Applying Inclusive and Fair Recruitment Processes
Top 10 tips on making your recruitment inclusive and fair
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Set yourself a diversity target. Have it in your mind that you want at least 20 per cent of shortlisted applicants to come from under-represented backgrounds, or challenge yourself to ensure that at least 20 per cent of applicants have never worked with you or the company before.
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Advertise widely, not just by word of mouth, to your contacts.
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If you use an agent or headhunter, consider trying a new one.
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Have at least two people review the job description, advertisement, and conduct the shortlisting and interview – this can help avoid unconscious bias or one person recruiting in their image.
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Make sure your job description and advertisement are specific and to the point; easy to understand, and don’t include language that could appear to rule out people from particular groups.
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Think about what time you’re conducting interviews – perhaps ensure that they are at a time which would be easier for a working parent.
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Make sure your interview location is accessible to disabled applicants.
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Try to be consistent in your interviews – treat every applicant in the same way, asking them the same questions and setting the same tests.
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Think about using a competency-based points scoring interview technique so you can more easily weigh up the merits of different candidates, rather than going on gut feelings or different impressions from each interview. This method will also allow you to give proper feedback and also justify to managers and broadcasters how you have tried to meet diversity targets.
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Keep proper records of the process. This can provide the evidence when demonstrating how you’ve tried to meet a diversity target, which may be part of your broadcaster contract.
Unconscious Bias
Having an unconscious bias does not mean you are prejudiced or discriminatory. The term refers to biases we are unaware of and cannot consciously control. These biases arise because the brain makes quick judgments based on our background, cultural environment, and personal experiences. As a result, unconscious bias can significantly affect hiring decisions.
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Interviewers often form opinions about candidates within the first few minutes, which can introduce bias into decision-making. This may include favoring candidates with similar academic backgrounds, class, or cultural environment, relying on first impressions about team fit rather than skills, accepting stereotypes based on age or background, or preferring candidates from familiar sectors. Unconscious bias can limit diversity and prevent new perspectives within teams.