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HRMN 400 – Recruitment Discussion

Please see the assignment below. The first 3 questions (a, b, c) need to answer independently, using the attached course resources and APA citations (in-text/reference). Question 4 (question d) is a short memo using in-depth scenario 1 from the attached module 2 case.

Discussion Two: Complete the following:

a) Summarize and explain the major EEOC laws related to the recruiting process. How can recruiters and hiring managers reduce the risk of adverse impact?

b) Discuss three methods of recruiting to obtain a diverse group of applicants and explain why they are effective.

c) Explain the concept of employment at will. What are the risks and benefits of employment at will doctrine? How is the employment at will doctrine influenced by EEOC laws?

d) Application: Read the Module 2 Case and in-depth scenario 1. Draft a short memo to the founders of HSS to address the issues with the hiring practices. Specifically, address what laws or regulations may apply, organizational risks and discuss suggestions for how the hiring practices at HSS should be modified. You may use a word document if you like or provide your proposal in the content of your response window.

Be sure to provide the references for the sources of the information you used including the material provided in the classroom.

Module2: Surveying the Human Resources Management Legal

Environment

In your role as the new human resources manager for Human Solutions Software (HSS), you

have been talking informally to many of the employees at HSS. There are several issues that

have come up in your discussions.

When HSS first started more than two years ago, the hiring practices were haphazard. The main

method of recruiting new employees was to ask current HSS employees if they knew anyone who

had the qualifications that HSS needed. It was common practice to hire family members and

friends of established employees. Those practices are still being used today and have been

institutionalized by providing bonuses to employees who refer people to apply for positions at the

organization, who are eventually hired. In some cases, jobs appear to have been created to fit

with the qualifications of people whom some of the founders wanted to hire.

You have also been struck by the demographic characteristics of the employees. There are

roughly an equal number of men and women working for HSS, but men fill most of the higher-

level positions. Two of the founders are women, but there is a great deal of tension between

these two women and the other three founders. This tension seems to be based on the two

women wanting to set up a corporate structure that the men see as taking power from the

founders. It seems that the new HR department is one of the changes that is in contention.

There is also a lack of minority employees. The two African American and three Hispanic

employees are working in lower-level positions.

In-Depth Scenario 1

This morning you received a notice from the local office of your state employment security office

that a complaint has been filed against HSS. It appears that before you started as the human

resources manager for HSS, several people were interviewed for a mid-level software developer

position. The position was not advertised publicly, but several people applied for the position.

The person hired for the position is a friend of one of the organization’s founders. He is a 38-

year-old male. Other applicants for the position included the wife of one of the supervisors of

software development and a 54-year-old woman who is a friend of one of the female founders.

The woman who is a friend of one of the founders and was not hired is upset, and she filed the

complaint because she feels that she is better qualified than the person who was hired. She has

a bachelor’s degree and 11 years of experience developing software. The man who was hired has

an associate’s degree and five years of experience developing software.

After receiving the notice, you have made some informal inquiries as to what the reasons were

for hiring the successful applicant. The founder who handled HR issues before you were hired

confides in you that he did not want to hire anyone in their fifties because he wanted someone

who could “grow” with the company. The female founder who is the friend of the person who

filed a complaint is outraged that her friend was not hired. You talked to one of the software

development supervisors who was involved in hiring for the position, and he told you that he

wanted to hire the person who was hired because the person who was hired had experience that

was more directly related to the type of software that needed to have developed.

The founders are aware of the complaint and want you to educate them on the situation. They
want you to inform them as to what laws or regulations may apply and to come up with

suggestions as to how the hiring practices at HSS should be modified. Draft a short memo in

which you address the following

• What laws or regulations may apply

• The organizational risks of the current hiring practices

• Propose suggestions for how the hiring practices at HSS should be modified.

Be sure to provide good sources to support your suggestions.

HRMN

00 – Week

Citations

(Heathfield, How to Do a Job Analysis, 2020)

(National Conference of State Legislatures, 2008)

(Legal Information Institute, n.d.)

(Doyle, 2020)

(Doyle,

Exceptions to Employment at Will

, 2020)

(Juneja, n.d.)

(Doyle, Inside the Recruitment and Hiring Process, 2020)

(Doyle, Guide to How Companies Recruit Employees, 20

(Heathfield S. M., 2019)

(Rice University)

(Babcock, 2017)

(Doyle,

How Employers Use Applicant Tracking Systems (ATS)

, 2020)

(Williams)

(Ryan, 2016)

(Doyle,

What Hiring Managers and Hiring Search Committees Do

, 2020)

(U.S. Equal Employment Opportunity Commission, n.d.) – Overview

(U.S. Equal Employment Opportunity Commission, n.d.) – Laws Enforced by EEOC

(U.S. Equal Employment Opportunity Commission, n.d.) – Discrimination by Type

(Dictionary of Occupational Titles, n.d.)

(Juneja,

Role of Job Analysis in Establishing Effective Hiring Practices

, n.d.)

(Juneja,

General and Specific Purpose of Job Description

, n.d.)

(Juneja, Job Description and Job Specification, n.d.)

(Juneja,

Job Analysis and Job Evaluation

, n.d.)

(Juneja,

Job Analysis and Strategic HRM

, n.d.)

(

Case in Point: Kronos Uses Science to Find the Ideal Employee

)

(Maurer, 2017)

(How to Recruit to Increase Cultural Diversity, 2016)

(Module 1

The War for Talent

)

(

Forbes Human Resources Council

, 2018)

Bibliography
Babcock, P. (2017, February 24).

5 Steps to Improve Diversity Recruiting

. Retrieved January 19, 2021,

from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/five-steps-
improve-diversity-recruiting.aspx

Case in Point: Kronos Uses Science to Find the Ideal Employee. (n.d.). In Management Principles. Lumen
Learning. Retrieved January 19, 2021, from
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uses-science-to-find-the-ideal-employee/

Dictionary of Occupational Titles. (n.d.). Retrieved January 19, 2021, from Occupational Info:
https://www.occupationalinfo.org/

Doyle, A. (2019, August 15). Guide to How Companies Recruit Employees. Retrieved January 19, 2021,
from Balance Careers: https://www.thebalancecareers.com/how-do-companies-recruit-
employees-2062874

Doyle, A. (2020, July 21). Exceptions to Employment at Will. Retrieved January 19, 2021, from Balance
Careers: https://www.thebalancecareers.com/exceptions-to-employment-at-will-2060484

Doyle, A. (2020, January 14). How Employers Use Applicant Tracking Systems (ATS). Retrieved January
19, 2021, from Balance Careers: https://www.thebalancecareers.com/what-is-an-applicant-
tracking-systems-ats-2061926

Doyle, A. (2020, June 03). Inside the Recruitment and Hiring Process. Retrieved January 19, 2021, from
Balance Careers: https://www.thebalancecareers.com/recruitment-and-hiring-process-2062875

Doyle, A. (2020, July 21). What Does Employment At-Will Mean? Retrieved January 19, 2021, from
Balance Careers: https://www.thebalancecareers.com/what-does-employment-at-will-mean-
2060493

Doyle, A. (2020, February 29). What Hiring Managers and Hiring Search Committees Do. Retrieved
January 19, 2021, from Balance Careers: https://www.thebalancecareers.com/what-is-a-hiring-
manager-2062878

Forbes Human Resources Council. (2018, April 27). 12 Ways To Attract And Hire Diverse Job Candidates.
Retrieved January 19, 2021, from Forbes:
https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/04/27/12-ways-to-attract-
and-hire-diverse-job-candidates/?sh=294b20883a7e

Heathfield, S. M. (2019, August 29). 10

Tips for Successful Employee Recruitment

. Retrieved January 19,
2021, from Balance Careers: https://www.thebalancecareers.com/top-tips-for-successful-
employee-recruiting-1918953#1improve-your-candidate-pool-when-recruiting-employees

Heathfield, S. M. (2020, April 07). How to Do a Job Analysis. Retrieved January 19, 2021, from Balance
Careers: https://www.thebalancecareers.com/job-analysis-1918555

How to Recruit to Increase Cultural Diversity. (2016, May 20). Retrieved January 19, 2021, from Nobl
Academy: https://academy.nobl.io/how-to-recruit-to-increase-cultural-diversity-in-the-
workplace/

Juneja, P. (n.d.). General and Specific Purpose of Job Description. Retrieved January 19, 2021, from
Management Study Guide: https://www.managementstudyguide.com/job-description-
purpose.htm

Juneja, P. (n.d.). Job Analysis and Job Evaluation. Retrieved January 19, 2021, from Management Study
Guide: https://www.managementstudyguide.com/job-analysis-and-job-evaluation.htm

Juneja, P. (n.d.). Job Analysis and Strategic HRM. Retrieved January 19, 2021, from Management Study
Guide: https://www.managementstudyguide.com/job-analysis-strategic-hrm.htm

Juneja, P. (n.d.). Job Description and Job Specification. Retrieved January 19, 2021, from Management
Study Guide: https://www.managementstudyguide.com/job-description-specification.htm

Juneja, P. (n.d.). Role of Job Analysis in Establishing Effective Hiring Practices. Retrieved January 19,
2021, from Management Study Guide.

Juneja, P. (n.d.).

Staffing Process – Steps involved in Staffing

. (M. S. Team, Editor) Retrieved January 19,
2021, from Management Study Guide: https://www.managementstudyguide.com/staffing-
process.htm

Legal Information Institute. (n.d.). Employment-at-will Doctrine. Retrieved January 19, 2021, from
Cornell Law School: https://www.law.cornell.edu/wex/employment-at-will_doctrine

Maurer, R. (2017, October 27).

Build an Inclusive Culture Before Recruiting for Diversity

. Retrieved
January 19, 2021, from SHRM: https://www.shrm.org/resourcesandtools/hr-topics/talent-
acquisition/pages/build-inclusive-culture-recruiting-diversity.aspx

Module 13: The War for Talent. (n.d.). In Management Principles. Lumen Learning. Retrieved January 19,
2021, from https://courses.lumenlearning.com/principlesmanagement/chapter/16-3-the-war-
for-talent/

National Conference of State Legislatures. (2008, April 15).

At-Will Employment – Overview

. Retrieved
January 19, 2021, from National Conference of State Legislatures:
https://www.ncsl.org/research/labor-and-employment/at-will-employment-overview.aspx

Rice University. (n.d.). Diversity and Inclusion in the Workforce. In Business Ethics. Creative Commons
Attributions. Retrieved January 19, 2021, from
https://opentextbc.ca/businessethicsopenstax/chapter/diversity-and-inclusion-in-the-
workforce/

Ryan, L. (2016, October 3).

