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.

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. 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. So why isn’t
hiring more
Diverse & inclusive?

4. 4
Common Corrective Actions…
Training Affirmative Action Designated Positions
Addressing symptoms
Not the underlying problems

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
Navigating the path to diversity in hiring
Defining the job
Sourcing candidates
Qualifying
candidates
Selection
Offer
Actionable
Adoptable
Effective
Step-by-step

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
Navigating the path to diversity in hiring
Defining the job
Sourcing candidates
Qualifying
candidates
Selection
Offer

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
Defining the job
Tips for job title:
• Use common language
• Avoid biased language
Title
Summary
Requirements
Culture

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
Defining the job
Tips for job summary:
• Use common language
• Avoid biased language
Title
Summary
Requirements
Culture

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
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”

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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
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
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
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
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
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
Defining the job
Tips for job reqs:
• Clear & actionable
• Realistic
• Measurable/verifiable
• Defendable
• Is a MUST HAVE
Title
Summary
Requirements
Culture

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
Navigating the path to diversity in hiring
Defining the job
Sourcing candidates
Qualifying
candidates
Selection
Offer

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
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
Navigating the path to diversity in hiring
Defining the job
Sourcing candidates
Qualifying
candidates
Selection
Offer

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
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
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
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
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
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
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
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
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
Qualifying Candidates
Culture is NOT…Culture is…
Mission
Values
Org Experience

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
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
Navigating the path to diversity in hiring
Defining the job
Sourcing candidates
Qualifying
candidates
Selection
Offer

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
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
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
Melissa Dobbins
mdobbins@career.place
www.career.place
Thank YouWant to learn more about this or
other hiring topics?
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• These slides
• Whitepaper: Anatomy of a Great Job Description
• Whitepaper: The Art of Selecting Assessments
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• And more…
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