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Optimise your internal business recruitment process. Select the right talent using embedded diversity recruiting tools.
- 1. Recruitment Raise the Bar on & hire for diversity
- 2. Raising the bar on recruitment means new hires stay longer LinkedIn Global Recruiting Trends Report 2017
- 3. Raising the bar on recruitment means new hires are highly productive LinkedIn Global Recruiting Trends Report 2017
- 4. Raising the bar on recruitment means hiring faster without sacrificing quality LinkedIn Global Recruiting Trends Report 2017
- 6. Diversity’s Dividend A diverse workforce financially outperforms a homogenous workforce % more likely to outperform 15% 35% Gender- diverse companies Ethnically- diverse companies McKinsey (2015). Why Diversity Matters
- 7. Customer Orientation Access to Talent Innovation Company Reputation Employee Engagement & Loyalty Diversity’s OrganisationalPayoff
- 8. Apply 15% Screening (Resumé reviews +/- phone or video screening) 60% Interviewing 23% Hire 2% Outdated Processes Lowers the Recruitment Bar Time spent on steps in the hiring process iCMIS Time to Fill Fact Book 2017
- 9. Resumé Screening & Unstructured Interviews are Poor Selection Tools Ability to predict on the job performance - +F. L. Schmidt and J. E. Hunter (1998). The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin. Vol 124, No. 2 , 262- 274. Credentials found in Resumés
- 10. Resumés tell you about an applicants Credentials but NOT about their Capabilities to do the job Talent is out there but you can’t find it on a resumé
- 11. “I applied for 40 jobs in 9 minutes” Resumé spamming increases time to hire Talent is out there but you can’t find it on a resumé https://www.theguardian.com/world/australia-news-blog/2014/jul/29/i-applied-for-40-jobs-in-nine-minutes
- 12. Screening and Sifting Resumés injects Bias Identical resumés but named Jamal and Lakisha received 50% less call backs than those named Greg and Emily2 When evaluating resumés of male and identically qualified females, evaluators still rated males as more competent and employable1 Resumés from men who signaled “elite” interests like sailing and polo got the highest percentage of callbacks, while women who signaled “elite” status got the fewest callbacks despite otherwise identical resumés3 1. Corinne A. Moss- Racusin, John F. Dovidio, Victoria L. Brescoll, Mark J. Graham and Jo Handelsmana. Science faculty’s subtle gender biases favor male students. Proc Natl Acad Sci U S A. 2012 Oct 9; 109(41): 16474–16479. 2. Marianne Bertrand, Sendhil Mullainathan (2003). Are Emily and Greg More Employable than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination. American Economic Review, 2004, v94(4,Sep), 991- 1013. 3. Lauren A. Rivera and András Tilcsik (2016). Class Advantage, Commitment PenaltyThe Gendered Effect of Social Class Signals in an Elite Labor Market. American Sociological Review, vol 81, Issue 6, pp 1097- 1131.
- 13. Unstructured Interviews inject bias Groupthink This is where a group’s decision making is based on the desire to achieve harmony and conformity rather than making the best decision. This happens frequently during the interview process, so it’s important that all scoring is done immediately and independently by a diverse panel of interviewers. First Impression Bias We’re all influenced by how attractive someone is, how tall they are and by stigmas such as obesity, tattoos, race, gender and pregnancy. But these ‘impressions’ are just that. Determining job performance should focus on demonstrated capabilities not how capable they look. Different questions asked of different candidates Non standardised scoring No pre-set questions Insufficient panel diversity and independence
- 14. Top Selection Tools are Work Sample Tests & Structured Interviews Ability to predict on the job performance - +F. L. Schmidt and J. E. Hunter (1998). The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin. Vol 124, No. 2 , 262- 274.
- 16. Data Driven Hiring requires prior agreement of job selection criteria Eric Luis Uhlmann and Geoffrey L. Cohen (2005). Constructed Criteria. Redefining Merit to Justify Discrimination. Psychological Science. Vol 16, Number 6, pp 474-480 In this three part study involving gender- stereotypical jobs, if male applicants didn’t possess all the job skills required, the importance of these skills were down played. Women were not afforded this advantage. The authors found that committing to hiring criteria before disclosing the applicants gender eliminated this bias.
- 17. Anonymise candidate identity & credentials Pre-commit to screening criteria Work sample tests Structured interviewing Gold Standard Recruitment
- 19. A fresh tool for recruitment results
- 21. Using a link provided to the candidate this is an outline of what they might see- a welcome message and some useful information about the company. Research tells us that this is the information candidates like to know about any prospective employer. This company branded information could compliment your careers web page or be a substitute, if you haven’t already got one. What this does is help you attract candidates who want to work for a company like yours, ahead of the competition David G. Allen, Phillip C. Bryant, and James M. Vardaman (2010). Retaining Talent: Replacing Misconceptions With Evidence-Based Strategies. Academy of Management Perspectives, May pp48-64. Improve candidate experience and company reputation 1 Online applicant assessment 2 Automated screening 3. Score & rank candidates 4. Structured interviewing
- 22. a. Meeting essential job criteria? Yes⊕ orNo⊖ b. Work skill score 1 Online applicant assessment 2 Automated screening 3. Score & rank candidates 4. Structured interviewing Anonymised Applicants Score & rank candidates based on
- 25. Comparative judgement Avoid assigning arbitary scores. Instead compare answers and ask whose better. It removes personal bias and provides a much fairer judgment. 1 Online applicant assessment 2 Automated screening 3. Score & rank candidates 4. Structured interviewing
- 26. Structured interviewing app Questions have been pre set, accompanied by an answer guide. Comparative judgement is also applied. 1 Online applicant assessment 2 Automated screening 3. Score & rank candidates 4. Structured interviewing
- 27. Schedule, conduct, record and report interviews using your choice of mobile device (phone, tablet or laptop) to improve the interview capabilities of your team, immediately and consistently.
- 28. Interview scoring Interviewers assign candidate scores for each question and these are averaged to provide a final score. This scoring is done independently to avoid the negative influence of Groupthink 1 Online applicant assessment 2 Automated screening 3. Score & rank candidates 4. Structured interviewing
- 30. Reporting Functionality Track Diversity Ratio’s 8 1 4 2 6 12 Online Application(#20) ESC (+) & Skill Test (#10) Interviewed (#3) e.g. Car Sales Consultant