversity recruitment goals. Rebecca Bearse, M.Ed., states that diversity recruitment fails mainly due to applying standard solutions to unique challenges. Recruiters do the same things repeatedly, like putting images of a diverse workplace in marketing materials while applying traditional recruitment processes. They hope for better results but never stand a chance. Recruiters believe that they must get more culturally diverse, “qualified” candidates in the recruitment pool to solve the hiring gap problem. This fails to recognize the need to devise new solutions to meet the recruitment challenges many modern organizations face. Instead, they remain married to the traditional approach, which focuses on numbers and hiring time. That results in a self-fulfilling prophecy. We cannot attract more diverse candidates due to a lack of qualified diverse talent or having to compete for the few qualified applicants. Diversity recruitment is the key to competitiveness and employee engagement. We know that diverse candidates and digital generation employees value diversity in the workplace. To better understand how to recruit for a diverse workforce, the first step is to define diversity recruitment and get your organization on the same page about what it means and why it is important. The Path to Diversity Recruitment Success Successful diversity recruitment starts with a commitment to tangible, measurable organizational change. The organization must do more than satisfy equal opportunity compliance. Equal opportunity laws aim to level the playing field but do not include the ingredients needed to foster institutional change. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 2  The audit, consulting, and risk management organization, Deloitte Inc., distinguishes between diversity practices implemented to meet compliance criteria and other mandates and mission-driven ones. When a diversity recruitment program is implemented as a condition for settling an Equal Employment Opportunity Commission lawsuit, that is an example of a mandate-driven initiative. That will not likely have an impact on business goals. If the recruitment program is effective enough to impact organizational goals positively, there is an incentive for a more mission-driven approach. When this happens, diversity recruitment becomes valued as a necessary ingredient in the organization’s strategy to meet its business objectives. What is Diversity Recruitment? Recruitment is the identification, screening, shortlisting, and hiring potential recruits to fill an organization's vacant positions. It is a core function of talent management as it involves choosing the right person for the right position at the right time. Recruitment includes attracting the best potential candidates to fill an organization’s talent gaps. Since the Civil Rights Act passed in 1964 — which criminalized discriminatory hiring (and firing) practices — there have been roughly 14,500 studies indicating that a diverse workforce drives organizational success. One would think so much data would result in organizations being in the advanced stages of attracting, growing, and retaining talent across different demographics. Unfortunately, that is still far from reality. Organizations of all sizes, operating in all industries, need help to achieve solid and diverse workplaces. Only 11% of executives in S&P 500 companies are from ethnic and racial minority groups, which is a mere 2% increase since 2003. That represents 35 percentage points less than the representation of diverse ethnicities and races within the general population as of 2015 (Alliance for Board Diversity, 2016). It is also consistent with a trend likely contributing to the underuse of American talent in an increasingly global world economy. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 3  Cultural diversity recruitment has been a persistent human resource management challenge since the civil rights movement. As the national and global demographic shift towards cultural diversity in the workplace continues, identifying talent becomes more challenging. Success in identifying, selecting, and securing diverse talent remains elusive. Why is recruiting talent in the modern pool of potential recruits so challenging? How can we achieve better recruitment outcomes? How can we reduce the turnover of diverse talent? This course addresses these questions and offers practical solutions to succeed. This course emphasizes the need to change the lenses through which recruitment is viewed and the assumptions behind them. That is the only way to avoid missing opportunities that can increase recruiting success and, more importantly, client satisfaction with the diversity recruitment results. Following the guidelines in this course will increase the likelihood of success. Read "The Role of Talent Acquisition in Driving Organizational Diversity by Ehab Abdel Hafez. Please download and read the article (PDF format). - DELA 800 Home Page - TA In Driving Organizational Diversity - Diversity Jobs.pdf 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 4  Reading Materials (Please Order) Textbook (Required): Hiring for Diversity: The Guide to Building an Inclusive and Equitable Organization. Woods, A., & Tharakan, S. (2021). Logistics COURSE CONTENT SUPPORT Participant Manual Technical Support Textbook: See Reading Materials above Request an Extension to Complete the Course Contact the Instructor Learning Materials Textbook (Required): Hiring for Diversity: The Guide to Building an Inclusive and Equitable Organization. Woods, A., & Tharakan, S. (2021. (Carrie A. Picardi (2020).). Included: required and optional reading, instructional videos, worksheets, and templates. It is the policy of DTUI.com that any proprietary interests on the part of the course instructor(s) shall be disclosed in promotional/marketing and learning materials and at the learning event itself. The author is not a member of the DTUI staff nor serves on the faculty. (for further information, refer to the Participant Guidebook). Learning Goals & Outcomes This course is designed to develop your ability to recruit diverse talent successfully. Upon completion of the course, participants will be able to: Describe the pitfalls of cultural diversity recruitment Assess personal cultural diversity values and beliefs Demonstrate cultural diversity recruitment knowledge Design a cultural diversity recruitment plan 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 5  Topics 1. Getting Clear About Your Diversity Hiring Goals and Valued Outcomes 2. Developing Your Cultural Diversity Recruitment Scorecard 3. Understanding the Cultural Diversity Among Job Seekers 4. Designing an Inclusive Brand Identity to Attract the Full Range of Talent 5. Writing Inclusive Job Descriptions 6. Cultural Diversity Hiring Sourcing 7. Minimizing Selection Bias 8. Developing Fair Interviews 9. Ensuring Equitable Job Offers 10. Final Assignment: Develop a Diversity Recruitment Plan 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 6  Course Syllabus Introduction: Getting Clear About Your Diversity Hiring Goals and Valued Outcomes MODULE 1A: Getting Clear About Your Diversity Hiring Goals and Valued Outcomes MODULE 1B: Reading Assignment MODULE 1C: Video Presentation MODULE 1D.1: Getting to Know Each Other MODULE 1D.2: Your Cultural Diversity Recruitment Beliefs and Values MODULE 1D.3: Critique This Diversity Recruitment Resource Module 2: Developing Your Cultural Diversity Recruitment Scorecard MODULE 2A: Introduction to the Recruitment Scorecard MODULE 2B: Creating a Cultural Diversity Recruitment Scorecard MODULE 2C: Video – Diversity Recruitment MODULE 2D: Discussion – Diversity Recruitment Scorecard MODULE 2E: Discussion – Your Organization’s Goals Module 3: Understanding the Cultural Diversity Among Job Seekers MODULE 3A: Generating an A List of Talented, Culturally Diverse Applicants MODULE 3B: Reading - Generating an A-List MODULE 3C: Video – Diversity Recruitment Strategies MODULE 3D: Identifying the Perfect Candidate MODULE 3E: Application Assignment Module 4: Designing an Inclusive Brand Identity to Attract the Full Range of Talent MODULE 4A: Introduction MODULE 4B: Reading MODULE 4C: Video MODULE 4D: Discussion – Hiring Experience MODULE 4E: Application Assignment Module 5: Writing Inclusive Job Descriptions MODULE 5A: Cultural Diversity Recruitment & Selection Bias MODULE 5B: Reading MODULE 5C: Video MODULE 5D: Discussion Board Assignment MODULE 5E: Application 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 7  Module 6: Cultural Diversity Hiring Sourcing MODULE 6A: Recruitment Strategy MODULE 6B: Reading - How to Create a Strong Diversity Recruitment Strategy MODULE 6C: Video - Misconceptions About Diversity Recruiting MODULE 6D: Diversity Recruitment - Application Assignment MODULE 6E: Developing Your Diversity Recruitment Scorecard Module 7: Minimizing Selection Bias MODULE 7A: Interview Styles for Spotting A Players MODULE 7B: Reading Assignment MODULE 7C: Video Presentation MODULE 7D: Discussion Board Assignment Module 8: Developing Fair Interviews MODULE 8A: Inclusive Language MODULE 8B Reading - Inclusive Language MODULE 8C Video – Inclusive Language 101 MODULE 8D: Assignment - Why Didn't Chris Get the Job? MODULE 8E: Please Complete the Evaluation for this Course! Module 9: Diversity Recruitment Plan Development MODULE 9A Final Assignment Final Product By the end of the course, the learner will have designed and developed a cultural diversity recruitment plan. Assignments The online course requires completing all modules and required assignments. There are three types of assignments: Discussion Board Application Quizzes/Exams Final Product By the end of the course, the learner will have delivered and recorded a 30-minute training. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 8  Discussion Board Assignments Discussion Board assignments provide interactive learning opportunities. As a participant, you must complete an assignment and submit it to the conversation thread where other participants in your course or section can view it. After submitting the assignment, you will go to the Discussion Board area, where all assignments submitted by other participants can be viewed. You must also respond to at least two other participants’ contributions. The instructor grades each submission privately. Quiz/Exam Assignments There are two types of test assessments. Quizzes are automatically graded as you complete each item. You receive your cumulative score at the end. Application assignments are in an essay or scenario format. Each requires submitting your written work to be graded by the instructor. Application assignments require participants to apply what they have learned to problems posed in scenarios or a list of requirements that need to be fulfilled in completing an assignment (e.g., demonstrating the use of a technique taught during the course). The instructor grades these, and only you (and occasionally a teacher’s assistant) share these assignments. Grading The online course requires completing all modules and required assignments. The types of assignments include: Discussion board assignments that require sharing your answers with the other participants to learn from each other Quizzes/tests and required application assignments to demonstrate learning A grading rubric is used for each assignment. The maximum overall grade is 100%, and a minimum of 78% overall is required to pass the course. Past Due Assignments You are required to submit assignments for one module each week. At that rate, you will complete the course in the 10-week designated time frame. You will receive a zero grade for each assignment you fall one week behind in submitting. You may receive a grade upon submitting the assignment promptly. If you fall three weeks behind, the instructor will inform you that you are in jeopardy of not passing the course. You will be required to provide a timeline for catching up in the course to continue. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 9  Final Grades Pass – You have met the minimum 78% required for your final grade score. Administrative No Pass – You did not complete the course (e.g., due to not completing assignments). No Pass – Your overall score was less than the 78% minimum required score. Materials Textbook (Required): Hiring for Diversity: The Guide to Building an Inclusive and Equitable Organization. Woods, A., & Tharakan, S. (2021. (Carrie A. Picardi (2020).). Included: Course manual, required and optional reading, instructional videos, worksheets, and templates Contact the Instructor The link to the Contact the Instructor page can be found on the course homepage. Your instructor’s name and contact information are available. Your instructor is required to provide two office hours each week. Technical Needs Computer with high-speed internet access Access to online meeting platform (test at least two days of accessing the course to detect and report any technical difficulties) Telephone access (preferably with earphones) MS Word (do not submit files in pdf, please) Technical Assistance Technical support is to be used when there is a problem accessing a page, submitting assignments, logging in, etc. Course content page issues are best directed to the instructor (e.g., inability to download a reading assignment, questions related to assignments, etc.). You can find the Technical Support contact navigation button on the page where you can submit a request. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 10  Table of Contents High-Impact Cultural Diversity Recruitment............................................................................ 1 High Impact Cultural Diversity Recruitment (DELA 800 B)....................................................... 1 Introduction.....................................................................................................................................1 Reading Materials (Please Order).....................................................................................................5 Logistics............................................................................................................................................5 Topics...............................................................................................................................................6 Course Syllabus...................................................................................................................... 7 Assignments........................................................................................................................... 8 Discussion Board Assignments................................................................................................ 9 Grading.................................................................................................................................. 9 Contact the Instructor............................................................................................................10 MODULE 1.............................................................................................................................14 MODULE 1A: Get Clear About Your Diversity Hiring Goals and Valued Outcomes.......................... 14 Overview........................................................................................................................................ 14 Harnessing Cultural Diversity for Growth & Creating Value............................................................. 14 How to think about diversity and your staffing needs..................................................................... 16 Selecting candidates for consideration: screening and interviewing......................................18 MODULE 1B: Reading Assignment.................................................................................................. 21 Overview of Textbook.................................................................................................................... 21 MODULE 1C: Video Presentation.................................................................................................... 22 MODULE 1D.1: GETTING TO KNOW EACH OTHER............................................................................ 23 MODULE 1D.2 Your Cultural Diversity Recruitment Beliefs and Values........................................... 24 MODULE 1D.3: Critique This Diversity Recruitment Resource......................................................... 25 MODULE 2.............................................................................................................................26 MODULE 2A: Developing Your Cultural Diversity Recruitment Scorecard........................................ 26 The Cultural Diversity Scorecard: Design & Development............................................................... 26 MODULE 2B: Creating a Cultural Diversity Recruitment Scorecard.................................................. 27 Reading.......................................................................................................................................... 27 MODULE 2C: Diversity Recruitment Video...................................................................................... 28 MODULE 2D: DIVERSITY SCORECARD DISCUSSION.......................................................................... 29 Module 2 E: Discussion Board......................................................................................................... 30 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 11  How to Create a Diversity Recruitment Scorecard............................................................... 32 Complete the Exercise.............................................................................................................. 32 1. Download the Scorecard Template......................................................................................................... 32 Instructions on How to Create a Diversity Scorecard.......................................................... 32 MODULE 3.............................................................................................................................33 Module 3 B:.................................................................................................................................... 35 Module 3 C: Diversity Recruitment Strategies................................................................................. 36 Module 3D: Discussion - Identifying the “Perfect” Candidate.......................................................... 37 MODULE 3 E: APPLICATION............................................................................................................ 38 MODULE 4.............................................................................................................................39 MODULE 4 A: Designing an Inclusive Brand Identity to Attract the Full Range of Talent.................. 39 Module 4B: Reading....................................................................................................................... 40 Module 4C: Video Presentations..................................................................................................... 41 MODULE 4 D: Discussion – Hiring Experience.................................................................................. 42 MODULE 4 E: Application Assignment............................................................................................ 43 MODULE 5.............................................................................................................................44 MODULE 5A:................................................................................................................................... 44 Module 5B: Reading....................................................................................................................... 