Ten Ways Employment At Will Is Bad For Business

. Retrieved January 19,
2021, from Forbes: https://www.forbes.com/sites/lizryan/2016/10/03/ten-ways-employment-
at-will-is-bad-for-business/?sh=64276b

157b

U.S. Equal Employment Opportunity Commission. (n.d.). Discrimination by Type. Retrieved January 19,
2021, from U.S. Equal Employment Opportunity Commission:
https://www.eeoc.gov/discrimination-type

U.S. Equal Employment Opportunity Commission. (n.d.). Laws Enforced by EEOC. Retrieved January 19,
2021, from U.S. Equal Employment Opportunity Commission:
https://www.eeoc.gov/statutes/laws-enforced-eeoc

U.S. Equal Employment Opportunity Commission. (n.d.). Overview. Retrieved January 19, 2021, from
U.S. Equal Employment Opportunity Commission: https://www.eeoc.gov/overview

Williams, L. (n.d.). Module 15: Human Resource Management, Recruitment. In

Introduction to Business

.
Lumen Learning. Retrieved January 19, 2021, from

Reading: Recruitment

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How to Do a Job Analysis Effectively

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How to Do a Job Analysis
Why Might Employers Want to Do a Job Analysis?

HUMAN RESOURCES GLOSSARY

• • •

BY Updated April 07, 2020SUSAN M. HEATHFIELD

A job analysis is a process used to collect information about the duties, responsibilities,
necessary skills, outcomes, and work environment of a particular job. You need as much data
as possible to put together a job description, which is the frequent output result of the job
analysis.

https://www.thebalancecareers.com/human-resources-4161680

https://www.thebalancecareers.com/human-resources-glossary-416166

https://www.thebalancecareers.com/susan-m-heathfield-1916605

https://www.thebalancecareers.com/culture-your-environment-for-people-at-work-1918809

https://www.thebalancecareers.com/job-descriptions-positives-and-negatives-1918556

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The job analysis pares the responsibilities of a job down to the core functions necessary to
successfully perform the job. The job analysis is useful in providing an overview of the
fundamental requirements of any position.

If you miss critical information, you could end up paying an employee incorrectly, and
thus foster employee discontent and unhappiness. Or you could inadvertently hire an
employee who lacks an essential skill needed for performing the job.

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Additional outcomes of a job analysis include:

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making employee recruiting and hiring plans,

position postings and advertisements, and

performance development planning within your performance management system.

The job analysis is a handy tool that you can use to populate any of these processes for
employment success.

How to Perform a Job Analysis
Certain activities will help you create a successful job analysis. The job analysis may include the
following activities:

1. Reviewing the job responsibilities of current employees.
It is critical that you ask the actual employees who are doing the job what they do every day on
the job. Frequently, HR and management (especially senior management) have no idea what
encompasses the day to day functions of any particular job. They may see the output but they
have no idea what work actions and behaviors go into the employee producing it.

If you’re asked to list your current responsibilities for job analysis, be thorough with
the information you provide. Don’t just say you “produce monthly reports.” Say, that
you “gather the data from six different departments, check the data for accuracy
using a custom-designed Access tool that I created and maintain, and etc, etc, etc.” If
you leave off the details, they may think that your report is generated by a button that
you push once a month to produce.

https://www.thebalancecareers.com/recruiting-planning-that-ensures-a-superior-hire-191895

https://www.thebalancecareers.com/how-to-post-jobs-online-1917752

https://www.thebalancecareers.com/performance-development-planning-1916761

https://www.thebalancecareers.com/performance-management-process-checklist-1918852

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Make certain that you have described your daily duties in sufficient detail so that your
organization is able to hire a qualified new employee who has the capacity to do the job
correctly.

2. Doing internet research and viewing sample job descriptions online or
offline highlighting similar jobs.
While you never want to copy another company’s job description, looking at several is helpful in
writing your own job descriptions.

You can find sample job descriptions by searching for “[Job Title] Sample Description” or you
can look at job postings for positions companies are currently hiring. You can also look at
LinkedIn to see how people describe their accomplishments in a job.

You can also see the job descriptions that are listed on such sites as Salary.com or
Payscale.com. All of this searching can help you figure out how to word the job analysis and
help remind you of the tasks and responsibilities that you may have forgotten.

3. Analyzing the work duties, tasks, and responsibilities that the employee
filling the position needs to accomplish.
Not every job within a company is optimized. You may find duties that are undone or important
projects that you should move from one department to another. You may discover tasks that
another job would more successfully and easily accomplish.

4. Researching and sharing with other companies that have similar jobs.
Sometimes companies will happily share information about their job descriptions. There are also
salary survey companies, where you can match up your jobs to their descriptions and share
salary information. But, they can also help you figure out what to include in your own job
descriptions.

5. Articulate the most important outcomes or contributions needed from the
position.

When you’re doing a job analysis, make sure you look at the needs of the company
and at any unassigned or illogical responsibility. Then, work with management to add
the proper tasks to the proper job analysis.

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Sometimes you get so caught up in the tasks that you forgot to look at the needed outcomes.
For instance, if it’s the report that is needed, all the gathering and auditing of data is worthless
without the final analysis and report.

Sometimes, you can identify holes in your organization and figure out a way to fill them by doing
job analyses. Tasks are not assigned to any employee that needs to be done, for example. Or,
one job has more tasks than any one person could accomplish.

The more information you can gather, the easier you will find the actual writing of the job
description. You don’t need to worry about pretty language. You want a functional job description
more than anything else. Make sure it is clear and concise. Ask yourself, “If somebody else read
this, would they know what the person in this position actually does?”

The Bottom Line
Don’t put off writing job descriptions. You will find them invaluable when you look at
salary and compensation when hiring and promoting, and when evaluating whether or not a
job meets the qualifications for exemption from overtime. They are an effective
communication tool to use with employees so your expectations are clear.

https://www.thebalancecareers.com/how-to-develop-a-job-description-1918538

https://www.thebalancecareers.com/salary-requirements-of-job-candidates-191825

https://www.thebalancecareers.com/compensation-definition-and-inclusions-1918085

https://www.thebalancecareers.com/what-is-overtime-1918206

https://www.thebalancecareers.com/what-s-the-big-deal-about-clear-performance-expectations-191925

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Overview

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4/15/2008
At-Will Employment – Overview
Please note NCSL cannot provide advice or assistance to private citizens or businesses regarding
employment-related matters. Please consult your state department of labor or a private attorney.

I. The At-Will Presumption

Employment relationships are presumed to be “at-will” in all U.S. states except Montana. The U.S. is one of
a handful of countries where employment is predominantly at-will. Most countries throughout the world allow
employers to dismiss employees only for cause. Some reasons given for our retention of the at-will
presumption include respect for freedom of contract, employer deference, and the belief that both employers
and employees favor an at-will employment relationship over job security.

A. At-Will Defined

At-will means that an employer can terminate an employee at any time for any reason, except an illegal one,
or for no reason without incurring legal liability. Likewise, an employee is free to leave a job at any time for
any or no reason with no adverse legal consequences.

At-will also means that an employer can change the terms of the employment relationship with no notice and
no consequences. For example, an employer can alter wages, terminate benefits, or reduce paid time off. In
its unadulterated form, the U.S. at-will rule leaves employees vulnerable to arbitrary and sudden dismissal, a
limited or on-call work schedule depending on the employer’s needs, and unannounced cuts in pay and
benefits.

B. Modification by Contract

The at-will presumption is a default rule that can be modified by contract. For example, a contract may
provide for a specific term of employment or allow termination for cause only. Typically, U.S. companies
negotiate individual employment agreements only with high-level employees. Collective bargaining
agreements usually provide that represented employees may only be terminated for cause.

Cause generally includes reasons such as poor employee performance, employee misconduct, or economic
necessity. An employment contract may specifically outline the situations or employee actions that would
lead to termination for cause.

II. Common Law Exceptions to the At-Will Presumption

Over the years, courts have carved out exceptions to the at-will presumption to mitigate its sometimes harsh
consequences. The three major common law exceptions are public policy, implied contract, and implied
covenant of good faith.

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The at-will presumption is strong, however, and it can be difficult for an employee to prove that his
circumstances fall within one of the exceptions. Further, not all of the exceptions are recognized by all
jurisdictions.

A. Public Policy

The most widely recognized common law exception to the at-will presumption protects employees against
adverse employment actions that violate a public interest. This common law exception is similar to, and may
overlap with, the retaliation exception described below. Some courts have refused to recognize a separate
public policy tort where a statutory remedy is available.

States that recognize the public policy exception vary significantly in how broadly or narrowly it is construed.
The majority of states accept only public policy expressed in state constitutions and statutes. A minority also
allow additional sources that may include administrative rules and regulations, professional codes of ethics,
and broader notions of public good and civic duty.

The American Law Institute’s proposed Restatement (Third) of Employment Law identifies four categories
within the public policy exception:

Category Example(s)

1) Refusing to perform an act that state law
prohibits.

Refusing an employer’s request to commit perjury
at a trial.

2) Reporting a violation of the law. Reporting an employer’s fraudulent accounting
practices or use of child labor.

3) Engaging in acts that are in the public interest. Joining the National Guard or performing jury duty.

4) Exercising a statutory right. Filing a claim under the state workers’
compensation law.

B. Implied Contract

Implied contracts of employment are recognized in 41 states and the District of Columbia, but even where
recognized may be difficult for a plaintiff to prove. An implied contract may be created in several different
ways. Oral assurances by a supervisor or employer representative (e.g., “We need good people around
here, you’ve got a job for life!” or “We don’t dismiss employees without giving them a chance to correct their
behavior.”) may give rise to an implied contract. Likewise, the employer’s handbooks, policies, practices or
other written assurances may create an implied contract.

Thus, even though there is no express written contract between the employer and an individual employee,
that employee may have an expectation of fixed term or even indefinite employment based on a supervisor’s
statement, an employer’s practice of only firing employees for cause, or an assertion in the employee

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handbook that specific termination procedures will be followed. The list of examples above is not
exhaustive.

As a general rule, courts disregard language promising long-term, lifetime, or permanent employment as
aspirational and consider the relationship to be at-will. Employers can further protect themselves by using a
clear and unambiguous disclaimer on written materials stating that its policies and procedures do not create
contractual rights. Employers can also reserve the right to modify policies and procedures at any time.

In states with a statute of frauds, the requirement that contracts of over a year be in writing creates an
additional hurdle to employee claims involving oral assurances.

Implied Covenant of Good Faith and Fair Dealing

A minority of states recognize an implied covenant of good faith and fair dealing in employment
relationships. Judicial interpretations of this covenant have varied from requiring just cause for termination to
prohibiting terminations made in bad faith or

motivated by malice.

Examples of bad faith terminations include an employer firing an older employee to avoid paying retirement
benefits or terminating a salesman just before a large commission on a completed sale is payable. There
have been relatively few cases in which employers were found liable under an implied covenant of good faith
and fair dealing theory.

D. Additional Tort-Based Claims Limiting At-Will Employment

At-will employees may also bring claims against their employers for the following torts:

Intentional interference with a contract. This claim may be made in the employment context when a
supervisor or co-worker with an improper motive successfully induces the employee’s dismissal. This tort is
not recognized in all jurisdictions.

Intentional infliction of emotional distress. The Restatement (Second) of Torts defines this tort as extreme
and outrageous conduct that intentionally or recklessly causes severe emotional distress. In many courts,
even serious emotional and psychological abuse may not be outrageous enough to establish liability.

