Let’s take a look at your potential workforce: 69% of millennials and Gen Z-ers say they would be much more likely to work for an employer for more than five years if it had a diverse workforce. Recruitment is a two-way process, and interviewers are evaluating you as much as you are evaluating them. As we say in the RW3 CultureWizard Inclusive Hiring Course, “Your job is to hire the right candidate from the enormously diverse talent pool of today.” The Inclusive Hiring Course guides you on how to do this successfully by taking candidates’ needs into consideration throughout all aspects of the hiring process.
Here are ways we can adjust the recruitment process to be more accessible:
Sourcing Candidates:
- Choose your words wisely when crafting the job description.
Avoid language that leaves room for misunderstanding, such as industry or company-specific jargon or gendered language. Make it clear that your organization welcomes a conversation with a potential candidate for how to make the interview process more accessible to them, such as: “If you have a disability and need assistance and/or accommodation with applying for a job, please contact Human Resources.”
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Examine your expectations for the job requirements and experience.
Focus on candidates’ accomplishments rather than their work history. Gaps in work experience could be indications of medical or family leave, and do not reflect a candidate’s ability or commitment. Be reflective if your entry-level position really requires 5 years of experience or a university degree, or if the necessary skills can be acquired by doing the job.
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Let candidates know about your organization’s policies that promote an inclusive workplace.
Do you have domestic partnership, transgender-inclusive coverage, or generous parental benefits? Perhaps your hybrid office includes a physical space that’s inclusive of people with sensory sensitivities, has gender-neutral restrooms, or ADA-compliant spaces to allow people in wheelchairs to move comfortably. Provide a list of the Employee Resource Groups offered, and mention if your department or company regularly hosts conversations led by diverse voices and perspectives.
Preparing for the Interview:
- Prepare a diverse panel of colleagues for your interview.
This can mitigate several forms of bias, by allowing a larger representation of perspectives for how the interviews went and of the candidates themselves. There is also no clearer indication of company culture for a prospective employee than being interviewed by people who are also from historically underrepresented or underserved communities.
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Think about the accessibility of your interview location.
Whether in-person or virtual, check that the room is well-lit with no flickering lights, and that the candidates can clearly see your full face for lip-reading. Communicate to the candidate beforehand how many people will be on the panel and how long the interview will take.
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Give the candidate a reasonable amount of information in advance.
Logistical details given in advance can make all the difference for candidates with neurodivergence or disabilities. If the interview is in person, give clear directions to the office and the location of accessible entrances and parking.
- Select your questions thoughtfully, and then ask all candidates the same questions.
Make a list of agreed-upon questions for the interview panel with the aim of removing questions that lead to or exacerbate bias.
During the interview:
- Allow for reasonable adjustments during the interview.
Allow the candidate sufficient time to answer. Remember that a few extra moments of silence and maintaining eye contact do not reflect the candidate’s ability to do the job.
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Prioritize easing the pressure of interviewing.
Interviews can make anyone very nervous. Recognize that neurodiverse candidates may not be comfortable holding eye contact, smiling, or shaking hands. Body language that may seem obvious to one person may not translate the same way. It is important to recognize that a person’s perceived performance in a stressful interview setting is not necessarily reflective of their ability to do a job.
After the interview:
- Lastly, don’t forget about people after the interview.
Keeping a diverse talent pool on file. If someone wasn’t selected for a particular job but who you recognize has skills and perspectives that would be welcome at your organization, keep their information in a file in case a position opens up.
With resources like the RW3 CultureWizard Inclusive Hiring Course to keep you mindful and accountable, you can approach the process with an awareness of accessibility needs for your next talented team member.
Want to see the Inclusive Hiring Course in action? Schedule a call with our consultants.