47 70 Inclusive Language Principles That Will Make You a More Successful Recruiter..............................................................................................................................................47 Module 5 C: Videos......................................................................................................................... 49 Module 5D: Discussion Board Assignment...................................................................................... 50 Module 5E: Application Assignment............................................................................................... 51 MODULE 6.............................................................................................................................52 MODULE 6A: Cultural Diversity Hiring Sourcing.............................................................................. 52 Module 6B: How to Create a Strong Diversity Recruitment Strategy - Reading................................ 55 Module 6C: Misconceptions About Diversity Recruiting - Video...................................................... 56 Module 6D: Why Did Chris Get the Job? - Application Assignment.................................................. 57 Module 7...............................................................................................................................58 Module 7 A: Minimizing Selection Bias........................................................................................... 58 MODULE 7 B: Reading Assignment................................................................................................. 61 MODULE 7 C: Video Presentation................................................................................................... 63 MODULE 7 D: Discussion Board...................................................................................................... 64 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 12  Module 8...............................................................................................................................65 Module 8A: Developing Fair Interviews.......................................................................................... 65 Module 8B: Inclusive Language Reading......................................................................................... 66 Module 8C: Inclusive Language 101................................................................................................ 67 Module 8D: Why Did Chris Get the Job?......................................................................................... 68 Please Complete the Evaluation for this Course!............................................................................. 68 Module 9: Final Assignment..................................................................................................69 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 13  MODULE 1 MODULE 1A: Get Clear About Your Diversity Hiring Goals and Valued Outcomes Overview Recruitment is the process of identifying, screening, shortlisting, and hiring talent to fill vacant positions in an organization. It plays a critical role in talent management. Recruitment also involves choosing the right person for the right position and at the time. Since the Civil Rights Act passed in 1964 — which criminalized discriminatory hiring (and firing) practices — there have been roughly 14,500 studies determining that a diverse workforce drives organizational success. One would think we would be in the advanced stages of attracting, growing, and retaining diverse talent after decades of diversity recruiting efforts. Unfortunately, that is still far from reality. Diversity recruitment has proven difficult for organizations of all sizes and sectors. Leadership diversity has been the most difficult to achieve. Only 11% of executives in S&P 500 companies represent ethnic and racial diversity groups, a mere 2% increase from the same numbers reported in 2003. Furthermore, that percentage is 35 points less than the representation of diverse ethnic groups and races within the general population (The Alliance for Board Diversity, 2016; US Census Report, 2015). Organizations must be able to meet recruitment goals to enjoy the benefits. Retreating an inch can have disastrous consequences. It starts with getting clear about why it is essential. Harnessing Cultural Diversity for Growth & Creating Value Recent research by McKinsey and Company indicates that implementing cultural diversity best practices and increasing workforce cultural diversity accompany greater organizational competitiveness against peers. Companies ranking in the top 25% for gender diversity on their executive teams were 21% more likely to have above-average profitability than companies in the bottom 25%, according to the McKinsey study. This is especially true for women’s representation at the executive level. Successful cultural diversity recruitment increases competitiveness by 33%. This makes it advantageous to commit seriously to diversity recruitment and cultural diversity initiatives as a whole. Organizations that opt out of a commitment to promoting cultural diversity lose big time. Unfortunately, we need to determine which cultural diversity best practices or the configuration of the practices that contribute to better business outcomes. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 14  Cultural diversity recruitment is the primary goal of most, if not all, cultural diversity initiatives. Most organizations struggle to meet cultural diversity objectives, whether the goal is to increase talent or promote talent to leadership positions. Image: What Jobs Do Computer Science and Engineering Majors Have? https://dtui.instructure.com/courses/203/files/7299/download?wrap=1 According to Rebecca Bearse, M.Ed., standard diversity recruitment solutions cannot meet the challenges unique to diversity recruitment. Why do recruiters continue to use standard recruitment practices while expecting different results? Recruiters continue to assume that the solution is to get more cultural diversity applicants among the “qualified” candidates to select from. This fails to recognize a need to devise new solutions to address the talent selection challenges many modern organizations face. Instead, they remain married to a traditional approach to recruitment, which focuses on numbers and time to hire. That results in repeatedly falling short of recruitment goals. This course emphasizes the need to change our assumptions about recruitment. That is the only way to avoid missed opportunities for better-recruiting results and, more importantly, client satisfaction with the diversity recruitment results. Before embarking on a recruitment effort, use the information and ideas in this course to consider the diverse perspectives you wish your team to include and any challenges you might face in recruiting the right staff. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 15  How to think about diversity and your staffing needs Before embarking on a recruitment effort, use the information and ideas in this course to consider the diverse perspectives you wish your team to include and any challenges you might face in recruiting the right staff. We often think about “fit” when considering a potential hire. “Fit” does not mean hiring someone who is the same as your existing staff. Instead, the concept of “fit” might be better understood by thinking of a jigsaw puzzle, where the pieces mesh together but where each piece is unique and contributes something that is otherwise missing. Here is a list to help you find the right person for the job. Understand what constitutes cultural diversity. Cultural diversity is a broad concept that implies the inclusion of the many characteristics that differentiate us from each other. Sometimes these characteristics affect our view of the world, our experiences, and our ways of relating to our surroundings and each other. High-performing organizations show a commitment to valuing the many perspectives that arise from a variety of cultures, races, gender, religions, national origins, ages, physical and cognitive capabilities, sexual orientations, and other ways we identify ourselves. By hiring a culturally diverse staff, you will access different perspectives that can optimize your team’s capacity. Recognize your own biases, both conscious and unconscious. We all have certain leanings or preferences—often called biases—and often, we are not even aware of the focus on uncovering our own biases so that they won’t get in the way of your making the best hiring choices. For example, do you tend to “tune out” those with foreign or regional accents? Feel uncomfortable around people with disabilities? Make assumptions about graduates of religious schools, Historically Black Colleges, or women’s colleges, or about scholarship in women’s or minority studies? Believe that a younger person will be quicker and more creative than an older person? It is worth the effort to uncover your own biases. Once they are out in the open, you can consider whether your image of the “perfect candidate” is affected by your preferences rather than the qualifications and competencies needed for a position. Then you will be able to judge candidates on their merits rather than your conscious or unconscious responses to how they present. Completing the Implicit Association Test is a good place to identify your biases. It is recommended that you complete as many separate tests as possible, but age, gender, sexuality, race, and disability are necessary. https://implicit.harvard.edu/implicit/demo/selectatest.html - Links to an external site. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 16  Evaluate the diversity of your current organization. To find the best “fit” for your team—that missing jigsaw puzzle piece—first, take stock of the characteristics currently represented on your staff. Ask yourself these questions: What are the diversity strengths in my department? How can I build on those strengths? What are the diversity challenges in my department? How can I address those challenges? Put together the resources needed to plan your efforts if necessary. Before launching a recruitment campaign, discuss your hiring goals with your HR Consultant and/or a Cultural Diversity Team, including your Affirmative Action Liaison. This will help assure that all parties involved in the hiring process will consider your department’s current demographic profile and note if there are Affirmative Action goals associated with the position. If there are Affirmative Action goals, the recruitment strategy should reflect the required good faith efforts to have a diverse pool of candidates. Proactive diversity recruiting: The importance of networking To improve your chances of attracting diverse candidates when job opportunities arise on your team, start recruiting by networking with people and groups likely to lead to diverse talent—and continue to network. Women in non-traditional fields and professionals of color, in particular, are highly sought-after as employees. When you are ready to hire, you are likely to face competition from other would-be employers. Developing a diverse slate of candidates—particularly for more senior-level positions and those requiring specialized knowledge, such as IT—may take time. By networking continuously, you can build relationships that will serve as a feeder for underrepresented talent across disciplines and interests and give you an advantage when you are ready to hire. In particular, seek out opportunities that create face time with potential candidates—and remember, every connection made is an opportunity to promote commitment to diversity and inclusion. Diversity Networking—Where to Go and What to Do Networking is a continuous, broad activity that can occur anywhere and anytime. To make connections to the diverse communities from which potential staff may be identified, be aware of these resources: Professional organizations representing diverse groups, such as the National Black MBA Diverse affinity groups within your organization if they exist. Conferences, seminars, job fairs, and networking Online professional social networking media, such as LinkedIn, and Joining online groups relevant to your department and taking an active part in them will increase your networking (Search for the women and minority subgroups within these professional social media sites for optimal diversity outreach.) 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 17  Your diverse friends, neighbors, and relatives. How to promote network connections and potential candidates It’s not enough to locate potential diverse new hires; you also have to convince others to work for you in your department/center. It may help to include the following “talking points”: Our commitment to and progress in hiring for diversity. For example, “Since 2007, the percentage of our organization’s cultural diversity has been increasing at a faster rate than ever before, from about 16% in 2007 To about 19% (Your HR Consultant can provide up-to-date statistics). We know we need to do more and are committed to continuing our efforts to hire, support, and engage minority staff.” Proactive recruitment efforts. These include the creation of internal and external diverse pipelines. We are developing and advancing career opportunities. We are maintaining an inclusive work environment. Recruiting diversely for an open position: posting the position You will need to cast a wide net to attract a wide range of diverse candidates. This means: Recruit externally to access an adequate and diverse In developing job descriptions for posting, be clear but as broad as possible in describing the competencies and experiences needed for the Avoid defining the job so narrowly that all but a small group of job-seekers will view it as attainable. If your initial applicant pool does not include many diverse candidates (including women and those of color), reevaluate your job postings and repost if warranted. This is especially important if the job is underutilized for women and minorities (has Affirmative Action goals). Selecting candidates for consideration: screening and interviewing As you follow the general steps of selecting candidates for your open position, here are some tips to help ensure diversity in your candidate pool and enhance your interviewing and selection process. Select an inclusive interview. In selecting an interview team, consider including people who will bring diverse outlooks and who are respectful of different cultures and characteristics. Recognize the potential to bring unintended biases to the process and to address this by having a transparent and open discussion among team members before beginning the interview process. Use the screening process to include rather than exclude candidates, to avoid missing attractive candidates. In reviewing qualifications, consider how each applicant might enhance diversity in the department and university-wide. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 18  Some applicants may expressly identify themselves as diverse; in other cases, a resume or application may reflect diversity affiliations such as membership in a diverse organization or attendance at a Historically Black College or a women- only or disability-focused. If after screening candidates, you find that only a few diverse candidates are remaining, take a fresh look at those who have been passed over to make sure that you have not overlooked any potentially attractive candidates. Avoid making assumptions about a diverse candidate’s ability to conform to, or “feel comfortable” on, your team or in the position. For example, do not assume that a female candidate would not be compatible with your all-male team or that an African-American candidate would not be able to relate to your predominantly Caucasian Focus first on the candidate’s similarities to, rather than differences, the way your staff, colleagues, and constituents approach their work. If your members are fast- paced, does the candidate have a similar style? If your staff is direct with each other, does the candidate demonstrate that they are comfortable with such communications? Next, consider whether the candidate’s differences matter to the work they would do and how those differences might enhance your team and its Avoid prematurely labeling one or more of your candidates as the “most promising” until all candidates have been considered. This will help ensure that all qualified candidates receive equal opportunities for selection. Prepare yourself with answers for questions diverse candidates are likely to Diverse job candidates often ask important questions aimed at helping them determine whether an organization is truly inclusive and supportive and whether they will be comfortable in a position. Be prepared to answer these commonly-asked questions: What are the chances of a person progressing/advancing their career here? Do we have a formal mentoring program and/or career development programs? What does the organization do in terms of community outreach efforts to partner with diverse groups? Do we have employee affinity groups that focus on the needs of people like me and other groups? Are managers trained to communicate with and manage diverse employees? What initiatives has the organization participated in regarding diversity? Does the organization have formal diversity initiatives and programs in place? Notice that the above are the same questions a candidate asks about your organization to determine your sincerity in welcoming diversity. The Key to Success 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 19  High-impact cultural diversity recruitment fails if the organization does not commit, put resources in place, implement best practices, and sustain it over time. While these recruitment initiatives offer a foundation for success, a carefully crafted, strategic plan that stretches the organization to do things differently to attract diverse talent sets apart the high performing from those with lackluster results. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 20  MODULE 1B: Reading Assignment Read Chapter 2 of the Hiring for Diversity: The Guide to Building an Inclusive and Equitable Organization. Woods, A., & Tharakan, S. (2021). Overview of Textbook This is the most comprehensive resource on diversity recruitment. So, if you want to build a more diverse organization, this book helps you shift from your current practices to a high impact strategy. The practices shared in Hiring for Diversity: The Guide to Building an Inclusive and Equitable Organization provides a comprehensive view of diversity recruiting and tools for developing an actionable plan. You’ll learn how to examine your existing hiring and retention practices to identify the gaps and opportunities, providing a holistic approach to understanding diverse communities, how to devise a diversity sourcing plan, and how to measure progress. Reading Assignment 1. Textbook, Chapter 1 – Setting the Stage: Going from Intent to Impact 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 21  MODULE 1C: Video Presentation Video: Overview of Cultural Diversity Recruitment The video overviews the rationale for diversity recruitment, how cultural diversity creates value, posting positions, and creating a diversity sourcing strategy. https://youtu.be/zmqNJvBASH4 Transcript MODULE 1C-VIDEO-ATTACHMENT.pdf 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 22  MODULE 1D.1: GETTING TO KNOW EACH OTHER EXERCISE Provide your answer in the Reply Area below: 1. What is your full name? What is your gender? What is your ethnicity or race? 2. Why are you taking this course? 3. Imagine that you are recruiting for a position. You are happy to learn that about 25% of the applicants identify as culturally diverse. That is a sign that your diversity recruitment efforts are paying off. You are overjoyed that one of the five people who made it to the final selecting phase is a woman of color. What do you think is the next step for increasing the chances that you will continue to enjoy greater diversity in the applicant pool? 4. Briefly describe your cultural diversity recruitment experience. 