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Navigating the Path to Diversity in Hiring

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www.career.place
Navigating the Path to Diversity in Hiring
A step-by-step plan to achieving a diverse and inclusive hir...

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We all know
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Increases revenue
Promotes brand
Lowers liability
Increases innovat...

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Navigating the Path to Diversity in Hiring

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Like eating the proverbial elephant, successfully navigating the path to diversity requires a series of small
steps rather than a single leap. It is a journey that combines people, processes, and technology across a wide
range of topics, each with its own challenges and rewards.
During this session, we will explore the rich landscape of hiring and how to blaze a trail to an unbiased,
diverse program: from communication and candidate experience, to qualifications, candidate evaluations,
assessments, and finally candidate selection. We will define goals, tactics and techniques, along with insights
on how to effect change within your organizations.
Join us as we map a step-by-step path to a more diverse and inclusive hiring program.

Like eating the proverbial elephant, successfully navigating the path to diversity requires a series of small
steps rather than a single leap. It is a journey that combines people, processes, and technology across a wide
range of topics, each with its own challenges and rewards.
During this session, we will explore the rich landscape of hiring and how to blaze a trail to an unbiased,
diverse program: from communication and candidate experience, to qualifications, candidate evaluations,
assessments, and finally candidate selection. We will define goals, tactics and techniques, along with insights
on how to effect change within your organizations.
Join us as we map a step-by-step path to a more diverse and inclusive hiring program.

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Navigating the Path to Diversity in Hiring