E. Promissory Estoppel

An employer could be estopped from firing an employer, or required to pay damages, if the employee can
show the following:

The employer made a clear and unambiguous promise of employment;

The employee relied on this promise;

The employee’s reliance was reasonable and foreseeable; and

The employee was injured as a result.

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Imagine an individual who receives and accepts a job offer, quits his current employment, and then relocates
his family to the city where the new job is located. Before his first day with the new employer, he is
terminated. An individual in this situation may have a promissory estoppel claim.

It is difficult for a plaintiff to prove all of the promissory estoppel elements, especially in an employment
context. Some courts reject outright promissory estoppel claims made by an at-will employee by contending
that an employee cannot reasonably rely on a promise of employment if the employment is at-will.

In any case, promissory estoppel provides only a limited remedy in comparison to a breach of contract
claim. This is because damages are calculated based on the individual’s previous employment, and not on
the promised employment.

III. Statutory Exceptions to the At-Will Presumption

In addition to the common-law exceptions outlined above, there are also several statutory exception to the at-
will employment doctrine.

A. Illegal Discrimination

Federal and state discrimination statutes prohibit employers from basing employment decisions on an
employee’s race, color, religion, sex, national origin, age, disability, or veteran status. Specific state statutes
may also protect employees from discrimination based on other factors, such as sexual orientation.

It is important to recognize that discrimination statutes shield members of protected classes only from
adverse employment actions made because of their membership in a protected class. In other words, an
employer may fire Jane because she failed to perform the required functions of her job, but not because she
is in a wheelchair.

1. Protections for an Employee’s Off-Duty Activities

A few states have enacted legislation to protect employees from adverse employment actions resulting from
legal off-duty activities. In Colorado, CRS § 24-34-402.5 was originally known as the Smoker’s Rights Act,
but actually protects any legal off-duty activities conducted away from the employer’s premises. North
Dakota adopted a similarly broad statute. Legislation enacted by Indiana, New Jersey, Oregon, and South
Dakota specifically prohibits employer discrimination against smokers.

There are limits even to Colorado’s expansive act. The legislation allows employers to constrain the lawful,
off-duty activities of their employees when 1) the restriction relates to bona fide occupational activity; 2) is
reasonably and rationally related to the employment activities and responsibilities; or 3) is necessary to avoid
an actual conflict of interest or the appearance of one.

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B. Retaliation

Retaliation is another statute-based exception to the at-will presumption. Federal and/or state laws prohibit
employers from firing employees in retaliation for engaging in legally proper, necessary, or desirable
activities. Example of protected activities include claiming minimum wage or overtime compensation,
engaging in union activities, opposing unlawful discriminatory practices, filing for workers’ compensation, and
“whistleblowing.”

1. Whistleblowing

While most states provide whistleblower protection for public sector employees, protection for private sector
employees is more limited. Approximately seventeen states have enacted whistleblower statutes that protect
private sector employees from adverse employment actions if they report an employer’s wrongdoing. Please
see our compilation of state whistleblower statutes for citations and summaries.

Where there is no general state statute, private employees are left with a patchwork of federal and state
statutes that address a wide variety of issues including workplace health and safety, environmental
protection, accounting fraud, and discrimination, that also include whistleblower protections. The challenge
for employees in these jurisdictions is to find a statute that applies to their particular circumstances.

IV. Montana’s Good Cause Rule

The Montana Wrongful Discharge From Employment Act of 1987 (WDEA) created a cause of action for
employees who believe that they were terminated without good cause. Although similar legislation has been
introduced elsewhere, Montana is so far the only state to have passed a law with such far-reaching effects.

A. Statutory Provisions

The statute prohibits discharge for other than good cause after a designated probationary period and gives
the employee the right to challenge a termination in court or before an arbitrator. The statute also limits
damages to up to four years of lost wages, including the value of fringe benefits, with interest. See Mont.
Code Ann. §§ 39-2-901 through 39-2-915.

B. Legislative History

Beginning in 1982, the Montana Supreme Court made a series of pro-plaintiff decisions that expanded the
good faith and fair dealing exception to the at-will employment rule. These decision created uncertainty for
employers, and led them to advocate for a more consistent regime. In essence, Montana employers were
willing to trade certainty and limitations on damages for constraints on their ability to fire employees at-will.

V. Conclusion

1/19/2021 At-Will Employment – Overview

https://www.ncsl.org/research/labor-and-employment/at-will-employment-overview.aspx 6/6

Although both common-law and statutory exceptions to the at-will rule exist, the presumption remains an
important feature of the U.S. employment landscape. While an employee may be able to make a variety of
claims, they can be hard to prove. In addition, not all claims are recognized in all jurisdictions and judicial
interpretations of common law protections may be broadly or narrowly construed. Thus far, Montana is the
only state to have completely eliminated the at-will rule.

Additional Resources

Timothy P. Glynn, Rachel S. Arnow-Richman, and Charles A. Sullivan, Employment Law: Private Ordering
and Its Limitations (New York: Aspen Publishers, 2007).

Charles J. Muhl, “The Employment-At-Will Doctrine: Three Major Exceptions,” Monthly Labor
Review(January 2001): 3-11.

Wayne N. Outten, “When Good Deeds Are Punished: The Legal Landscape of Retaliation and
Whistleblowing,” Litigation and Administrative Practice Course Handbook Series, PLI Order No. 11091 (New
York: Practising Law Institute, October 2007).

Glenn R. Solomon, “The Montana Wrongful Discharge From Employment Act, Twenty Years Later ,” Glenn
Solomon Blog, 2007, http://www.glennsolomonblog.com/Post.shtml.

Katherine V.W. Stone, “Revisiting the At-Will Employment Doctrine: Imposed Terms, Implied Terms, and the
Normative World of the Workplace,” Industrial Law Journal (March 2007).

Keynen J. Wall, Jr. and Jacqueline Johnson, “Colorado’s Lawful Activities Statute: Balancing Employee
Privacy and the Rights of Employers,” Colorado Lawyer (December 2006).

1/19/2021 Employment-at-will Doctrine | Wex | US Law | LII / Legal Information Institute

https://www.law.cornell.edu/wex/employment-at-will_doctrine 1/4

Employment-at-will Doctrine

Overview

At-will employment refers to an employment agreement stating that employment is
for an indefinite period of time and may be terminated either by employer or
employee. If an employment is at-will, such an agreement would typically be
expressly included in the relevant employment contract.

Exceptions

Even if an employment agreement contains an at-will provision, there are certain
reasons as to why termination could still be wrongful. These exceptions will typically
vary by state.

Public Policy Exception

The public policy exception bars an employer from terminating employees in violation
of well-established public policy of the state. As an example, in many states an
employee may not be terminated for filing a workers’ compensation claim after an on-
the-job injury.

Many states do not allow employers to terminate employees for refusal to violate the
law at the employer’s request. Criteria for what violates public policy in a particular
state varies from state to state.

Implied Contract Exception

The implied contract exception means that an employee may have an expectation of a
fixed term or even indefinite employment based on something the supervisor has
done. This can take the form of employer’s statements, an employer’s practice of only
firing employees for cause, or an assertion in the employee handbook that specific
termination procedures will be followed.

Implied Covenant of Good Faith and Fair Dealing

Some states recognize an implied covenant of good faith and fair dealing in
employment relationships. Under this exception, an employer typically may not
terminate an employee in bad faith or terminate an employee when the termination is

https://www.law.cornell.edu/wex/wrongful_termination

https://www.law.cornell.edu/wex/implied_covenant_of_good_faith_and_fair_dealing

https://www.law.cornell.edu/wex/bad_faith

1/19/2021 Employment-at-will Doctrine | Wex | US Law | LII / Legal Information Institute

https://www.law.cornell.edu/wex/employment-at-will_doctrine 2/4

motivated by malice.

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All About the Recruitment and Hiring Process

https://www.thebalancecareers.com/recruitment-and-hiring-process-2062875 1/7

Inside the Recruitment and Hiring Process
An Overview of How People Get Hired

BY Updated June 03, 2020ALISON DOYLE

The Balance / Katie Kerpel

How does the recruitment process work? It depends on the company and what methods the
company uses to find applicants for employment. However, most large and some small
employers have a formal process that follows to recruit and hire new employees.

https://www.thebalancecareers.com/alison-doyle-2058389

1/19/2021 All About the Recruitment and Hiring Process

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Steps in the Recruiting Process
Before hiring an applicant for a job position, a company goes through a step-by-step hiring
process. This process has three key phases, including planning, recruitment, and employee
selection.

1/19/2021 All About the Recruitment and Hiring Process

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The basic process is the same, but there may be variations when the entire hiring process is
conducted remotely.

https://www.thebalancecareers.com/how-the-remote-hiring-process-works-4846664

1/19/2021 All About the Recruitment and Hiring Process

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Human resource planning is when a company settles on the number of employees they are
looking to hire and the skill sets they require of these employees. The company must then
compare their needs to the expected number of qualified candidates in the labor market.

The recruitment phase of the hiring process takes place when the company tries to reach a pool
of candidates through job postings, job referrals, advertisements, college campus recruitment,
etc. Candidates who respond to these measures then come in for interviews and other methods
of assessment. Employers may check the background of prospective employees, as well as
check references.

https://www.thebalancecareers.com/what-is-a-skill-set-2062103

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Employee selection is the process by which an employer evaluates information about the pool of
applicants generated during the recruitment phase. After assessing the candidates, the
company decides which applicant will be offered the position.

Types of Recruiting
Some companies work with a recruiter to find applicants, especially for higher-level jobs. Other
companies will use social networking sites and LinkedIn to recruit, in addition to using traditional
means of recruiting like posting help wanted ads in newspapers and social media and listing
jobs online like at Indeed.com or CareerBuilder.

Job Applications

Many employers, especially large companies, may not actively recruit candidates, but
do post open positions on their company website.

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How applicants apply for jobs depends on the company, as well. Some companies use applicant
tracking systems to accept applications for employment and to screen and select candidates to
interview.

In other cases, the job application process will require applicants to submit a resume and cover
letter via email. Some employers still prefer that applicants apply in-person.

As part of the application process, candidates may be asked to take a talent assessment test to
see if their background matches the company’s requirements. Job applications and test results
will be reviewed and selected candidates will be invited for a job interview.

Job Interviews
As candidates move through the interview process, they may be interviewed several times prior
to receiving a job offer or a rejection notice. Companies will also run background checks,
reference checks, and possibly a credit check as part of the recruitment process.

The candidate may be offered a job contingent upon the results of the checks or the checks may
be conducted prior to the company presenting a job offer to the candidate they have chosen for
the job.

Here are the steps in the recruitment process, which will vary based on the company’s recruiting
strategies. Do keep in mind that every company has its own recruiting strategy, so it’s important
to conduct a multi-faced job search and to be sure you’re job hunting where companies can find
you.

Listing Jobs on Company Websites
Most larger companies, and many smaller companies, post available jobs on their company
website. Job applicants can search for jobs, review job listings and apply for jobs online. Job
seekers may be able to set up job search agents to notify them via email of new openings.
Some companies schedule interviews online, as well.