5. What do you expect to get out of this course? 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 23  MODULE 1D.2 Your Cultural Diversity Recruitment Beliefs and Values 1. What are your assumptions about cultural diversity recruitment? 2. Describe your experience with cultural diversity recruitment. 3. What do you believe is the most critical barrier to cultural diversity recruitment and why? 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 24  MODULE 1D.3: Critique This Diversity Recruitment Resource Critique the introduction in The Durham Regional Police Service recruitment video. https://youtu.be/iUTzwxOfur4 1. Would you use it or something similar in your diversity recruitment efforts? Why or why not? 2. List at least three things you would recommend changing to use this video to attract culturally diverse talent even though they do not have any HEGs or BIPOC currently on the force. Respond below. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 25  MODULE 2 MODULE 2A: Developing Your Cultural Diversity Recruitment Scorecard The Cultural Diversity Scorecard: Design & Development Hiring is fraught with a need for more understanding about what they specifically want or need before accepting applicants. They have gone through the steps of putting together an advertisement and strategy for informally getting the word out without even considering the need to update the job description. That leads to poor decision-making that can undermine efforts to attract culturally diverse talent. If you ask the human resource officer, a colleague, or the manager what a specific job role is all about, it will not be a surprise that each of them has a different idea. One of the best ways to clarify the job role is to develop a hiring scorecard. Scorecards describe the mission of the person who fills a position, outcomes that must be accomplished, and competencies that fit with the organization’s culture and the job role. Clarifying an open position's key performance indicators or competencies and characteristics that determine a recruit's fit within the organization's culture is imperative. While it is undoubtedly essential to specify the competencies sought after in a search, there isn't agreement about what "fitting into the culture" means when striving for a diverse organization. A job's purpose is its mission. The core purpose of a job description is to clarify why someone needs to be hired to fill a position. Consider the following from the book Who: A Method for Hiring. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 26  MODULE 2B: Creating a Cultural Diversity Recruitment Scorecard Reading Textbook: Chapter 2 - Building Your Diversity Hiring Vision, Goals, and Reporting. Introduction to the Diversity Recruitment Scorecard 1. What Makes a Good Diversity Scoreboard/Dashboard? This article describes the diversity scorecard and contrasts it with a diversity dashboard. Then the scorecard’s utility for diversity recruitment is summarized. Go to Module 2B in the online course area to download the article in PDF format. 2. It is best to start diversity recruitment by measuring where your recruitment team and organization currently are with respect to readiness and competence. Once you have done that, the job analysis will incorporate the results. Check out the assessment tools in this article. 3. Introducing the Diversity Recruiting Scorecard (July 7, 2020). Hiring Solved Blog. Go to Module 2B in the online course area to download the article in PDF format. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 27  MODULE 2C: Diversity Recruitment Video Too often, diversity professionals believe that their organization or client understands what diversity recruitment is and what it takes for the organization to implement it successfully. Few understand it. That is one reason organizations continue to fall short of diversity recruitment goals. Getting the leadership to understand what it is and what it takes to succeed will align your expectations with theirs. This video explains the importance of onboarding the leadership to your diversity recruitment strategy. https://youtu.be/W4NQDBZ8d7k 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 28  MODULE 2D: DIVERSITY SCORECARD DISCUSSION Please answer each item below and share a summary of each on the Discussion Board. 1. To find out where your organization is, read the “Introduction to the Diversity Recruiting Scorecard” article referenced in Introduction to Diversity Recruitment Scorecard, #3 above. Complete the two exercises below. 2. Use the checklist below to assess your current recruitment practices: YOUR CURRENT RECRUITMENT PRACTICES Our practices are primarily an effort to demonstrate that we are legally compliant with employment laws and regulations. We utilize the same process to fill each position. Our job descriptions have mostly stayed the same over the years. We focus more on talent (i.e., is the person smart enough to learn quickly) for a job role than role function (What the employee needs to know how to do). We rely on word of mouth, classified ads, and social media to get the word out about job opportunities. One or two people identify and screen potential candidates. We require at least one face-to-face interview before we select a candidate. We have practices in place to reduce bias in our hiring process. We use employment tests in the hiring process. We are successful with hiring people from culturally diverse backgrounds. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 29  3. Using the results from the Diversity Recruiting Scorecard and Your List of Recruitment Practices, describe where your organization is on its journey. Module 2 E: Discussion Board Discussion Board Answer the following questions based on your results from the application assignment exercises. 1. List at least three goals your organization needs to set and meet to “walk it’s talk”? 2. Based on what you learned from the textbook reading for this module, where does your organization need to go from here? Why? 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 30  Module 2 F: Discussion Board How to Develop Your Cultural Diversity Recruitment Scorecard The goal is to make a clear case for cultural diversity recruitment that informs the traditional recruitment approach. It will also support getting the leadership and staff on board. The goal is to help the stakeholders see how cultural diversity impacts the organization’s bottom line. In this way, cultural diversity can offer valuable currency in assisting organizations in meeting their mission and improving the organization. The Diversity Recruitment Scorecard is a way to link the organization’s general recruitment practices and goals, everyday operations, and job role cultural competence. Here is how it works for cultural diversity recruitment initiative design and development. The approach assumes the following: Developing a diverse staff is the primary goal of cultural diversity initiatives. Identifying how cultural diversity in an organization can benefit the bottom line enhances and focuses on the recruitment strategy. When cultural diversity recruits understand how they fit into the organization’s efforts to succeed at a greater level, they feel included, and attraction to the organization increases. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 31  Identifying competency gaps starts with looking at the purpose of the organization. More often than not, an organization’s vision and mission reflect assumptions about why it exists and how it goes about meeting its missions. Identifying the gaps moves the diversity initiative from something that is an add-on or a loosely related part of the brand to a critical contribution to the mission and vision. How to Create a Diversity Recruitment Scorecard A. Map the relationship between the following Cultural competency and the vision/mission for your organization. B. Download the chart on the last page of the reading to complete the exercise Remember that the goal is to build a case for cultural diversity recruitment to highlight it while filling positions. Complete the Exercise 1. Download the Scorecard Template Balanced Scorecard Template.docxDownload Balanced Scorecard Template.docx Instructions on How to Create a Diversity Scorecard 2. Learn how to create a scorecard (See document below) 3. Use t upload below to submit to the instructor for grading. Diversity-Recruitment-Scorecard-DELA-800-1.pdf 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 32  MODULE 3 MODULE 3 A: Understanding the Cultural Diversity Among Job Seekers Introduction: Generating a List of A-Players x Most recruitment starts with generating a list of “A” players. The question becomes why the approach hasn’t resulted in a diverse workplace. An A player has the qualities of a star recruit. Unfortunately, we are too often mesmerized by the individual’s “gift of the gab,” which impacts our ability to judge the person holistically. Things get murky when we try to add diversity recruitment to the mix. “Like Me” bias influences who gets on the A list. Suppose your office uses an artificial intelligence-driven recruitment platform designed to avoid bias in recruiting. The result is that you are handed a list of five highly qualified candidates for an open position. You decide to have a personal interview with each one. "Like Me" bias favors people who remind you of yourself. Imagine interviewing someone with similar hair color, facial features, and background as you. If you discover that two of you hail from the same sorority, that increases your appreciation for them. You succumb to “like me bias” without being aware of it. Consider a situation where you interviewed another job applicant for the same position and had a lot in common with them. The two candidates are equally qualified based on the AI platform data. The only difference is that the second candidate was of a different gender, race, or nationality. Research indicates that we tend to hire the person most similar to us. When asked about your choice, you will likely say that the person selected will fit into the culture better. Cultural diversity recruitment is about identifying and successfully hiring the best person for the job, even if that person does things differently and has few non-job-related things 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 33  in common with you. This does not mean favoring an individual over the welfare of other team members or hiring someone unqualified. It means knowing the difference between the unique ways of carrying out a job role that adds value versus behaviors that undermine productivity. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 34  Module 3 B: Reading 1. Textbook: Chapter 3 - Understanding Underrepresented Job Seekers The chapter provides an overview of the different cultural groups and communities job seeks come from. The goal is to familiarize the selection committee with them and related terminology. 2. Bias in Job Descriptions by Matt Todd - https://www.seyfarth.com/a/web/63019/Unconscious-Bias-in-Job-Descriptions.pdf The article is a compilation of common examples of unconscious bias in job descriptions and suggestions for how to overcome them. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 35  Module 3 C: Diversity Recruitment Strategies Video Presentation: Don’t Put People in Boxes This is an excellent video for demonstrating that many similarities (and differences) exist with others that are not detected through our five senses. “When we label people and put them in different boxes, we don't see PEOPLE for who they truly are. This video proves that we have a lot more in common than we think, and we should keep that in mind when we encounter anyone who might seem different than we are.” There is a missed opportunity if we do not become curious about and explore beyond the obvious. Keep in mind that New Hope Church, a Chrisian organization, put this video together, so keep that in mind, so there is a reference to God at the end. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 36  Module 3D: Discussion - Identifying the “Perfect” Candidate Discussion Board 1. Download the PDF copy and read - 12 Ways To Identify The Perfect Candidate For Your Company, Forbes Magazine. Forbes, January 4, 2019. 2. Describe two items in the list that promote diversity recruitment and two that are less likely to be helpful. Describe each and provide a rationale for why you have placed each in its category. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 37  MODULE 3 E: APPLICATION Application: 1. Find three articles on recruitment for one of the communities covered in Chapter 3 (e.g., women, differently abled, etc.) 2. List three best practices for recruiting members of that group from the reading. 3. Summarize each best practice (e.g., describe the best practice, the argument for why it is important, and any information about how to implement it). 4. Select the practice that you feel is best and explain why. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 38  MODULE 4 MODULE 4 A: Designing an Inclusive Brand Identity to Attract the Full Range of Talent Showcase Your Brand Values to Attract Culturally Diverse Customers An organization’s brand distinguishes it from competitors. It also sends a message about its values and what is important to carry out its mission. Failure to include stated diversity, equity, and inclusion values in the organization’s primary mission statement is a critical misstep. The most important reason is that it is unlikely that the organization’s brand will reflect the DEI values and “commitment”. If the commitment is not shown in the larger mission and brand, that is a glaring indication that your organization is not as inclusive as you would like to profess, and diverse recruits notice it quickly. The article below by published by Tribe describes how branding is a key part of marketing, why cultural diversity among consumers cannot be overlooked, and how to make your brand do the multicultural marketing work for your organization. [Upload the pdf file] 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 39  Module 4B: Reading Job Evaluation Textbook: Chapter 4 - Designing an Inclusive Brand and Candidate Experience. The article asks the questions: Does your organization have a mission statement about DEI and workforce inclusion? If so, what message is it sending to each of the diverse communities in the talent pool? In other words, your brand is expressed in your marketing materials and your internal policies and practices from the applicants’ point of view. Everyone needs to be on the same page. If HR is championing DEI and managers are unevenly committed, this will come out in the recruitment efforts, which lowers effectiveness. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 40  Module 4C: Video Presentations 1. Taking Recruitment Practices to a New Level | Stefanie Stanislawski “Stefanie goes through some of her most recent research on how the workplace is changing, becoming something out of the ordinary, and how the recruitment process will be in the upcoming years. From technology to people, the best companies are starting to embrace the fact that “talent is their most important asset” and they’re just trying to figure out how to access and keep the best individuals by building smarter, unique and closer organizations with the use of analytics, top technology and top performers.” https://www.youtube.com/watch?v=DiaZsat2rwM 2. Job Descriptions and Diverse Recruiting | Skillsoft Outdated and overly complicated job descriptions could be hurting your talent recruitment. Job descriptions can unintentionally undermine your recruitment efforts due to being created from outdated templates and a lack of appreciation for their effectiveness as a recruitment tool. Is your job description too long? Are there too many unnecessary qualifications? These questions and more are covered in this short video. https://youtu.be/IWspq_1WFaM 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 41  MODULE 4 D: Discussion – Hiring Experience Discussion Board Exercise 1. Describe a diverse candidate’s hiring experience that either happened to you personally, you have heard about, or have witnessed it. The person you focus on can be a current employee, a potential recruit, or a controversial candidate. Avoid identifying the person. You may choose to identify yourself. 2. Consider what you have taken away from this experience and explain how you can use what was learned to avoid the pitfalls of recruiting diverse talent. or 3. If you are unable to come up with an experience, consider how not witnessing these types of events can affect your diversity recruitment efforts. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 42  MODULE 4 E: Application Assignment Assignment 1. Find a job description used in your organization or one that you have/or had in a job role. 2. List the competencies, qualifications, working conditions, and essential responsibilities for the job. 3. Next, using a diversity recruitment lens (from what you have learned so far), (a) list ideas about how the job description can be better due to what you have learned from the evaluation and (b) how to make it more inclusive. 4. Attach the job description for the instructor can refer to it while grading. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 43  MODULE 5 MODULE 5A: Writing Inclusive Job Descriptions Recruitment & Selection Bias Introduction The textbook does a good job of helping us understand the recruitment process and strategy, but it falls short of helping us consider how recruitment is challenged by hiring from a pool of diverse talent or the development of a diversity hiring strategy. We know from previous modules that cultural diversity recruitment requires looking at the different components of recruiting through different lenses. The different lenses through which diversity recruitment benefits include: Assessing the degree to which past recruitment practices are inclusive. Understanding what is needed to close the gap between the existing recruitment practices and what is needed to make them more inclusive. Approaching the marketing and interviewing techniques differently. Creating more inclusive selection techniques Preparing the organization for successful recruitment and retain diverse talent. Job Descriptions The job classification, responsibilities, title, etc. can make or break diversity recruitment efforts. If one goal is to create a more diverse organization to improve innovation, 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 44  customer service, productivity, etc., then each candidate you attempt to recruit needs to have a job description that includes the qualifications for the job role. This is not meant to suggest that the person’s difference is less important than the additional qualifications that they bring to the table. If a white male demonstrates an ability to work effectively in a culturally diverse organization, that additional competence or attribute may make that individual the most outstanding. If a person of color is an excellent candidate due to a good fit with the “traditional” job role requirements, that may not make the individual more attractive than someone who is fairly good in the traditional areas assessed but high in cultural competence. The job description needs to capture what is important. It should not be left to the individual recruiter’s personal weights for different things that are taken into account. Creating a weight for each attribute will take the guesswork out of the decision-making process. Types of Bias in the Decision Making Bias reduction is critical for creating high-impact job descriptions and interviewing. There are four types of bias that tend to undermine the best efforts to design, develop, and implement inclusive recruitment practices: Affinity or Like