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• Recruiting and Managing Diversity in the Workplace
  • Overview
  • Cultural Diversity at Work in New Zealand
  • Whats Unique About International Talent
  • Perceptions of Difference
  • How Do We Unlock The Potential Of Diversity
  • The Recruitment Process Applying An Intercultural Lens
  • Prepare The Job Profile
  • Advertise The Job
  • Short List The Candidates
  • Conduct The Interview
  • Award The Job
  • Monitor The Recruitment Process
  • Acquaint The Newcomer To The Workplace
  • We Welcome Your Comments
  • Acknowledgements
  • References and Suggested Reading

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Short List The Candidates

I had always suspected there was a problem; but then I got my proof. I sent in two copies of my CV, one with my actual (very ethnic sounding) name and the other with the most typical kiwi name I could think of, Sarah Smith. Sarah Smith got short-listed almost every time, but I never got a call using my own name. Wilson et al (2005)

Preparation and an open mind to the range of suitable candidates will help find the best person for the job. Given global migration patterns and New Zealand population trends , it is statistically likely that job applicants will represent a wide range of cultures.

Check the community profile of your region here at www.localcouncils.govt.nz (2006 Census)

Which issues do employers regard as barriers to employment?

Many recruiters feel more comfortable selecting candidates who are similar to themselves, or to the people who previously held the job. Cultural differences can be seen as a risk. Four areas where a behaviour does make a difference in the workplace can be if the behaviour:

• reduces productivity
• threatens legality
• is unsafe
• increases costs.

Selecting candidates to interview based on person biases and stereotypes can severely limit the skills, experience and knowledge available to a business. Ensure that all people involved in recruitment are aware of best practice procedures and are dedicated to a fair process.

Ranking the criteria in order of importance will help separate the very good from the good applicants. This will also help you to compare applicants on an objective basis, which can reduce the risk of unintentional discrimination. You can use these criteria to justify any selection decisions, if challenged.

Standard practice (link to DIA standard recruitment practice)

An intercultural lens

Use the same panel to shortlist and interview the candidates comprising people:

• from diverse backgrounds
• who are trained in objective selection techniques
• have a knowledge of the requirements of the job being filled.

Evaluations of recruitment processes (in Canada) have found that when a selection panel included members of minority groups, not just cultural minorities, the success rate for ‘visible minorities’ increased exponentially.

Examine CVs with an open mind. Do panel members understand the effect of personal bias on the selection process? To what extent is their judgement affected by an unfamiliar name, an unusual CV presentation, qualifications or educational institutions that they don’t recognise? Don’t make assumptions about candidates’ qualifications or use ‘gut instinct’. Seek more information from candidates if necessary.

If you use recruitment agencies, make sure they understand that you are recruiting solely on the basis of merit and that you welcome applicants from all sectors of the community.