Posting Jobs Online
Companies that are actively recruiting candidates will not only post jobs on their website but will
also post jobs on job boards and other job sites. Jobs may be posted on general job boards like
Monster and/or on niche sites like MediaBistro, for example.

https://www.thebalancecareers.com/what-is-an-applicant-tracking-systems-ats-2061926

https://www.thebalancecareers.com/how-to-send-a-resume-and-cover-letter-attachment-2061596

https://www.thebalancecareers.com/tips-for-applying-for-a-job-in-person-2061597

https://www.thebalancecareers.com/what-are-talent-assessments-and-how-do-companies-use-them-2059814

https://www.thebalancecareers.com/steps-in-the-job-interview-process-2061363

https://www.thebalancecareers.com/finding-jobs-at-company-websites-2060028

https://www.thebalancecareers.com/top-best-job-websites-2064080

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Using LinkedIn
Companies may post open positions on LinkedIn, the professional networking site. In addition,
companies may search LinkedIn to find candidates to recruit. LinkedIn Groups are another
venue that employers use to post jobs and find applicants.

Social Recruiting
Companies are increasingly using social recruiting to source candidates for employment on
Facebook, Twitter and other social networking sites, as well as to investigate applicants they are
considering hiring. Companies may use Facebook apps to recruit or have a Facebook page
dedicated to careers with the company. On Twitter, companies may tweet job listings and source
candidates to recruit.

The Job Application Process
Here’s information on the entire job application process including applying for jobs, resumes and
cover letters, applicant testing, background, and reference checks, interviewing, and the hiring
process.

The Interview Process
The interview process isn’t a matter of getting called for a job interview, interviewing and getting
a job offer. In many cases, it is complex and may involve multiple interviews.

The Hiring Process
There are a series of steps in the hiring process, including applying for jobs, interviewing,
employment testing, background checks, and job offers, along with tips and advice for each step
in the hiring process.

https://www.thebalancecareers.com/how-to-use-linkedin-to-job-search-2062600

https://www.thebalancecareers.com/how-to-use-social-networking-to-boost-your-career-2062607

https://www.thebalancecareers.com/how-companies-hire-employees-2061362

1/19/2021 How Do Companies Recruit Employees?

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Guide to How Companies Recruit Employees
Multi-pronged Employer Recruitment Strategies

• • •

BY Updated August 15, 2019ALISON DOYLE

Recruiting and hiring processes have changed greatly thanks to technology, and continue to
evolve in response to the shifting popularity of various online platforms.

https://www.thebalancecareers.com/alison-doyle-2058389

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If you are looking for a new position, it’s helpful to have a thorough understanding of the many
tactics used to recruit employees. That way, you can make sure you’re visible in the places
where companies seek qualified applicants.

1/19/2021 How Do Companies Recruit Employees?

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What Is Recruitment?
The recruitment phase of a hiring process takes place when companies try to reach a pool of
candidates:

https://www.thebalancecareers.com/how-companies-hire-employees-2061362

https://www.thebalancecareers.com/data-driven-decision-making-to-improve-recruiting-4153980

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Companies use job postings on company and external websites, job referrals, and help
wanted advertisements, as well as resources on college campuses and social media to
reach potential applicants.

Job applicants who respond to recruitment efforts are then screened to determine if they
are qualified to move on to the next step of the recruitment process.

The screening process may involve interviews or other methods of assessment.

Employers might check the backgrounds of prospective employees, as well as reach out
to references prior to moving forward with the interview process.

Passive Vs. Active Recruiting
Passive Recruiting. In some cases, employers recruit passively, meaning they do little more
than post openings on their company websites and wait for applicants to find the postings and
apply. Such companies often don’t need to do anything else because of the high volume of
applications they receive.

Active Recruiting. Other companies actively recruit candidates. They attempt to connect with
and engage potential employees through job fairs, by visiting college campuses, by posting on
external sites, and by other creative means, including word of mouth. This can sometimes
include asking the company’s current employees to share job postings with their connections on
social media.

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Even if companies do get a lot of applications, they want to be sure they are reaching the best
candidates—including those who may not actively be seeking employment but may be
interested when the right opportunity presents itself.

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Recruiting on Company Websites
Many large corporations have more applicants than they can readily manage, so there is no
need to advertise extensively for employment candidates. For example, Southwest Airlines
received 342,664 resumes and hired 7,207 new employees in 2016. That’s a lot of applicants for
every available job. Still, Southwest has a Careers section on its website with information about
jobs, benefits, the company culture, internships, and tips on what it’s like to work at Southwest.
Applicants can apply online by uploading, copying and pasting, or using the resume wizard to
get their resume into Southwest’s applicant systems.

Job seekers who know where they would like to work should first check out the company
website to find available openings and apply online. Going directly to the source gets
applications into the system fast. It also may be possible to sign up to be notified of new job
openings as soon as they are posted.

Job Boards
Job boards still play a significant role in company recruiting. Major employers post open
positions on job boards such as Monster.com, CareerBuilder.com, and Dice.com.

In addition, many of the top job boards have mobile apps so you can jobsearch on the fly from
your phone or tablet.

Job Search Engines
Job search engines are a good way for job seekers to get listings fast because they search
many sources where employment opportunities are listed. Even though a job search engine
finds many jobs automatically when it searches the internet, companies use them to recruit
directly as well.

For example, US.jobs is a national job search site administered by DirectEmployers, a nonprofit
human resources consortium of leading global employers, and the National Association of State

Job seekers can create a profile on these sites and upload resumes and letters to
apply for jobs.

https://www.southwest.com/html/about-southwest/careers/index.html

https://www.thebalancecareers.com/finding-jobs-at-company-websites-2060028

https://www.thebalancecareers.com/top-best-job-websites-2064080

https://www.thebalancecareers.com/best-job-search-engine-sites-2061906

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Workforce Agencies. Job listings from member companies are posted directly on the US.job
sites.

In addition, employers who would like their open positions featured on a job search engine can,
on some sites, receive premium web placement, feed jobs from the company website to social
media, and take advantage of a variety of other recruiting options.

LinkedIn
LinkedIn continues to be a popular network for professional recruiting with 96 percent of
employers surveyed by the Society for Human Resource Management (SHRM) in 2015 using
the site for recruitment.

LinkedIn’s Recruiting Solutions enables companies to easily source candidates, share and
advertise jobs on LinkedIn, and create company career pages to attract and engage talent.

Job seekers can search for openings directly on LinkedIn and follow companies to get the latest
news. To use LinkedIn most effectively, profiles should be carefully optimized to show up to
recruiters searching for qualified candidates.

Referrals
Employers love referred candidates because such applicants have recommendations in
advance from one of the company’s employees. When there’s a referral, there is a better
chance of getting a qualified candidate because employees doing the referring know the
company and the type of people who would be a good fit.

Plus, referrals streamline the hiring process. In fact, some companies pay bonuses to
employees who refer candidates who are hired. For job seekers, getting a referral from
someone who already works at a company can be a great way to get your resume a closer look
from the hiring manager.

Social Recruiting
The use of social recruiting, which takes place when companies use social networking sites like
Facebook and Twitter to advertise job openings and recruit potential employees, continues to
increase. HR Managers who responded to the SHRM survey considered Linkedin the most
effective (73%) social media site for recruiting, followed by Facebook (66%) and Twitter (53%).

https://www.thebalancecareers.com/how-to-use-linkedin-2062597

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/using-social-media-find-passive-candidates.aspx

https://www.thebalancecareers.com/tips-to-make-a-better-linkedin-profile-2062332

https://www.thebalancecareers.com/how-to-ask-for-a-job-referral-2062989

https://www.thebalancecareers.com/how-to-use-social-networking-to-boost-your-career-2062607

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Companies, large and small, have Facebook and Twitter pages where they post company
information, job openings, tips and advice for applying, and information about what it’s like to
work for the company.

In addition to companies participating in social recruiting efforts, many job boards also have a
strong social media presence. Most top sites have Twitter pages where they tweet job openings
and career advice. Job listings and career tips also can be found on the Facebook pages of
many job boards.

Key Takeaways
TECHNOLOGY HAS CHANGED COMPANIES’ RECRUITMENT STRATEGIES.
Gone are the days of flipping through ads in the print paper. Now, companies use online
job boards as well as social media and in-person events to find candidates.

COMPANIES USE BOTH ACTIVE AND PASSIVE RECRUITMENT TACTICS.
Some companies simply post jobs on their website and wait for applications to roll in, while
others do more active outreach to find candidates.

WHO YOU KNOW REMAINS A MAJOR FACTOR FOR JOB SEARCHERS.
Companies often pay employees a referral bonus for bringing in qualified candidates.
Technology may have changed some aspects of the job hunt, but the importance of building
a network, and the value of a personal recommendationremain important.

https://www.thebalancecareers.com/how-to-use-networking-to-find-a-job-2058686

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10 Tips for Successful Employee Recruitment
You Can Win the Talent Competition When You Do the Right Things

• • •

BY Updated August 29, 2019SUSAN M. HEATHFIELD

Finding the best possible people who can fit within your culture and contribute to your
organization is a challenge and an opportunity. Keeping the best people, once you find them, is
easy if you do the right things right. The ideas provided will help you with successful employee
recruitment.

https://www.thebalancecareers.com/susan-m-heathfield-1916605

https://www.thebalancecareers.com/what-makes-up-your-company-culture-1918816

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These specific actions will help you with recruiting and retaining all of the employee talents that
you need. These ten practices will serve you well when recruiting employees.

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1.Improve Your Candidate Pool When Recruiting Employees
Companies that select new employees from the candidates who walk in their door or answer an
ad in the paper or online are missing the best candidates. They’re usually working for someone
else and they may not even be looking for a new position. Here are the steps to take to improve
your candidate pool.

https://www.thebalancecareers.com/top-tips-for-hiring-the-right-employee-1918964

https://www.thebalancecareers.com/top-ideas-for-recruiting-great-candidates-1916798

https://www.thebalancecareers.com/data-driven-decision-making-to-improve-recruiting-4153980

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Invest time in developing relationships with university placement offices, recruiters, and
executive search firms.

Enable current staff members to actively participate in industry professional associations
and conferences where they are likely to meet candidates you may successfully woo.

Watch the online job boards for potential candidates who may have resumes online even
if they’re not currently looking.

Use professional association websites and magazines to advertise for professional staff.

Look for potential employees on LinkedIn and in other social media outlets. Encourage
your employees to refer friends and professional colleagues who they may know online,
to your company. Bring your best prospects in to meet thembefore you need them.

https://www.thebalancecareers.com/employee-referral-program-1918239

https://www.thebalancecareers.com/you-can-inspire-great-employee-referrals-1919146

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The key is to build your candidate pool before you need it. These ten practices will serve you
well when recruiting employees.

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2.Hire the Sure Thing When Recruiting Employees
The authors of “The Human Capital Edge,” Bruce N. Pfau and Ira T. Kay, are convinced that you
should hire a person who has done this “exact job, in this exact industry, in this particular
business climate, from a company with a very similar culture.”

They believe that “past behavior is the best predictor of future behavior” and suggest that this is
the strategy that will enable you to hire winners. They say that you must hire the candidates
whom you believe can hit the ground running in your company. You can’t afford the time to train
a possibly successful candidate.

