By Koshiki Tanaka

How you approach your hiring process can reveal a lot about your values on equity, diversity and inclusion. Ensuring that the hiring process is values-aligned lays the foundation to cultivate trust and safe(r) spaces* when attracting and retaining talent.

*We use the language ‘safer’ as opposed to ‘safe’ in acknowledging that ‘safe’ can be subjective to one’s individual experience. Due to varying lived experiences, we can’t guarantee that a space will always be safe for everyone. We can however commit to creating safer spaces, as there are tangible steps and actions that can be taken to make a space safer.

1. We examine the whole process from multiple angles

In order for us to get a comprehensive understanding of how people are recruited and hired, we examine the entire process from start to finish. A common reason why organizations may struggle to attract and retain diverse talent is because of unconscious bias and other barriers that favour the status quo. The most frequently cited place for unconscious bias to come up is during interviews, but the “behind-the-scenes” processes can also be filled with things that go unchecked. This can include the pre-interview processes such as where the posting is made, candidate screening and selection as well as the hiring committee formation process. The results can be failing to attract diverse and qualified candidates as well as losing them at other stages in the hiring process.

When reviewing the hiring process in its entirety, we are able to get a sense of common themes that are emerging. Examples of common biases include:

• Gendered language being used throughout

• Descriptions that are vague and/or subjective

• Asking for qualifications that are not needed for the position

We aim for clear and actionable recommendations with tools to support you beyond our collaboration. You will be able to continue to assess potential barriers and disrupt unconscious bias that might arise from a hiring process in the future.

If you’re interested in a hiring process review but are unsure about committing to the whole process, job description reviews are a great entry point. The amount of job descriptions reviewed depends on the needs of the organizations. We have clients who request a review of a posting that is going live shortly or a review of a number of previous postings to get a better sense of some common themes we pick up on. By starting off with a job description review, we can give you an idea on what recommendations may be made to the entire hiring process. The advice is immediately actionable while also making an excellent foundation to build on later.

A holistic lens is integral to how we carry out these reviews. We know that an overhaul of the hiring process takes time and trial. We bring multiple perspectives to help your organization realize intentional and impactful change. There is a lot of advice and practices out there on the hiring process such as “weeding out the C players” or not hiring those who have been incarcerated. These common refrains reveal how the hiring process can quickly dehumanize candidates and become detached from organizational values based on equity and inclusion.

2. Reviewing informal procedures is just as important

We are curious about everything that plays a role in the hiring process. This often includes unofficial processes that happen, but are not always codified. Unofficial processes may have found their way into your hiring process to facilitate ease for the internal team or to quicken the pace for getting someone in the role. Sometimes, it may not even be clear when something informal crept its way into the process and yet the status quo remains. Including these in our review allows your organization to reevaluate what values are being put into practice, as well as assess their impacts to the hiring process. With this you will be able to know with confidence that processes are aligned with accessibility, equity and inclusivity where possible.

Let’s walk through an example we frequently see. It may be typical for the hiring committee to be someone from HR and the new hire’s immediate supervisor. While there may not be obvious red-flags there, what may come up is that this make-up does not capture the diversity of perspectives that need to be in the room. It may be recommended to have more perspectives in the room at this stage of the process to better capture new insights and help the candidate understand the role in new ways. This could include those who are not in leadership but would be frequently working with the potential hire on the team. Those who are currently doing the same position or similar position may have valuable perspectives to offer in the candidate selection. Codifying an unofficial process like this not only strengthens your hiring process, it also extends the impact to the wider team.

Informal processes are often added into the process because they make sense to do. Codifying these can also improve the efficiency of the hiring process. The hiring process can be revealing to candidates on how the organization operates. Codifying processes that improve efficiency and are logical is a green flag to many candidates. It is also crucial in cultivating trust and a safe(r) space when it comes down to the selected candidate accepting the job offer. There are a lot of people rightfully carrying mistrust and have had many negative experiences from past workplaces. This is something important to consider especially when trying to encourage marginalized people to apply for positions at your organization. Marginalized people are at a greater risk of experiencing discrimination, harassment and bullying including microaggressions and gaslighting. Showing these candidates that you are an organization that looks at all processes to actively mitigate barriers and disrupt unconscious bias is an important step in building trust!

If unofficial processes are found to be aligned with values of accessible, equitable and inclusive, then codifying it will protect it from being lost if those who are aware of it cease to be part of the hiring team. Sometimes there may be hesitation on codifying or writing down an unofficial process. We encourage our clients to approach hiring processes as living documents that require regular review to measure their impacts and effectiveness. From this perspective, we can help alleviate the pressure to have a perfectly finished process.

3. Findings can be transformative beyond the hiring process

Like every service we offer, the learnings of the hiring process review are not meant to be kept in isolation. The hiring process is one part of how your organization operates and how values are transformed into action. It’s crucial that these learnings are applied throughout the organization. Attracting diverse candidates is supported by structures and culture of inclusivity that will allow them to thrive in your organization long term. Sometimes it is easy to forget that candidates are considering how your organization will fit them just as much as hiring managers are wondering how they will fit the organization.

If your job descriptions are already using gender neutral terms and only specifying the required qualifications, this might be a green flag for a potential candidate. If that candidate were to be hired and the internal culture did not reflect what was shown in the hiring process, it may create confusion and mistrust. Over time, this may lead to decreased retention. Disconnection from the expectations outlined in the hiring process once onboarding happens may also plant seeds of doubt for new employees as they acclimate to your organization. For example, it may be that a Master’s degree was not a requirement for the position but it may come out later that only those Master’s degree holders are promoted within the year they are hired. Without considering the total experience of employees and taking time to critically review data, these issues can fester.

The recommendations from the hiring process review captures just another way of understanding how barriers are created for marginalized persons and how they might show up in a structure that maintains the status quo. We consider how the hiring process also goes beyond the candidate search. Processes that come after a position is offered, like salary negotiation, should also be aligned with an accessible, equitable and inclusive framework. Like the audit process, collaboration is crucial for a successful hiring process review for us to understand the nuanced points that might be missed on paper. Clients who unlock more favourable results while moving through the hiring process review are ones who understand that this work involves shifting mindsets. They understand that the way things are done or accepted as being “normal” or “the default” are often rooted in practices that can push away the very people they want to attract.

The hiring process for both the potential hires and the organization can become inauthentic and performative as a result of both parties wanting to put their best image forward. Our hiring process review will give you the opportunity to explore ways of creating honest connections while practicing accessible and inclusive processes. By translating values into action in a process as essential as hiring—and experiencing the difference it makes—you will be empowered to build more transformative changes across other areas of your organization.

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