Me Bias: This type refers to the tendency to prefer people who are similar to us in terms of race, gender, age, etc. This happens even after painstaking efforts have been put into reducing bias in recruitment from application to just before the interview. It is common for non-bias recruitment practices to produce a shortage of candidates that includes considerable diversity (e.g., using a platform that puts applications through an artificial intelligence-driven selection process). Like Me Bias sabotages these costly selection solutions when the manager meets in person with the individual. The likelihood that bias will enter is very high. That is why it tends to lead to little improvement in diversity recruitment. Managers of course argue that in-person interviews are necessary to make certain that the person fits into the culture. That unfortunately is another barrier to success even though the spirit behind it is well-intentioned. Confirmation bias: This bias occurs when we pay greater attention to information that confirms pre-existing beliefs, thus essentially confirming stereotypes we hold. Our stereotypes about people who are different from us are pretty well established by the time we are in a position to interview someone for a job position. Trying to consciously control them without training is not that productive otherwise this course would not be needed. Stereotypes show up immediately upon meeting someone who is different from us. It also takes place unconsciously. Assuming that we can simply apply the golden rule is naïve at best. As admirable as it is as an ideal way of treating people, the assumption that by treating people the way you would likely to be treated is sufficient for overcoming bias does not consider that not 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 45  everyone is accustomed to how you practice equal treatment. Culture plays a role. Consider looking someone directly in their eyes during an interview to establish rapport and to assess how forthcoming they are. Some cultural groups view looking someone directly in the eyes while talking very differently (for more information see Making Eye Contact in Different Cultures: What are You Saying? - https://www.brighthubeducation.com/social-studies-help/9626-learning-about-eye- contact-in-other-cultures/ Links to an external site.). Conformity bias: This refers to being influenced by the opinions and behaviors of others, such as other colleagues on a hiring panel, in ways that result in going along with the most popular opinion rather than personal decisions. This happens to all of us in one instance or another. We don’t want to be the “odd person out”. The unfortunate consequence for diversity recruitment is that conformity can lead to excluding diverse candidates when most of the recruitment team members are from the same culture. It takes someone to push back in an effort to make certain that each candidate has the most opportunity for consideration. Broken Window Bias. This bias is based on a long-held theory about crime in poor neighborhoods. The idea is that broken windows in a neighborhood need to be fixed, graffiti needs to be removed, etc. in order to avoid provoking more crime. The assumption behind broken window bias is that when A exists, then B will likely happen, which creates more A. In diversity recruiting, the type of school a candidate attended, such as a historically black college, may lead to unfounded assumptions about a candidate’s abilities (i.e., black colleges are poor quality, therefore the graduates make poor quality candidates). Conclusion Cultural diversity recruitment necessarily requires finding new ways of practicing traditional selection and recruitment practices. The strategy is certainly an important difference, but the inclusive strategy is only as effective as the lenses through which the recruiter is operating from. Additional resource: “The Right Way to Incorporate Diversity Hiring Goals and Strategies.” https://www.ziprecruiter.com/blog/the-right-way-to-incorporate-diversity-hiring-goals- and-strategies/ 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 46  Module 5B: Reading Read Chapter 5, Writing Inclusive Job Descriptions. Developing practices aligned with policy, and providing effective tools for implementation reduce bias, hold people accountable, and consistently offer the message the organization wishes to convey to candidates. A job description is a tool that plays a critical role in communicating the messages that make the desired impression on candidates. This increases your chances of attracting the most talented among the candidate pool for the position being filled. The chapter provides insights into how to succeed in this effort. 70 Inclusive Language Principles That Will Make You a More Successful Recruiter Today’s job candidates demand workplace diversity, and research shows that employers still have work to do when it comes to meeting their expectations. In this article, learn how to take your diversity recruiting strategy from good to great: What is a diversity recruitment strategy? Why is a diversity recruitment strategy important? How to get started on creating or updating your strategy Define your diversity recruitment goals Identify who is accountable Obtain leadership buy-in Create and execute your action plan 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 47  Measure and report progress Identify and overcome barriers The above is based on a Yello.com article is located at: https://joinhandshake.com/blog/employers/70-inclusive-language-principles-that-will- make-you-a-more-successful-recruiter/ 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 48  Module 5 C: Videos Video #1: Your Words Matter To successfully identify and recruit a diverse candidate, you need to select and interview in ways that support inclusion. Your words matter and Kelly Kitagawa will explain why. In this episode, Kelly gives insight into inclusive and changing words, phrases, and pronouns and how they affect us. This video is part of her series called "Personal Politics," in which Kelly shares her insights on ideas that can make some change. Video #2: What is Inclusive Language? Dr. Jennifer Sandavol offers an overview of inclusive language and its complexity. The video also provides a strategy for getting started without feeling overwhelmed. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 49  Module 5D: Discussion Board Assignment Assignment Describe and discuss the similarities and differences between a general job description and an inclusive job description for attracting potential candidates. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 50  Module 5E: Application Assignment Conduct a web search for inclusive job description examples. After sharing each example, list the inclusive features that make each one a good model. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 51  MODULE 6 MODULE 6A: Cultural Diversity Hiring Sourcing Introduction The textbook helps us understand the recruitment process and approach. It does not include information about how to meet the challenges of hiring from a pool of diverse talent or how to develop a diversity hiring strategy. We know from previous modules that cultural diversity recruitment requires looking at the different components of recruiting through different lenses. A diversity recruitment approach has the following benefits: Assessment of the degree to which past recruitment practices are inclusive. An understanding of what is needed to close the gap between the existing recruitment practices and what is needed to make them more inclusive. Multicultural marketing and inclusive interviewing techniques. Creating more inclusive selection techniques Ensure that the organization is prepared for the retention challenges of successful recruitment. Using the right sourcing channels Job Descriptions The job classification, responsibilities, title, etc., can make or break diversity recruitment efforts. Suppose a goal is to create a more diverse organization to improve innovation, customer service, and productivity. In that case, each candidate you attempt to recruit must have a job description that includes the qualifications for the job. This is not meant to suggest that the person’s difference is less significant than the additional qualifications they bring to the table. If a white male demonstrates an ability to work effectively in a culturally diverse organization, that other competence or attribute may 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 52  make that individual the most outstanding. A HEG may be an excellent candidate based on the “traditional” job role requirements and less attractive than someone who marginally meets the traditional criteria but is high in inclusion competence. Robert Sternberg makes this point in his seminal book on social intelligence. The job description needs to capture what is essential. It should not be left to the individual recruiter’s personal “weights” for different things that must be taken into account in deciding who should be hired. Instead, they should be required to use a checklist that has built-in weight for each attribute. That removes the guesswork that results in uneven weights used across interviewers and interviewees. Types of Bias in the Decision Making Bias reduction is critical for creating high-impact job descriptions and interviewing. Four types of bias tend to undermine the best efforts to design, develop, and implement inclusive recruitment practices: Affinity or Like Me Bias: This type refers to the tendency to prefer people who are similar to us in terms of race, gender, age, etc. This happens even after painstaking efforts have been put into reducing bias in recruitment from application to just before the interview. It is common for non-bias recruitment practices to produce a shortage of candidates that includes considerable diversity (e.g., using a platform that puts applications through an artificial intelligence-driven selection