3. Look First at In-House Candidates
Providing promotional and lateral opportunities for current employees positively boosts morale
and makes your current staff members feel their talents, capabilities, and accomplishments are
appreciated. Always post positions internally first.

Give potential candidates an interview. It’s a chance for you to know them better. They learn
more about the goals and needs of the organization. Sometimes, a good fit is found between
your needs and theirs.

https://www.amazon.com/Human-Capital-Edge-Management-

holder/dp/0071378839

https://www.thebalancecareers.com/culture-your-environment-for-people-at-work-1918809

https://www.thebalancecareers.com/top-tips-for-hiring-the-right-employee-1918964

https://www.thebalancecareers.com/a-promotion-rewards-an-employee-for-work-contributions-1918231

https://www.thebalancecareers.com/lateral-move-provides-a-career-path-for-an-employee-1918175

https://www.thebalancecareers.com/you-can-boost-employee-morale-1918107

https://www.thebalancecareers.com/top-ways-to-show-appreciation-to-employees-1916807

https://www.thebalancecareers.com/assess-job-fit-when-you-select-employees-1918165

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4. Be Known as a Great Employer
Pfau and Kay make a strong case for not just being a great employer but letting people know
that you are a great employer. This is how you build your reputation and your company brand.
You’ll want the best prospects seeking you out because they respect and want to work for your
brand. Google, who frequently tops “Fortune’s Best Companies” list, for example, receives over
2,000,000 applications a year according to sources in the popular business press.

Take a look at your employee practices for retention, motivation, accountability, reward,
recognition, flexibility in work-life balance, promotion, and involvement. These are your key
areas for becoming an employer of choice.

You want your employees bragging that your organization is a great place to work. People will
believe your employees before they believe what you write in the corporate literature or on your
recruiting website.

5.Involve Your Employees in the Hiring Process
You have three opportunities to involve your employees in the hiring process.

Your employees can recommend excellent candidates for your firm.

They can assist you to review resumes and qualifications of potential candidates.

They can help you interview people to assess their potential “fit” within your company.

Organizations that fail to use employees to assess potential employees are underutilizing one of
their most important assets. People who participate in the selection process are committed to
helping the new employee succeed. It can’t get any better than that for you and the new
employee.

6.Pay Better Than Your Competition
Yes, you do get what you pay for in the job market. Survey your local job market and take a hard
look at the compensation people in your industry attract. You want to pay better than average to
attract and keep the best candidates. Seems obvious, doesn’t it?

It’s not. You can listen to employers every day who talk about how to get employees cheaply. It’s
a bad practice. Did you hear, “You do get what you pay for in the job market?” Sure, you can
luck out and attract a person who has golden handcuffs because they are following their spouse
to a new community or need your benefits.

https://www.thebalancecareers.com/hr-building-brand-1917670

https://neilpatel.com/blog/googles-culture-of-success/

https://www.thebalancecareers.com/tips-to-reduce-employee-turnover-1919039

https://www.thebalancecareers.com/work-life-balance-1918292

https://www.thebalancecareers.com/are-you-an-employer-of-choice-1918112

https://www.thebalancecareers.com/how-employers-hire-employees-1918954

https://www.thebalancecareers.com/employee-involvement-in-the-employee-selection-process-1919152

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But, they will resent their pay scale, feel unappreciated, and leave you for their first good job
offer. Employee replacement costs can range from two to three times the person’s annual
salary. You do get what you are willing to pay for in the job market.

7. Use Your Benefits to Your Advantage In Recruiting Employees
Keep your benefits above industry standard and add new benefits as you can afford to add
them. You also need to educate employees about the cost and value of their benefits so they
appreciate how well you are looking out for their needs.

Employees treasure flexibility and the opportunity to balance work with other life responsibilities,
interests, and issues. You can’t be an employer of choice without a good benefits package that
includes standard benefits such as medical insurance, retirement, and dental insurance.

Employees are increasingly looking for cafeteria-style benefits plans in which they can balance
their choices with those of a working spouse or partner. Pfau and Kay recommend stock and
ownership opportunities for every level of employees in your organization. Consider profit-
sharing plans and bonuses that pay the employee for measurable achievements and
contributions.

8.Hire the Smartest Person You Can Find
In their book, “First Break All the Rules: What the World’s Greatest Managers Do Differently,”
Marcus Buckingham and Curt Coffman recommend that great managers hire for talent. They
believe that successful managers believe:

“People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw
out what was left in. That is hard enough.”

If you’re looking for someone who will work well with people, you need to hire an individual who
has the talent of working well with people. You’re unlikely to train missing talents into the person
later. You can try, but then, you are not building on the employee’s strengthswhich 80,000
managers, via Gallup’s research, highly recommended.

The recommendation? Hire for strengths; don’t expect to develop weak areas of performance,
habits, and talents. Build on what is great about your new employee in the first place.

9. Use Your Website for Recruiting

https://www.thebalancecareers.com/how-much-does-it-cost-to-hire-a-new-employee-4589165

https://www.thebalancecareers.com/most-of-employee-benefits-1917723

https://www.thebalancecareers.com/flexible-schedule-1918130

https://www.thebalancecareers.com/work-life-balance-1918292

https://www.thebalancecareers.com/what-s-in-a-comprehensive-employee-benefits-package-1917860

https://www.thebalance.com/how-do-dental-credit-cards-work-4174062

https://www.thebalancecareers.com/what-is-a-cafeteria-plan-1919082

https://www.thebalancecareers.com/profit-sharing-1918230

https://www.thebalancecareers.com/what-great-managers-do-differently-1918652

https://www.thebalancecareers.com/tips-for-effective-management-success-1916728

https://www.thebalancecareers.com/what-is-talent-management-really-1919221

https://www.thebalancecareers.com/help-develop-employee-strengths-not-weaknesses-1918672

https://www.gallup.com/workplace/247514/strengths-based-culture.aspx

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Your website portrays your vision, mission, values, goals, and products. It is also effective for
recruiting employees who experience a resonance with what you state on your site. Your
website should provide insight into the culture and work environment that you offer for
employees.

You do want to create an employment section which describes your available positions and
contains information about you and why an interested person might want to contact your
company. A recruiting website is your opportunity to shine and a highly effective way to attract
candidates.

10. Check References When Recruiting Employees
The purpose of this section is to keep you out of trouble with the candidates you are seeking
and selecting and the employees you currently employ. You really need to check references
carefully and do background checks.

In the litigious society in which we live (don’t even ask what percentage of the world’s lawyers
reside in the United States), you need to pursue every avenue to assure that the people you hire
can do the job, contribute to your growth and development, and have no past transgressions
which might endanger your current workforce.

In fact, you might be liable if you failed to do a background check on a person who then
attacked another employee in your workplace.

Each organization has to start somewhere to improve recruiting, hiring, and retention
of valued employees. The tactics and opportunities detailed here are your best bets
for recruiting the best employees. These ideas can help your organization succeed
and grow, they create a workplace that will meet both your needs and the needs of
your potential and current superior employees.

https://www.thebalancecareers.com/build-a-strategic-framework-through-strategic-planning-1916834

https://www.thebalancecareers.com/mission-is-what-you-do-1918182

https://www.thebalancecareers.com/core-values-are-what-you-believe-1918079

https://www.thebalancecareers.com/what-makes-up-your-company-culture-1918816

https://www.thebalancecareers.com/use-the-web-for-recruiting-talent-1918951

https://www.thebalancecareers.com/when-employers-hire-an-employment-law-attorney-4153517

https://www.thebalancecareers.com/how-to-check-references-and-a-reference-checking-format-1916780

https://www.thebalancecareers.com/what-is-background-checking-1918065

https://www.thebalancecareers.com/background-checks-1918967

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Diversity and Inclusion in the Workforce – Business Ethics

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Diversity and Inclusion in the Workforce

Learning Objectives

By the end of this section, you will be able to:

Explain the benefits of employee diversity in the workplace

Discuss the challenges presented by workplace diversity

Diversity is not simply a box to be checked; rather, it is an approach to business that unites ethical
management and high performance. Business leaders in the global economy recognize the benefits
of a diverse workforce and see it as an organizational strength, not as a mere slogan or a form of
regulatory compliance with the law. They recognize that diversity can enhance performance and
drive innovation; conversely, adhering to the traditional business practices of the past can cost them
talented employees and loyal customers.

A study by global management consulting firm McKinsey & Company indicates that businesses
with gender and ethnic diversity outperform others. According to Mike Dillon, chief diversity and
inclusion officer for PwC in San Francisco, “attracting, retaining and developing a diverse group of
professionals stirs innovation and drives growth.”

Living this goal means not only recruiting, hiring, and training talent from a wide demographic
spectrum but also including all employees in every aspect of the organization.

Workplace Diversity

The twenty-first century workplace features much greater diversity than was common even a couple
of generations ago. Individuals who might once have faced employment challenges because of
religious beliefs, ability differences, or sexual orientation now regularly join their peers in interview
pools and on the job. Each may bring a new outlook and different information to the table;
employees can no longer take for granted that their coworkers think the same way they do. This
pushes them to question their own assumptions, expand their understanding, and appreciate

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alternate viewpoints. The result is more creative ideas, approaches, and solutions. Thus, diversity
may also enhance corporate decision-making.

Communicating with those who differ from us may require us to make an extra effort and even
change our viewpoint, but it leads to better collaboration and more favorable outcomes overall,
according to David Rock, director of the Neuro-Leadership Institute in New York City, who says
diverse coworkers “challenge their own and others’ thinking.”

According to the Society for Human Resource Management (SHRM), organizational diversity now
includes more than just racial, gender, and religious differences. It also encompasses different
thinking styles and personality types, as well as other factors such as physical and cognitive abilities
and sexual orientation, all of which influence the way people perceive the world. “Finding the right
mix of individuals to work on teams, and creating the conditions in which they can excel, are key
business goals for today’s leaders, given that collaboration has become a paradigm of the twenty-
first century workplace,” according to an SHRM article.

Attracting workers who are not all alike is an important first step in the process of achieving greater
diversity. However, managers cannot stop there. Their goals must also encompass inclusion, or the
engagement of all employees in the corporate culture. “The far bigger challenge is how people
interact with each other once they’re on the job,” says Howard J. Ross, founder and chief learning
officer at Cook Ross, a consulting firm specializing in diversity. “Diversity is being invited to the
party; inclusion is being asked to dance. Diversity is about the ingredients, the mix of people and
perspectives. Inclusion is about the container—the place that allows employees to feel they belong,
to feel both accepted and different.”

Workplace diversity is not a new policy idea; its origins date back to at least the passage of the Civil
Rights Act of 1964 (CRA) or before. Census figures show that women made up less than 29 percent
of the civilian workforce when Congress passed Title VII of the CRA prohibiting workplace
discrimination. After passage of the law, gender diversity in the workplace expanded significantly.
According to the U.S. Bureau of Labor Statistics (BLS), the percentage of women in the labor force
increased from 48 percent in 1977 to a peak of 60 percent in 1999. Over the last five years, the
percentage has held relatively steady at 57 percent. Over the past forty years, the total number of
women in the labor force has risen from 41 million in 1977 to 71 million in 2017.

