Integrate Diversity into Recruiting, Interviewing and Hiring

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Product Description

This book guides employers through a process to identify and eliminate barriers for diverse applicants and create inclusive recruitment, interviewing and hiring practices. Quizzes are included to test the reader’s learning

Based on research

The information in this book is based on Lila Kelly’s research and experience in this area for over 20 years. Her research included interviewing more than 70 people of diverse backgrounds on a formal basis (and many more on an informal basis) to capture their perspectives as applicants experiencing the employee selection process. Included are perspectives from people of different ethnicities, people with disabilities, people of different sizes, and people who are gay, lesbian, and transgender. Her research encompasses all industries and a broad range of professions, including CEO, computer engineer, doctor, lawyer, receptionist, HR professional, school teacher, customer service representative, department manager, and more. All quotes and stories in this book are from real people and situations gathered from the author’s firsthand research and experience.

This book examines the practices and styles of individual interviewers as well as the processes and systems within an organization. The goal to develop individual and organizational cultural competencies.

It includes four Parts.

PART ONE identifies barriers to inclusive recruitment, interviewing and hiring. It describes how bias and interviewing skills affect the employee selection process and can create barriers for diverse applicants within an organization and an interview team. From highly sought after diverse applicants’ perspectives, it identifies the motivation behind their rejecting job offers from organizations.

PART TWO describes cultural competencies needed for interviewing and hiring from a diverse applicant pool. It closely examines cross-cultural dynamics and the manifestation of bias and cultural misunderstandings in the employment interview and hiring process. From diverse applicants’ sharing their experiences, readers will gain deeper insights into what bias actually looks like.

PART THREE addresses diversity in the hiring process at a more technical level. It integrates diversity and inclusion into commonly-asked interview questions, the interviewer’s style, and the structure of the interview process. Addressing diversity during the hiring process, whether it is mentioned by the applicant or the interviewer, is discussed in detail.

PART FOUR focus on organizational diversity and inclusion related to recruitment, interviewing and hiring.  It will help you assess where your organization is on an organizational cultural competency spectrum. It discusses strategies and initiatives at the organizational level involving recruitment, internet application systems, interviewing and hiring practices, written documentation, and employee retention.

Testimonial

“From cultural competencies to overcoming bias to interviewing skills, Ms. Kelly’s book is a valuable resource that no one involved in the recruitment, diversity, EEO/AA compliance, or HR functions can afford to pass up.”
– Sondra Theiderman, Ph.D. Speaker, Trainer, Author, Bias Reduction and Workplace Inclusion

Additional Testimonials

Contents

Integrate diversity into recruiting, interviewing and hiring

PART ONE: IDENTIFYING BARRIERS TO INCLUSIVE RECRUITMENT, INTERVIEWING AND HIRING

CHAPTER 1: DEFINING BIAS AND SKILLS IN RECRUITMENT AND INTERVIEWING

Bias in Recruitment and Interviewing

  • The “Similar to Me” Effect
  • The “Halo” Effect
  • Recent Accounts of Bias
  • Applicants’ Perspectives on Identifying Bias

Interviewing as a Skill

  • Descriptions of Interview Skills (A Skilled Interviewer; An Unskilled Interviewer;A Skilled Interviewee; An Unskilled Interviewee)
  • Examples of Skilled and Unskilled Interviewees (Applicants) (Unskilled Interviewee; Unskilled Interviewee from an Interviewer’s Perspective; Overly-Skilled Interviewee from an Interviewer’s Perspective)
  • Examples of Skilled and Unskilled Interviewers (Skilled Interviewer; Unskilled Interviewer; Unskilled Interviewer from an Applicant’s Perspective)

CHAPTER 2: IDENTIFYING BARRIERS IN THE RECRUITMENT PROCESS

Barriers in Networking/Employee Referrals

Barriers in the Internet Application Process

  • Impression of Having Enough Applications
  • Access Is NOT Equal
  • Using an Applicant Tracking System (ATS) as a Screening Tool
  • Application Deadline

Attitudes Surrounding Affirmative Action

CHAPTER 3: IDENTIFYING BARRIERS IN THE INTERVIEW AND HIRING PROCESS

Cultural Differences as a Barrier

  • Interviewer Perspective on Cultural Differences as a Barrier
  • Applicants’ Perspectives on Cultural Differences as a Barrier