  1. 1. 1 www.career.place Navigating the Path to Diversity in Hiring A step-by-step plan to achieving a diverse and inclusive hiring program Melissa Dobbins CEO, Founder: career.place mdobbins@career.place www.career.place
  2. 2. We all know Diversity & Inclusion is good for business Increases revenue Promotes brand Lowers liability Increases innovation Enables compliance Attracts talent Increases moralLowers attritionSaves money Promotes reputation Decreases mistakes Increases ratings Increases productivity
  3. 3. So why isn’t hiring more Diverse & inclusive?
  4. 4. 4 Common Corrective Actions… Training Affirmative Action Designated Positions Addressing symptoms Not the underlying problems
  5. 5. 5 To solve the problem we must… “We need more [demographic here] around here” “We need a fair, consistent hiring process” SHIFT mindset
  6. 6. 6 Navigating the path to diversity in hiring Defining the job Sourcing candidates Qualifying candidates Selection Offer Actionable Adoptable Effective Step-by-step
  7. 7. 7 Navigating the path to diversity in hiring Defining the job Sourcing candidates Qualifying candidates Selection Offer Sales Rep Hiring for Example
  8. 8. 8 Navigating the path to diversity in hiring Defining the job Sourcing candidates Qualifying candidates Selection Offer
  9. 9. 9 Defining the job When defining a job: • Be clear • Be descriptive • Be deliberate • Pre-define MUST HAVE requirements • Identify what it is to meet requirements Title Summary Requirements Culture
  10. 10. 10 Defining the job Tips for job title: • Use common language • Avoid biased language Title Summary Requirements Culture
  11. 11. 11 Defining the job Sales Ninja “What is biased language?” Salesman Sales Magician Junior Sales Rep “Aggressive go getter” “Fearless” What’s wrong? Sales Rep Example
  12. 12. 12 Defining the job Tips for job summary: • Use common language • Avoid biased language Title Summary Requirements Culture
  13. 13. 13 Defining the job - Summary “Looking for a go-getter marketing ninja that can tackle our digital program and take down our competition” Sales Rep Example Bad Good “Looking for a go-getter marketing ninja that can tackle our digital program and take down our competition”
  14. 14. 14 Defining the job - Summary Sales Rep Example Bad Good “Our sales reps engage with customers through phone, email, and chat, are extremely responsive, and consistently get some of the highest satisfaction scores in the industry” “Looking for a go-getter marketing ninja that can tackle our digital program and take down our competition” “Our sales reps engage with customers through phone, email, and chat, are extremely responsive, and consistently get some of the highest satisfaction scores in the industry”
  15. 15. 15 Defining the job - Summary Sales Rep Example Bad Good “Looking for an account manager who is passionate about making an impact on the environment and businesses through solar technologies. You don’t need to be a solar expert: you bring passion, we bring training” “Our sales reps engage with customers through phone, email, and chat, are extremely responsive, and consistently get some of the highest satisfaction scores in the industry” “Looking for a go-getter marketing ninja that can tackle our digital program and take down our competition” “Looking for an account manager who is passionate about making an impact on the environment and businesses through solar technologies. You don’t need to be a solar expert: you bring passion, we bring training”
  16. 16. 16 Defining the job - Summary Sales Rep Example Bad Good “Looking for a go-getter marketing ninja that can tackle our digital program and take down our competition” “Our sales reps engage with customers through phone, email, and chat, are extremely responsive, and consistently get some of the highest satisfaction scores in the industry” “Looking for an account manager who is passionate about making an impact on the environment and businesses through solar technologies. You don’t need to be a solar expert: you bring passion, we bring training”
  17. 17. 17 Defining the job Tips for job culture: • Stick to mission, values, experience • Don’t confuse culture with ‘parties’ • Avoid the ‘culture excuse’ Title Summary Requirements Culture
  18. 18. 18 Defining the job - Culture Culture is NOT… Check: are you using the ‘The beer test’ – I want to get a beer with you. A specific personality Check: when you describe the culture… do you believe it? Ideal version of truth Check: describing a bunch of ‘what’ without any ‘why’. Picnics, parties and ping- pong tables
  19. 19. 19 Defining the job – Culture Culture is… Why does the organization exist? Simple, concise, compelling Mission Values Org Experience What behaviors drives decisions? C-suite down: real, impactful, consistent How do we behave day-to-day? Universal, visible, celebrated
  20. 20. 20 Defining the job - Title “What is the culture excuse?” Sales Rep Example Hint: if not clearly articulated and tied to mission, values, and org experience… NOT a valid reason “The applicant is just not a good fit”
  21. 21. 21 Defining the job Tips for job reqs: • Clear & actionable • Realistic • Measurable/verifiable • Defendable • Is a MUST HAVE Title Summary Requirements Culture
  22. 22. 22 Defining the job - Requirements • Clear • Measurable • Realistic • Defendable • MUST have Check: can a reader describe the job back to you? Check: how do you prove someone meets the requirement? Check: can you point to someone who meets them all? Check: can you explain clearly why it is a requirement? Check: can someone be successful in the job without it? Sales Rep Example Comfortable with customer tracking systems Proficient at professional emails Proficient at cold calling Diligent with follow-up Respectful & engaging communication style Can drive decisions
  23. 23. 23 Navigating the path to diversity in hiring Defining the job Sourcing candidates Qualifying candidates Selection Offer