The BLS projects that the number of women in the U.S. labor force will reach 92 million in 2050
(an increase that far outstrips population growth).

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The statistical data show a similar trend for African American, Asian American, and Hispanic
workers ((Figure)). Just before passage of the CRA in 1964, the percentages of minorities in the
official on-the-books workforce were relatively small compared with their representation in the total
population. In 1966, Asians accounted for just 0.5 percent of private-sector employment, with
Hispanics at 2.5 percent and African Americans at 8.2 percent.

However, Hispanic employment numbers have significantly increased since the CRA became law;
they are expected to more than double from 15 percent in 2010 to 30 percent of the labor force in
2050. Similarly, Asian Americans are projected to increase their share from 5 to 8 percent between
2010 and 2050.
There is a distinct contrast in workforce demographics between 2010 and projected numbers for
2050. (credit: attribution: Copyright Rice University, OpenStax, under CC BY 4.0 license)

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Much more progress remains to be made, however. For example, many people think of the
technology sector as the workplace of open-minded millennials. Yet Google, as one example of a
large and successful company, revealed in its latest diversity statistics that its progress toward a
more inclusive workforce may be steady but it is very slow. Men still account for the great majority
of employees at the corporation; only about 30 percent are women, and women fill fewer than 20
percent of Google’s technical roles ((Figure)). The company has shown a similar lack of gender
diversity in leadership roles, where women hold fewer than 25 percent of positions. Despite modest
progress, an ocean-sized gap remains to be narrowed. When it comes to ethnicity, approximately 56
percent of Google employees are white. About 35 percent are Asian, 3.5 percent are Latino, and 2.4
percent are black, and of the company’s management and leadership roles, 68 percent are held by
whites.

Google is emblematic of the technology sector, and this graphic shows just how far from
equality and diversity the industry remains. (credit: attribution: Copyright Rice University,
OpenStax, under CC BY 4.0 license)

Google is not alone in coming up short on diversity. Recruiting and hiring a diverse workforce has
been a challenge for most major technology companies, including Facebook, Apple, and Yahoo
(now owned by Verizon); all have reported gender and ethnic shortfalls in their workforces.

The Equal Employment Opportunity Commission (EEOC) has made available 2014 data comparing
the participation of women and minorities in the high-technology sector with their participation in
U.S. private-sector employment overall, and the results show the technology sector still lags.

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Compared with all private-sector industries, the high-technology industry employs a larger share of
whites (68.5%), Asian Americans (14%), and men (64%), and a smaller share of African Americans
(7.4%), Latinos (8%), and women (36%). Whites also represent a much higher share of those in the
executive category (83.3%), whereas other groups hold a significantly lower share, including
African Americans (2%), Latinos (3.1%), and Asian Americans (10.6%). In addition, and perhaps
not surprisingly, 80 percent of executives are men and only 20 percent are women. This compares
negatively with all other private-sector industries, in which 70 percent of executives are men and 30
percent women.

Technology companies are generally not trying to hide the problem. Many have been publicly
releasing diversity statistics since 2014, and they have been vocal about their intentions to close
diversity gaps. More than thirty technology companies, including Intel, Spotify, Lyft, Airbnb, and
Pinterest, each signed a written pledge to increase workforce diversity and inclusion, and Google
pledged to spend more than $100 million to address diversity issues.

Diversity and inclusion are positive steps for business organizations, and despite their sometimes
slow pace, the majority are moving in the right direction. Diversity strengthens the company’s
internal relationships with employees and improves employee morale, as well as its external
relationships with customer groups. Communication, a core value of most successful businesses,
becomes more effective with a diverse workforce. Performance improves for multiple reasons, not
the least of which is that acknowledging diversity and respecting differences is the ethical thing to
do.

Adding Value through Diversity

Diversity need not be a financial drag on a company, measured as a cost of compliance with no
return on the investment. A recent McKinsey & Company study concluded that companies that
adopt diversity policies do well financially, realizing what is sometimes called a diversity dividend.
The study results demonstrated a statistically significant relationship of better financial performance
from companies with a more diverse leadership team, as indicated in (Figure). Companies in the top
25 percent in terms of gender diversity were 15 percent more likely to post financial returns above
their industry median in the United States. Likewise, companies in the top 25 percent of racial
and/or ethnic diversity were 35 percent more likely to show returns exceeding their respective
industry median.

Companies with gender and ethnic diversity generally outperform those without it. (credit:
attribution: Copyright Rice University, OpenStax, under CC BY 4.0 license)

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These results demonstrate a positive correlation between diversity and performance, rebutting any
claim that affirmative action and other such programs are social engineering that constitutes a
financial drag on earnings. In fact, the results reveal a negative correlation between performance
and lack of diversity, with companies in the bottom 25 percent for gender and ethnicity or race
proving to be statistically less likely to achieve above-average financial returns than the average
companies. Non-diverse companies were not leaders in performance indicators. Positive
correlations do not equal causation, of course, and greater gender and ethnic diversity do not
automatically translate into profit. Rather, as this chapter shows, they enhance creativity and
decision-making, employee satisfaction, an ethical work environment, and customer goodwill, all of
which, in turn, improve operations and boost performance.

Diversity is not a concept that matters only for the rank-and-file workforce; it makes a difference at
all levels of an organization. The McKinsey & Company study, which examined twenty thousand
firms in ninety countries, also found that companies in the top 25 percent for executive and/or board
diversity had returns on equity more than 50 percent higher than those companies that ranked in the
lowest 25 percent. Companies with a higher percentage of female executives tended to be more
profitable.

Read the working paper “Is Gender Diversity Profitable? Evidence from a Global Survey,” from the
Peterson Institute for International Economics for a closer look at the profitability of gender
diversity.

Achieving equal representation in employment based on demographic data is the ethical thing to do

https://openstax.org/l/53Peterson

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because it represents the essential American ideal of equal opportunity for all. It is a basic
assumption of an egalitarian society that all have the same chance without being hindered by
immutable characteristics. However, there are also directly relevant business reasons to do it. More
diverse companies perform better, as we saw earlier in this chapter, but why? The reasons are
intriguing and complex. Among them are that diversity improves a company’s chances of attracting
top talent and that considering all points of view may lead to better decision-making. Diversity also
improves customer experience and employee satisfaction.

To achieve improved results, companies need to expand their definition of diversity beyond race and
gender. For example, differences in age, experience, and country of residence may result in a more
refined global mind-set and cultural fluency, which can help companies succeed in international
business. A salesperson may know the language of customers or potential customers from a specific
region or country, for example, or a customer service representative may understand the norms of
another culture. Diverse product-development teams can grasp what a group of customers may want
that is not currently being offered.

Resorting to the same approaches repeatedly is not likely to result in breakthrough solutions.
Diversity, however, provides usefully divergent perspectives on the business challenges companies
face. New ideas help solve old problems—another way diversity makes a positive contribution to
the bottom line.

The Challenges of a Diverse Workforce

Diversity is not always an instant success; it can sometimes introduce workplace tensions and lead
to significant challenges for a business to address. Some employees simply are slow to come around
to a greater appreciation of the value of diversity because they may never have considered this
perspective before. Others may be prejudiced and consequently attempt to undermine the success of
diversity initiatives in general. In 2017, for example, a senior software engineer’s memo criticizing
Google’s diversity initiatives was leaked, creating significant protests on social media and adverse
publicity in national news outlets.

The memo asserted “biological causes” and “men’s higher drive for status” to account for women’s
unequal representation in Google’s technology departments and leadership.

Google’s response was quick. The engineer was fired, and statements were released emphasizing
the company’s commitment to diversity.

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Although Google was applauded for its quick response, however, some argued that an employee
should be free to express personal opinions without punishment (despite the fact that there is no
right of free speech while at work in the private sector).

In the latest development, the fired engineer and a coworker filed a class-action lawsuit against
Google on behalf of three specific groups of employees who claim they have been discriminated
against by Google: whites, conservatives, and men.

This is not just the standard “reverse discrimination” lawsuit; it goes to the heart of the culture of
diversity and one of its greatest challenges for management—the backlash against change.

In February 2018, the National Labor Relations Board ruled that Google’s termination of the
engineer did not violate federal labor law

and that Google had discharged the employee only for inappropriate but unprotected conduct or
speech that demeaned women and had no relationship to any terms of employment. Although this
ruling settles the administrative labor law aspect of the case, it has no effect on the private wrongful
termination lawsuit filed by the engineer, which is still proceeding.

Yet other employees are resistant to change in whatever form it takes. As inclusion initiatives and
considerations of diversity become more prominent in employment practices, wise leaders should
be prepared to fully explain the advantages to the company of greater diversity in the workforce as
well as making the appropriate accommodations to support it. Accommodations can take various
forms. For example, if you hire more women, should you change the way you run meetings so
everyone has a chance to be heard? Have you recognized that women returning to work after
childrearing may bring improved skills such as time management or the ability to work well under
pressure? If you are hiring more people of different faiths, should you set aside a prayer room?
Should you give out tickets to football games as incentives? Or build team spirit with trips to a local
bar? Your managers may need to accept that these initiatives may not suit everyone. Adherents of
some faiths may abstain from alcohol, and some people prefer cultural events to sports. Many might
welcome a menu of perquisites (“perks”) from which to choose, and these will not necessarily be
the ones that were valued in the past. Mentoring new and diverse peers can help erase bias and
overcome preconceptions about others. However, all levels of a company must be engaged in
achieving diversity, and all must work together to overcome resistance.
Read this article for strategies on overcoming gendered meeting dynamics in the workplace from
the Harvard Business Review.
Companies with Diverse Workforces

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Texas Health Resources, a Dallas-area healthcare and hospital company, ranked No. 1
among Fortune’s Best Workplaces for Diversity and No. 2 for Best Workplaces for African
Americans.

Texas Health employs a diverse workforce that is about 75 percent female and 40 percent minority.
The company goes above and beyond by offering English classes for Hispanic workers and hosting
several dozen social and professional events each year to support networking and connections
among peers with different backgrounds. It also offers same-sex partner benefits; approximately 3
percent of its workforce identifies as LGBTQ (lesbian, gay, bisexual, transgender, queer or
questioning).

Another company receiving recognition is Marriott International, ranked No. 6 among Best
Workplaces for Diversity and No. 7 among Best Workplaces for African Americans and for Latinos.
African American, Latino, and other ethnic minorities account for about 65 percent of Marriott’s
100,000 employees, and 15 percent of its executives are minorities. Marriott’s president and CEO,
Arne Sorenson, is recognized as an advocate for LGBTQ equality in the workplace, published an
open letter on LinkedIn expressing his support for diversity and entreating then president-elect
Donald Trump to use his position to advocate for inclusiveness. “Everyone, no matter their sexual
orientation or identity, gender, race, religion disability or ethnicity should have an equal opportunity
to get a job, start a business or be served by a business,” Sorenson wrote. “Use your leadership to
minimize divisiveness around these areas by letting people live their lives and by ensuring that they
are treated equally in the public square.”