process). Like Me Bias sabotages these costly selection solutions when the manager meets in person with the individual. The likelihood that bias will enter is very high. That is why it tends to lead to a slight improvement in diversity recruitment. Managers argue that in- person interviews are necessary to ensure that the person fits into the culture. That, unfortunately is another barrier to success even though the spirit behind it is well- intentioned. Confirmation bias: This bias occurs when we pay greater attention to information that confirms pre-existing beliefs, thus essentially confirming stereotypes we hold. Our stereotypes about people who are different from us are well established by the time we are in a position to interview someone for a job position. We are poor at identifying and being conscious of our stereotypes. Stereotypes show up immediately upon meeting someone different from us. It also takes place unconsciously. The assumption that we can rely on the Golden Rule to treat people inclusively is naïve at best. As admirable as it is as an ideal way of treating people, the assumption that treating people the way you would likely to be treated is sufficient for overcoming bias does not consider that not everyone is accustomed to how you practice equal treatment. Culture plays a role. Consider looking someone directly in their eyes during an interview to establish rapport and to assess how forthcoming they are. Some cultural groups view looking someone directly in the eyes while talking very differently (for more information, 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 53  see Making Eye Contact in Different Cultures: What are You Saying? - https://www.brighthubeducation.com/social-studies-help/9626-learning-about-eye- contact-in-other-cultures/ Links to an external site.). Conformity bias: This refers to being influenced by the opinions and behaviors of others, such as other colleagues on a hiring panel, in ways that result in going along with the most popular opinion rather than personal decisions. This happens to all of us in one instance or another. We don’t want to be the “odd person out.” The unfortunate consequence for diversity recruitment is that conformity can lead to excluding diverse candidates when most recruitment team members are from the same culture. It takes someone to push back in an effort to make sure that each candidate has the most opportunity for consideration. Broken Window Bias. This bias is based on a long-held theory about crime in poor neighborhoods. The idea is that broken windows in a neighborhood need to be fixed, graffiti needs to be removed, etc., to avoid provoking more crime. The assumption behind broken window bias is that when A exists, then B will likely happen, which creates more A. In diversity recruiting, the type of school a candidate attended, such as a historically black college, may lead to unfounded assumptions about a candidate’s abilities (i.e., black colleges are poor quality. Therefore, the graduates make poor quality candidates). Conclusion Unfortunately, you cannot control for bias due to the selection and screening processes utilized by hiring agencies. So, it is always a gamble to rely on contractors to hire for diversity. Few agencies prioritize diversity recruitment; even if they do, you will need to vet them by understanding their strategy and success outcomes. Cultural diversity recruitment requires new ways of practicing traditional selection and recruitment practices. The strategy is undoubtedly an important difference, but the inclusive strategy is only as effective as the lenses through which the recruiter is operating from. Additional resource: “The Right Way to Incorporate Diversity Hiring Goals and Strategies.” https://www.ziprecruiter.com/blog/the-right-way-to-incorporate-diversity-hiring-goals- and-strategies/ 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 54  Module 6B: How to Create a Strong Diversity Recruitment Strategy - Reading Read the following to prepare for the assignments: 1. How to Create a Strong Diversity Recruitment Strategy here - https://yello.co/blog/how-to-create-a-strong-diversity-recruiting- strategy/ Links to an external site. 2. Textbook – Chapter 6 – Diversity Sourcing 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 55  Module 6C: Misconceptions About Diversity Recruiting - Video https://youtu.be/gOpIjJff6gI “Wondering why your company is still not attracting diverse candidates despite your hard work? Perhaps it is your misconceptions about diversity recruiting and the hiring process. This week, I will discuss five common misconceptions recruiters often have when it comes to diversity and inclusion. So make sure to join me, your diversity recruiting coach, as I help you manage your diversity recruiting dilemmas”. Jennifer Tardy 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 56  Module 6D: Why Did Chris Get the Job? - Application Assignment This clip from the movie, Pursuit of Happiness, with Will Smith, demonstrates the What’s happening in this movie clip? After spending the night in jail, Chris (Will Smith) goes directly to his job interview. Despite his non-professional appearance, he impresses the interviewers. What’s the movie about? Chris Gardner (Will Smith) loses his life’s earnings. His wife leaves him, and he becomes a single parent to his son. To get back on his feet, he begins a life-changing professional career. Your assignment: 1. Watch the video 2. List the reasons Chris receives the interview and the job offer. 3. Why didn't he take the job offer? 4. Describe why you think his recruiter was upset about Chris not accepting the job immediately. 5. Describe what the recruiter could have done to increase the likelihood that Chris would accept the job without offering him a salary. 6. Describe what you learned about diversity recruitment after watching the video clip and reflecting on the materials covered so after in this course. 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 57  Module 7 Module 7 A: Minimizing Selection Bias Introduction Research studies demonstrate that we too often hire what we believe is “the best person for a job” role only to be disappointed about their actual job performance. The increased cultural diversity in the talent pool is not making it more accessible. This means our best efforts to recruit diverse talent will likely result in hiring underperformers. Interviews based on techniques for identifying what Smart and Street refer to as A Players, augmented by cultural competence, can improve results. You will learn in this lesson about the A Player interview approach and the cultural competence needed to support it in this module. Get Out of The Habit of Using Outdated, Ineffective Methods Stop passively witnessing how a potential recruit acts during the selection process. It has yet to work with the traditional pool of candidates and will certainly not work with diverse applicants. To avoid the pitfalls, use the five A Player interview techniques to spot the right diverse employee. The Four Interview Techniques 1. Screen interview 2. Who interview 3. Focused interview 4. Reference interview 5. Cultural Fit Interview (This was Added to the list) 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 58  Integrate Cultural Competence Assessment Into the Entire Interview Process Discuss the organization’s commitment to cultural diversity, inclusion, and equity with the applicant. Share the business case and inform them that questions related to it will be covered. How to incorporate cultural competence Listening skills Nonverbal behaviors Focus on the candidate’s experience in past job roles. (Believe their stories and understanding of any problems related to previous jobs. You have plenty of time to get more information from their references.) Ask yourself how well the person will fit into the organization after you have gathered all the other information. Cultural Fit Questions Remember that although a recruit’s cultural fit is important, it should not be weighed more than job role competence due to the potential for “like me” bias. To reduce bias, consider adding interview questions about valuing cultural diversity. Notice that Cultural Fit has been broadened to include an emphasis on workplace diversity—everyone, regardless of background, receives these questions. What makes you feel included in an organization? What are some of the most challenging things about working in a culturally diverse organization? What steps have you taken to meet this challenge? Our organization has (or is attempting to have) a diverse workforce (in terms of ethnicity, class, culture, language, sexual orientation, and disabilities). Can you tell us about your experience working with and serving such a diverse population? Please share an example demonstrating your respect for people and their differences; and how you’ve worked to understand others’ perspectives. What can go wrong when working on a team with people from different cultural backgrounds? What tools/techniques do you bring for promoting collaboration among underrepresented groups? What are your views about cultural diversity programs in organizations? Have you ever been actively involved in diversity programs? 350 Townsend Street, Ste 255 | San Francisco, CA. 94107 | 415.692.0121 | [email protected] 59  CULTURALLY COMPETENT CULTURAL FIT ASSESSMENT When assessing whether an applicant is open and committed to issues related to equity, inclusion, and diversity, a candidate should: Demonstrate an appreciation for equity, inclusion, and diversity concepts and cultural group identity. Demonstrate self-awareness in terms of understanding their own culture, identity, biases, prejudices, power, privilege, and stereotypes Demonstrate awareness of generational differences in work styles Demonstrates willingness to challenge and change organizational practices that present barriers to different groups Infuses equity, inclusion, and diversity concepts in response to questions not directly prompting