  24. 24. 24 Sourcing candidates Where do you source your active candidates? 1. Common Job Boards 2. Specialty Job Boards 3. Universities / Colleges 4. Advocacy Organizations 5. Community Outreach
  25. 25. 25 Sourcing candidates When identifying passive candidates consider: 1. Where you are looking 2. Complementary experience / skills 3. Potential vs. box checking 4. The ‘mirror effect’ 5. Title inflation
  26. 26. 26 Navigating the path to diversity in hiring Defining the job Sourcing candidates Qualifying candidates Selection Offer
  27. 27. 27 Qualifying Candidates Minimum Requirements Fit for tasks Fit for culture Cannot do the job without them Evaluate approach Use job related questions Evaluate values Soft Skills / Traits Traits required for success If possible, use assessments candidates Candidate qualification funnel Qualified candidates
  28. 28. 28 Qualifying Candidates • Clear • Measurable • Realistic • Defendable • MUST have Check: can a reader describe the job back to you? Check: how do you prove someone meets the requirement? Check: can you point to someone who meets them all? Check: can you explain clearly why it is a requirement? Check: can someone be successful in the job without it? Minimum Requirements
  29. 29. 29 Qualifying Candidates • Clear • Measurable • Realistic • Defendable • MUST have Check: can a reader describe the job back to you? Check: how do you prove someone meets the requirement? Check: can you point to someone who meets them all? Check: can you explain clearly why it is a requirement? Check: can someone be successful in the job without it? Minimum Requirements Sales Rep Example Requirement: Four year degree in sales, marketing, or equivalent     
  30. 30. 30 Qualifying Candidates • Clear • Measurable • Realistic • Defendable • MUST have Check: can a reader describe the job back to you? Check: how do you prove someone meets the requirement? Check: can you point to someone who meets them all? Check: can you explain clearly why it is a requirement? Check: can someone be successful in the job without it? Minimum Requirements Inside sales Example Requirement: Comfortable at cold calling     
  31. 31. 31 Qualifying Candidates • Predictive • Accurate • Fair • Accessible Check: is there data correlating the trait to success for that job? Check: is the measurement method (assessments) validated? Check: has minimal unnecessary adverse impact? Check: are qualified applicants able to take it? Soft skills / traits
  32. 32. 32 Qualifying Candidates Fit for tasks - Scenarios • Clear • Measurable • Applicable Check: Will the applicant understand what you want? Check: How do you measure results consistently? Check: Does it represent a real task / challenge faced in role?
  33. 33. 33 Qualifying Candidates Fit for tasks - Scenarios • Clear • Measurable • Applicable Check: Will the applicant understand what you want? Check: How do you measure results consistently? Check: Does it represent a real task / challenge faced in role?    Inside sales Example Scenario: Measuring cold- calling ability Question: How do you conduct a cold call?
  34. 34. 34 Qualifying Candidates Fit for tasks - Scenarios • Clear • Measurable • Applicable Check: Will the applicant understand what you want? Check: How do you measure results consistently? Check: Does it represent a real task / challenge faced in role? Inside sales Example Scenario: Measuring cold- calling ability    Question: A prospect says: “Your product sounds great, but that is not a priority” How do you respond?
  35. 35. 35 Qualifying Candidates Fit for culture - Values • Insightful • Measurable • Applicable Check: Will you get what you want to hear or need to hear? Check: how do you measure results consistently? Check: Does it represent the real culture of the company/team?
  36. 36. 36 Qualifying Candidates Culture is NOT…Culture is… Mission Values Org Experience
  37. 37. 37 Qualifying Candidates Fit for culture - Values • Insightful • Measurable • Applicable Check: Will you get what you want to hear or need to hear? Check: How do you measure results consistently? Check: Does it represent the real culture of the company/team? Inside sales Example Scenario: “No jerks allowed” Question: How do you get along with people?   
  38. 38. 38 Qualifying Candidates Fit for culture - Values • Insightful • Measurable • Applicable Check: Will you get what you want to hear or need to hear? Check: How do you measure results consistently? Check: Does it represent the real culture of the company/team?    Inside sales Example Scenario: “No jerks allowed” Question: Tell me about a time where something funny happened within a professional setting?
  39. 39. 39 Navigating the path to diversity in hiring Defining the job Sourcing candidates Qualifying candidates Selection Offer
  40. 40. 40 Selection Minimum Requirements Fit for tasks Fit for culture Cannot do the job without them Evaluate approach Use job related questions Evaluate values Soft Skills / Traits Traits required for success If possible, use assessments Best when candidates are anonymous Candidate qualification funnel
  41. 41. 41 Selection Why Anonymous? 1. Enforces compliance 2. Reduces bias 3. Promotes objective decisions 4. Allows true comparisons 5. Avoids ‘mirror effect’ or ‘beer test’
  42. 42. 42 Navigating the path to diversity in hiring Defining the job Sourcing candidates Qualifying candidates Selection Offer Bonus Tips: • Salary check at beginning of process (include all benefits) • Document benefits up front • Use pay bands for fair pay
  43. 43. 43 Melissa Dobbins mdobbins@career.place www.career.place Thank YouWant to learn more about this or other hiring topics? We have so much more…. we would love to share • These slides • Whitepaper: Anatomy of a Great Job Description • Whitepaper: The Art of Selecting Assessments • Weekly tips for inclusive hiring • Weekly newsletter full of actionable insights • And more… Join us in removing bias one hire at a time

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