Description
Establish a valuebased process, execute the process in an impartial way, and identify areas for improvement.As companies endeavor to build workforces that reflect the communities they serve, they often meet practical challenges when trying to achieve this result. This topic assists the managers and teams responsible for creating and conducting employee selection processes ensure that their procedures are as equitable and free of inadvertent bias as possible. The material will discuss methods for establishing a valuebased process, executing the process in an impartial way, and reviewing and identifying areas for improvement. Discrimination during the hiring process could be extremely costly for a company and could lead to fines, litigation costs, and bad publicity. Acquiring the right talent is the most important key to growth and is an investment that pays for itself.
Date: 2019-08-02 Start Time: End Time:
Learning Objectives
Embrace Diversity From the Get-Go
• Begin the Hiring Process With an Eye Towards Diversity and Inclusion. Promote It at All Levels in the Workplace and Make It a Company Value
• Articulate the Screening/Hiring Criteria, Supervisors and Search Team Members Should Work Together to Develop Criteria That Support the Mission and Values of the Organization but Are Also in Direct Alignment With the Purpose and Essential Duties of the Position
• Identify the Skills Needed to Get the Job Done. Outline Them in Posting for the Position
• Avoid the Risk of Unintentional Bias From Establishing Minimum Qualifications That Are Unnecessarily Rigid and Exclusive, Potentially Creating Disparate Impact to Minorities, People of Color and Other Underrepresented Groups; Thinking and Writing From the Privileged or Dominant Perspective Only; Focusing Too Closely on Tasks and Qualifications, Expecting the Qualifications to Screen the Pool Rather Than the Search Team
• Commit to Hiring the Best Talent Possible Every Time
Develop Structured Interview Process
• Human Bias Is Inevitable in the Interview Process, but Can Be Reduced. Interviewers Should Ask Candidates the Same Set of Questions. While Follow-up May Vary Based on Candidate’s Responses Initial Questions Should Be the Same and Written to Assess the Applicants Ability in General Areas
• Have a Diverse Panel of Employees or Managers. This Secures Multiple, Different Opinions on Each Applicant and Holds Interviewers Accountable
• Use a Hiring Scorecard
• Identify Disqualification Reasons Why a Particular Candidate Wasn’t Hired to Ensure the Process Is EEOC- Compliant
• Once You Have Developed Your Process, Use It Consistently
Self-Audit Your Process
• Continue to Review and Improve the Process
• Collect Candidate and Internal Feedback Systemize Feedback Using Surveys and Questionnaires to Measure the Candidate’s Experience
• Continue to Ensure That Individuals Involved in the Selection Process Are Trained
Rudi Julius-Robinson Brog Leinwand Greene Genovese & Gluck P.C., Stephania C. Sanon – Ellenoff Grossman & Schole