Interviewer Bias as a Barrier

  • Examples of Interviewer Bias

Bias on an Interview Team as a Barrier

  • Hidden Bias on an Interview Team

CHAPTER 4: IDENTIFYING BARRIERS TO DIVERSE APPLICANTS ACCEPTING THE JOB OFFER

Applicant’s Comfort Level with a Potential Employer

  • Mistakes Interviewers Make that Cause Them to Lose Diverse Applicants: (Assumptions Based on Lack of Knowledge and Understanding; Over-Selling the Position or Hiring a “Token” Employee)

Interviewer’s Discomfort with Diversity

  • Disclosure of Personal Information as a Source of Interviewers’ Discomfort (Interviewer’s Perspective; Applicants’ Perspectives)
  • Identifying Causes of Interviewers’ Discomfort

PART ONE QUIZ

 

PART TWO: UNDERSTANDING DIVERSITY AND CULTURAL COMPETENCIES FOR INTERVIEWING AND HIRING

CHAPTER 5: DEFINING CULTURE COMPETENCIES FOR INTERVIEWERS

Descriptions of Cultural Competencies for Individual Interviewers

  • A Culturally Competent Interviewer
  • A Non-Culturally Competent Interviewer

Examples of Non-Culturally Competent Interviewers

  • A Non-Culturally Competent Interviewer
  • A Non-Culturally Competent Interviewer from an Applicant’s Perspective
  • An Unskilled, Non-Culturally Competent Interviewer from an Unskilled Applicant’s Perspective

Process for Developing Cultural Competencies for Individual Interviewers

  • Awareness of One’s Own Diversity, Level of Cultural Understanding, and Bias
  • Knowledge of Differences and Similarities between Individuals and among Groups
  • Skills to Manage Bias and Communicate Effectively Cross-Culturally

CHAPTER 6: DYNAMICS OF DIVERSITY IN EMPLOYMENT INTERVIEWING

Diversity and the First Impression

  • The Greeting (Interviewers’ Perspectives; Diverse Applicants’ Perspectives; The Hand Shake)

Interviewers’ Expectations and Cultural Misunderstandings

  • Common Expectations, Cultural Misunderstandings, and Cultural Realities (Have Direct Eye Contact; Discuss Strengths and Accomplishments; Ask Questions; Be Prepared for the Interview)
  • Interviewers’ Lowered Expectations Based on Applicants’ Characteristics

CHAPTER 7: UNDERSTANDING APPLICANTS’ EXPERIENCES OF BIAS AND CULTURAL MISUNDERSTANDING

Disability Perspectives

Gay, Lesbian, and Transgender Perspectives

Racial and Ethnic Perspectives

  • African American
  • American Indian
  • Asian American
  • Latino
  • Middle Eastern
  • European American: Blonde Hair and Blue Eyes

Perspectives on Personal Size

Culture Clash and Walking in Two Worlds

  • American Indian Perspectives
  • Latino Perspectives
  • African American Perspectives
  • Asian American Perspectives
  • More Perspectives on Walking in Two Worlds

Understanding White Privilege

CHAPTER 8: SPOKEN ENGLISH AND PROPER TERMINOLOGY

Accents and Dialects

Terminology

  • Gay, Lesbian, and Transgender Perspectives
  • Disability Perspectives
  • Racial and Ethnic Perspectives
  • Tips for Learning the Use of Proper Terminology

When English Is Not the Primary Language

  • Diverse Perspectives on Language
  • Tips for Interviewing Applicants Whose Primary Language is Not English

CHAPTER 9: ELIMINATING BARRIERS TO INCLUSIVE INTERVIEWING AND HIRING

Disability Perspectives

Gay and Lesbian Perspectives

Racial and Ethnic Perspectives

Refrain from Placing the Onus on the Applicant

Be Open with Information about Your Organization

Refrain from Categorizing People

Learn about Other Cultures and Individuals

PART TWO QUIZ

 

PART THREE: INTEGRATING DIVERSITY INTO THE EMPLOYMENT INTERVIEW PROCESS

CHAPTER 10: INTERVIEWER’S STYLE AND STRUCTURE OF THE INTERVIEW PROCESS

Integrating Diversity into the Interviewer’s Style

  • Showing Interest in the Applicant
  • Using a List of Interview Questions (Remain Focused on the Job Requirements)
  • Being Consistent with All Applicants