Critical Thinking

Is it possible that Texas Health and Marriott rank highly for diversity because the hospitality and
healthcare industries tend to hire more women and minorities in general? Why or why not?

Summary

A diverse workforce yields many positive outcomes for a company. Access to a deep pool of talent,
positive customer experiences, and strong performance are all documented positives. Diversity may
also bring some initial challenges, and some employees can be reluctant to see its advantages, but
committed managers can deal with these obstacles effectively and make diversity a success through
inclusion.

Assessment Questions

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Diversity and inclusion at all levels of a private-sector company is ________.

A. mandated by federal law

B. the approach preferred by many companies

C. required by state law in thirty states

D. contrary to the company’s fiduciary duty to stockholders

B
Google ________.

A. has the most diverse workforce of any major U.S. company

B. uses a strict quota system in its hiring practices

C. is similar to other technology companies, most of which lag on diversity

D. promotes women at higher rates than men

C
True or false? Diversity programs may fail due to resistance from employees within a company.
True
Studies have been conducted on the financial performance of companies with high levels of
diversity. Briefly discuss the results of such studies.
Studies indicate that the financial performance of companies with a diverse workforce is above
average for their industries. The McKinsey and Company study noted in the chapter found that
companies featuring great diversity in their workforces typically enjoyed earnings between 15 and
35 percent greater than their respective US industry medians.
Since the passage of federal laws such as the Civil Rights Act of 1964, the percentage of women in
leadership positions has improved but not reached parity with that of men. Briefly discuss the
percentage of women in leadership positions in different industries and what might be some of the
benefits of improving the representation of women.
The percentage of women in leadership positions remains much lower than for men, generally less
than 20 percent of positions. The benefits of greater gender diversity in the workforce include
improved internal relationships and employee morale and more effective internal and external
communication. Studies have also shown that companies in the top 25 percent for executive and/or
board diversity had returns on equity more than 50 percent higher than those companies that ranked
in the lowest 25 percent.

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Endnotes

1Novid Parsi, “Workplace Diversity and Inclusion Gets Innovative,” Society for Human
Resource Management, January 16, 2017. https://www.shrm.org/hr-today/news/hr-
magazine/0217/pages/disrupting-diversity-in-the-workplace.aspx.
2Novid Parsi, “Workplace Diversity and Inclusion Gets Innovative,” Society for Human
Resource Management, January 16, 2017. https://www.shrm.org/hr-today/news/hr-
magazine/0217/pages/disrupting-diversity-in-the-workplace.aspx.
3Novid Parsi, “Workplace Diversity and Inclusion Gets Innovative,” Society for Human
Resource Management, January 16, 2017. https://www.shrm.org/hr-today/news/hr-
magazine/0217/pages/disrupting-diversity-in-the-workplace.aspx.
4Novid Parsi, “Workplace Diversity and Inclusion Gets Innovative,” Society for Human
Resource Management, January 16, 2017. https://www.shrm.org/hr-today/news/hr-
magazine/0217/pages/disrupting-diversity-in-the-workplace.aspx.
5“Labor Force Statistics from the Current Population Survey. Household Data Annual Averages.
2. Employment Status of the Civilian Noninstitutional Population 16 Years and Over by Sex,
1977 to date,” U.S. Bureau of Labor Statistics. https://www.bls.gov/cps/cpsaat02.htm (accessed
July 22, 2018).
6“Indicators (2013),” U.S. Equal Employment Opportunity Commission.
https://www.eeoc.gov/eeoc/statistics/employment/jobpat-eeo1/2013_indicators.cfm (accessed
January 10, 2018).
7Google, https://diversity.google/annual-report/# (accessed July 10, 2018).
8“Diversity in High Tech,” U.S. EEOC. https://www.eeoc.gov/eeoc/statistics/reports/hightech/
(accessed January 12, 2018).
9Lisa Eadicicco, “Google’s Diversity Efforts Still Have a Long Way to Go,” Time, July 1, 2016.
http://time.com/4391031/google-diversity-statistics-2016/.
10Pubali Neogy, “Diversity in Workplace Can Be a Game Changer,” Yahoo India Finance, June
18, 2018. Neogy states that greater diversity in the workplace fosters “creativity and
innovation,” “opens global opportunities” for the firm, “fosters adaptability and better working
culture,” and generally “improves companies’ bottom lines.”
https://in.finance.yahoo.com/news/diversity-workplace-can-game-changer-heres-
183319670.html.
11Vivian Hunt, Dennis Layton, and Sara Prince, “Why Diversity Matters,” McKinsey &
Company, January 2015. https://www.mckinsey.com/business-functions/organization/our-
insights/why-diversity-matters.
12Marcus Noland, Tyler Moran, and Barbara Kotschwar, “Is Gender Diversity Profitable?
Evidence from a Global Survey,” Working Paper 16-3, Peterson Institute for International
Economics, February 2016. https://piie.com/publications/working-papers/gender-diversity-
profitable-evidence-global-survey.
13Daisuke Wakabayashi, “Contentious Memo Strikes Nerve inside Google and Out,” New York
Times, August 8, 2017. https://www.nytimes.com/2017/08/08/technology/google-engineer-fired-
gender-memo.html.
14Bill Chappell and Laura Sydell, “Google Reportedly Fires Employee Who Slammed Diversity
Efforts,” National Public Radio, August 7, 2017. https://www.npr.org/sections/thetwo-

Diversity and Inclusion in the Workforce

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way/2017/08/07/542020041/google-grapples-with-fallout-after-employee-slams-diversity-
efforts.
15Sara Ashley O’Brien, “Engineers Sue Google for Allegedly Discriminating against White
Men and Conservatives,” CNN/Money, January 8, 2018.
http://money.cnn.com/2018/01/08/technology/james-damore-google-lawsuit/index.html.
16Daisuke Wakabayashi, “Google Legally Fired Diversity Memo Author, Labor Agency
Says,” New York Times, February 16, 2018.
https://www.nytimes.com/2018/02/16/business/google-memo-firing.html.
17Michael Bush and Kim Peters, “How the Best Companies Do Diversity Right,” Fortune,
December 5, 2016. http://fortune.com/2016/12/05/diversity-inclusion-workplaces/.
18Michael Bush and Kim Peters, “How the Best Companies Do Diversity Right,” Fortune,
December 5, 2016. http://fortune.com/2016/12/05/diversity-inclusion-workplaces/.

Glossary

diversity dividend
the financial benefit of improved performance resulting from a diverse workforce

inclusion
the engagement of all employees in the corporate culture

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5 Steps to Improve Diversity Recruiting
By Pamela Babcock

February 24, 2017

NEW YORK CITY—Johnny Campbell has a confession to make: When he started out as a

corporate recruiter at age 21 doing searches for accountants and comptrollers, he’d quickly delete

anybody older than 40 from his database.

“I would say over 40 is too old to do these jobs!” said Campbell, owner and CEO of Social Talent, a

Dublin, Ireland-based social coaching platform for recruiters. “You live and learn. You grow out of

these things. But I know there are other people out there who have these biases and they justify

them.”

Bias can thwart diversity at every step of the hiring process, from recruiting, screening and

interviewing to assessment and onboarding, Campbell said at this month’s HIREconf NYC, a

recruiting conference. But there are tactics that can help increase equal opportunity at each stage.

“Diversity hiring isn’t about fixing one stage, and it isn’t just about the hiring,” he said. “When you talk

about diversity and inclusion, it leads to the more holistic area of belonging in an organization and it

doesn’t just end with [recruiters].”

[SHRM members-only toolkit: Managing Affirmative Action Programs]

Reconsider Job Requirements

Job specifications may include equal employment opportunity statements, but people who write

them often don’t think about factors that influence the chances of certain candidates applying.

Campbell said a Social Talent analysis of published job advertisements revealed “a really weird

pattern” where the number seven was used frequently, such as stating that someone should have

seven years’ experience. He recommends nixing such numbers unless they are absolute

requirements.

Why? Campbell said a Hewlett-Packard internal report, which was the focus of a 2014 Harvard

Business Review story, found that women generally only apply for positions where they feel they

meet 100 percent of the criteria, unlike men, who will apply if they feel they meet just 60 percent.

If you say someone needs five years’ experience, be 100 percent sure you can’t hire someone with

four years’ experience because you’ll turn some women away. Better yet, Campbell said, leave out

such arbitrary requirements.

Nix Bias at the Sourcing Stage

Bias can enter the search and sourcing process whether you’re male or female, white or black,

Latino or Asian, European or American. Case in point: Campbell said an analysis of data from the

estimated 80,000 recruiters worldwide who use his platform found that when recruiters search for

https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingaffirmativeactionprograms.aspx

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candidates on LinkedIn, regardless of role, they’re more likely to look at male profiles.

In every profession and at every level of seniority, Campbell said, recruiters end up looking at twice

as many male as female profiles.

“We don’t go in thinking we are actively looking for more males than females, but it often happens,”

Campbell said.

He added that one way to find female talent is to filter profiles on a Boolean search, using phrases

such as “women in tech,” “girl coders” or “STEMWomen,” or to filter profiles using terms such as

“she” or “her.”

But a better way is to use data aggregator technology that gathers data from across the web and

filters the most relevant information into a database of candidate profiles. Instead of searching for

specific terms like those above, a recruiter could create a search by entering a list of female names.

Then, they could add other parameters, such as job titles or skills required. Or, to reach ethnically

diverse candidates, add certain surnames.

Train to Spot Bias in Screening

Screening is arguably where most bias comes into play, Campbell said. Unconscious bias training

can help. Research has shown that hiring managers, whether male or female, rate male candidates

as more competent and hirable than identical female candidates for STEM positions, according to

“Science Faculty’s Subtle Gender Biases Favor Male Students,” a study published in Proceedings of

the National Academy of Sciences. The study used the exact same resume with randomized male or

female names and sent it to hiring managers for a lab manager position. Managers who thought they

were looking at “male” resumes rated those candidates more competent, more hirable and even said

they would more likely mentor this person. Campbell said the latter finding is particularly

troublesome.

“It’s all very well to say that they fit or they don’t fit, but would you invest your time in helping this

person? If they are a man, sure. A woman? Less so,” Campbell said. “Not exactly equal

opportunity.”

When presenting resumes to hiring managers, consider deleting the name to take gender out of the

equation, and label resumes by using numbers instead of names. Likewise, removing addresses can

ward off discrimination based on socioeconomic background. Such judgments can happen in a split

second: “They say ‘I’m not going to hold this against them,’ but it doesn’t matter,” Campbell said. “It’s

on your mind.”

Work to Ensure a More Balanced Slate

Whether the priority is more diversity based on race, gender, ethnicity or some other dimension, it

pays to have a diverse interview slate. A company looking to hire more women may not want to

bring in the top four candidates if they’re all men, but swap the top two out for women.

http://www.pnas.org/content/109/41/16474.full

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A 2016 study published in the Harvard Business Review based on research at the University of

Colorado’s Leeds School of Business found that if there are four candidates and three are female,

there’s a 75 percent chance a woman will be hired. If the slate is two men and two women, the odds

of a woman being hired are 50/50. But when there are three men and one woman, Campbell said

the chances of a woman being hired is statistically zero because they’re viewed as a “token.”