Integrating Diversity into the Structure of the Interview Process

  • Organization and Communication of the Interview Process
  • Interview Format (Take Notes During the Interview, Rate Applicants’ Responses)

CHAPTER 11: INTEGRATING DIVERSITY INTO EMPLOYMENT INTERVIEW QUESTIONS

Commonly Asked Interview Questions with Alternative Approaches

  • What is your biggest weakness?
  • What are your strengths?/ What was your biggest accomplishment?/ What are you the most proud of in your work history?/ Why should we hire you for this job?
  • Why did you leave your last job?
  • Where would you like to be in your career five years from now?
  • Describe a time when…and what was the outcome?

Developing Structured Interview Questions

  • Sample Job Duties for a Supervisor Position
  • ­List of Commonly Asked Interview Questions
  • ­Example of Structured and Inclusive Interview Questions

Asking about the Applicant’s Experience with Diversity

  • Past Experience in Diverse Settings: Quality versus Quantity
  • Sample Questions to Ask about Experience with Diversity

CHAPTER 12: “ILLEGAL” QUESTIONS AND OTHER POTENTIAL PROBLEM AREAS TO AVOID

Protected Classes by Law

  • The Exception: Bona Fide Occupational Qualification (BFOQ)
  • Hiring Manager Versus HR Generalist Perspectives

Examples of “Illegal” or Culturally-Sensitive Interview Questions

  • Appropriate and Inappropriate Wording for Legally-Sensitive Questions
  • When Another Interviewer Asks an Inappropriate Question

Other Potential Problem Areas when Asking Interview Questions

  • Innocent Questions that Could Result in an Uncomfortable and Perhaps

Legally-Sensitive Situation

  • Questions that Can Make Applicants Feel They Need to Lie

CHAPTER 13: DISCUSSING DIVERSITY DURING THE INTERVIEW

Diverse Applicants’ Perspectives on Addressing Diversity during the Interview

  • Yes, Address Diversity
  • No, Do Not Address Diversity, Unless. . . .

Questions Applicants Have about Diversity

  • Why and How Applicants Ask about Sensitive Issues
  • Diversity Related Questions Applicants Might Ask

Appropriate and Inappropriate Approaches to Addressing Diversity

  • If, When, and How to Address Diversity (Interviewer’ Perspectives; Applicants’ Perspectives)
  • Potential Pitfall when Addressing Diversity

PART THREE QUIZ

 

PART FOUR: ORGANIZATIONAL CULTURAL COMPETENCIES AND STRATEGIES FOR INCLUSION

CHAPTER 14: DEFINING ORGANIZATIONAL CULTURAL COMPETENCIES FOR EMPLOYEE SELECTION

Organization Cultural Competencies Spectrum

  • Cultural Destructiveness to Cultural Incapacity
  • Cultural Blindness to Cultural Pre-Competence
  • Cultural Competence to Cultural Proficiency

Diverse Perspectives on Stages of Organizational Cultural Competencies

  • Diverse Perspectives of Cultural Destructiveness and Cultural Incapacity
  • Diverse Perspectives of Cultural Blindness and Cultural Pre-Competence
  • Diverse Perspectives of Cultural Competence to Cultural Proficiency

CHAPTER 15: Strategies and Suggestions for Developing Organizational

Cultural Competencies

A Strategic Approach to Developing Organizational Cultural Competencies for Employee Selection

  • Placing an Organization on the Organizational Cultural Competencies Spectrum

Suggestions and Strategies for Inclusive Practices

  • Basic Organizational Level (Suggestions for Administrators and Managers; Diverse Applicants’ Perspectives)
  • Recruitment Process (Suggestions for Inclusive Recruitment; Diverse Applicants’ Perspectives)
  • Internet Application Process (Suggestions for Using an Applicant Tracking System (ATS) as a Recruitment Tool; Diverse Applicants’ Perspectives)
  • Interview and Hiring Process (Suggestions for Inclusive Interviewing and Hiring; Diverse Applicants’ Perspectives)
  • Interview Teams (Suggestions for Inclusive Interview Teams; Diverse Applicants’ Perspectives)
  • Written Documents (Suggestions for Inclusive Written Documents; Diverse Applicants’ Perspectives)
  • Link to Retention (Diverse Applicants’ Perspectives)

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