The study found women were 79 times more likely to get the job when there were at least two

females on the short list, while given the same scenario, nonwhite candidates were nearly 194 times

more likely to get hired.

“If you put in one token person, they stand out by being the only one,” Campbell noted. With more

than one, “all of a sudden they’re just other candidates, which is what we want them to be.”

Watch What You Do and Say

Small micro-affirmations during an interview can have an outsized impact.

Complimenting a female with phrases like “your outfit is amazing” activates “a stereotype threat,”

and she’ll statistically do less well during the interview, Campbell said.

In the end, he said, “it’s about understanding people. It’s so important to first of all realize we all have

these biases. Embrace them and figure out how … to give everybody the best chance to do their

jobs and be happy.”

Campbell will lead a session at the 2017 SHRM Talent Management Conference & Exposition in

Chicago on April 25 on finding and hiring passive candidates.

Pamela Babcock is a freelance writer based in the New York City area.

https://hbr.org/2016/04/if-theres-only-one-woman-in-your-candidate-pool-theres-statistically-no-chance-shell-be-hired

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https://conferences.shrm.org/conference/2017-talent-management-conference-exposition/session/power-purpose-and-how-it-can-help-0

1/19/2021 How Employers Use Applicant Tracking Systems (ATS)

https://www.thebalancecareers.com/what-is-an-applicant-tracking-systems-ats-2061926 1/6

How Employers Use Applicant Tracking Systems
(ATS)

• • •

BY Updated January 14, 2020ALISON DOYLE

Modern applicant tracking systems (ATS) can help entire hiring teams manage every aspect
of hiring and recruiting. Many employers rely heavily on an ATS, also known as a talent
management system, to adminstrate their hiring process. The information in the database is
used to screen candidates, test applicants, schedule interviews, manage the hiring process,
check references, and complete new-hire paperwork. 1

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How Applicant Tracking Systems Work
When applicants apply for a job online, their contact information, experience, educational
background, resume, and cover letter are uploaded into the database. The information can then
be transferred from one component of the system to another as candidates move through the
hiring process.

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The system allows company recruiters to review the applications, send applicants automated
messages letting them know their applications have been received, and give online tests. Hiring
managers can schedule interviews and mail rejection letters through the ATS. Finally, human
resources personnel can use the same information to put individuals on the payroll once they
are hired. These integrated systems streamline the recruiting, application, and hiring process for
employers.

https://www.thebalancecareers.com/what-is-a-hiring-manager-2062878

1/19/2021 How Employers Use Applicant Tracking Systems (ATS)

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Streamlining the Process
Using an ATS saves both time and money. Information from applicants is uploaded and
organized in a database, making it easily accessible and searchable for human resources
professionals. Because the information is collected and automatically organized digitally,
companies do not have to pay for additional time to sort and file paper applications.

Some systems can also save job applicants time. Many employers use systems that allow job
applicants to upload their vital information, work histories, education, and references directly
from their profiles on websites such as LinkedIn or Indeed. While job applicants need to
customize their application materials for different positions, being able to bypass the tedious
process of retyping this information for every application is a valuable time saver.

Tracking the Process
Applicant tracking systems allow companies to track where candidates found the job posting,
whether on a job board, directly from a company website, through a referral, or from another
source. This can be important information that allows employers to focus their recruiting on the
areas where the data shows they have the most success while reducing or eliminating efforts in
areas that show little results.

Drawbacks
H b fi i l li t t ki t b th ft d b k l

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However beneficial an applicant tracking system can be, there are often drawbacks employers
should consider. Systems are designed to look for specific keywords and types of backgrounds

for advertised positions, meaning good candidates who are switching careers might slip through
the cracks of the system unnoticed.

There also can be technical issues. Some systems will eliminate candidates if they can’t
interpret a scanned resume properly. This can happen if a resume looks slightly different than
what the system is programmed to understand, or if the resume is more complex than it can
interpret.

Tips for Candidates
If you’re applying for a job through an online form, assume that your resume is entering an
applicant tracking system. To increase your chances of making it through the ATS and to a
recruiter’s inbox, optimize your application in the following ways:

Follow instructions: Perhaps the most important thing you can do to make sure your
resume makes it to a human being is to follow instructions exactly as provided. That
means including the right documents (resume, cover letter, work samples, etc.) and the
right document type (don’t send a PDF if the instructions specifically ask for a Word doc).

Use keywords: Keywords are terms that relate to job requirements. To make sure that
your resume is filtered correctly, use the exact keywords from the job advertisement. For
example, if the job description calls for someone with experience in Microsoft Word, don’t
put Microsoft Office. A human can look at that descriptor and understand that it includes
Word, as well as other applications, but a bot might miss it because you didn’t mention
the exact keyword.

Don’t get fancy: Now is not the time for your infographic resume. Even a PDF might be
too slick for the system. Follow the instructions and send the exact file type specified.
Choose a standard resume format and font. Align your text to the left and set 1-inch
margins. Remember, you have to get through the ATS before you can impress a hiring
manager. If your formatting choices confuse the ATS, the application might not get
through to them in the first place.

https://www.thebalancecareers.com/how-to-apply-for-jobs-online-2061598

https://www.thebalancecareers.com/resume-keywords-and-tips-for-using-them-2063331

https://www.thebalancecareers.com/resume-formats-with-examples-and-formatting-tips-2063591

https://www.thebalancecareers.com/settings-for-resume-margins-2063126

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ARTICLE SOURCES

Society for Human Resource Management. ” .”
Accessed Jan. 13, 2020.

Today’s ATS Solutions Go Well Beyond Resume Storage

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/ats-solutions-buyers-guide-shrm.aspx

1/19/2021 Reading: Recruitment | Introduction to Business

https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-recruitment/ 1/6

Module 15: Human Resource

Management

Reading: Recruitment

Introduction to Business

https://courses.lumenlearning.com/

Cover

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Recruiting Workers

Recruitment of talented employees is an essential part of any company’s

ability to achieve success and maintain standards within an organization.

Recruiting workers consists of actively compiling a diverse pool of

potential candidates who can be considered for employment. A good

recruitment policy will do this in a timely, cost-e�cient manner. The

ultimate goal of any human resources recruitment policy is to develop

relationships with potential employees before they may actually be

needed while keeping an eye on the costs of doing so. In di�erent

industries, the constant need for talent creates a highly competitive

marketplace for individuals, and it is important for any manager to be

aware of these factors as they develop recruitment programs and

policies. As retirement among baby boomers becomes increasing

prevalent, victory in the “war for talent” will depend greatly on

recruitment policies.

Methods of Recruitment

There are two principal ways to recruit workers: internally and externally.

Most companies will actively use both methods, ensuring opportunities

for existing employees to move up in the organization while at the same

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time �nding new talent. Depending on the time frame and the

specialization of the position to �ll, some methods will be more e�ective

than others. In either case, the establishment of a comprehensive job

description for every position the company seeks to �ll will help to

narrow the scope of the search and attract more quali�ed candidates—

which contributes to search e�ciency.

Internal recruitment is often the most cost-e�ective method of recruiting

potential employees, as it uses existing company resources and talent

pool to �ll needs and therefore may not incur any extra costs. This is

done in two principal ways:

Advertising job openings internally: This is a method of using

existing employees as a talent pool for open positions. It carries

the advantage of reallocating individuals who are quali�ed and

familiar with the company’s practices and culture while at the same

time empowering employees within the organization. It also shows

the company’s commitment to, and trust in, its current employees

taking on new tasks.

Using networking: This method can be used in a variety of

di�erent ways. First, this recruitment technique involves simply

posting the question to existing employees about whether anyone

knows of quali�ed candidates who could �ll a particular position.

Known as employee referrals, this method often includes

giving bonuses to the existing employee if the recommended

applicant is hired. Another method uses industry contacts and

membership in professional organizations to help create a talent

pool via word-of-mouth information regarding the needs of the

organization.

External recruitment focuses on searching outside the organization for

potential candidates and expanding the available talent pool. The

primary goal of external recruitment is to create diversity and expand the

candidate pool. Although external recruitment methods can be costly to

managers in terms of dollars, the addition of a new perspective within

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the organization can bring many bene�ts that outweigh the costs.

External recruitment can be done in a variety of ways:

Online recruitment: The use of the Internet to �nd a talent pool is

quickly becoming the preferred way of recruiting, due to its ability

to reach such a wide array of applicants quickly and cheaply. First,

the use of the company Web site can enable a business to compile

a list of potential applicants who are very interested in the

company while at the same time giving them exposure to

the company’s values and mission. In order to be successful using

this recruitment method, a company must ensure that postings and

the process for submitting résumés are as transparent and simple

as possible. Another popular use of online recruiting is through

career Web sites (e.g., Monster.com or Careerbuilder.com). These

sites charge employers a set fee for a job posting, which can

remain on the Web site for speci�ed period of time. These sites

also carry a large database of applicants and allow clients to

search their database to �nd potential employees.

Traditional advertising: This often incorporates one or many forms

of advertising, ranging from newspaper classi�eds to radio

announcements. It is estimated that companies spend USD 2.18

billion annually on these types of ads.[1] Before the emergence of

the Internet, this was the most popular form of recruitment for

organizations, but the decline of newspaper readership has made

it considerably less e�ective.[2]

Job fairs and campus visits: Job fairs are designed to bring

together a comprehensive set of employers in one location so that

they may gather and meet with potential employees. The costs of

conducting a job fair are distributed across the various participants

and can attract an extremely diverse set of applicants. Depending

on the proximity to a college or university, campus visits help to

�nd candidates who are looking for the opportunity to prove

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themselves and have the minimum quali�cations, such as a college

education, that a �rm seeks.

Headhunters and recruitment services: These outside services

are designed to compile a talent pool for a company; however they

can be extremely expensive. Although these service can be

extremely e�cient in providing quali�ed applicants for specialized

or highly demanded job positions, the rate for the services

provided by headhunters can range from 20 percent to 35 percent

of the new recruit’s annual salary if the individual is hired.[3]

No matter how a company decides to recruit, the ultimate test is the

ability of a recruitment strategy to produce viable applicants. Each

manager will face di�erent obstacles in doing this. It is important to

remember that recruiting is not simply undertaken at a time of need for

an organization but rather is an ongoing process that involves

maintaining a talent pool and frequent contact with candidates.

�. Kulik, 2004 ↵

�. Heath�eld, Use the Web for Recruiting: Recruiting Online ↵

�. Heath�eld, Recruiting Stars: Top Ten Ideas for Recruiting Great

Candidates ↵

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Reading: Diversity in Human Resources

Reading: Hiring

1/19/2021 Ten Ways Employment At Will Is

Bad For Business

https://www.forbes.com/sites/lizryan/2016/10/03/ten-ways-employment-at-will-is-bad-for-business/?sh=64276b33157b 1/5

Careers

Ten Ways Employment At Will Is

Bad For Business

Oct 3, 2016, 12:51pm EDT

Liz Ryan Former Contributor

Everybody is familiar with the idea that for every action there is an equal

and opposite reaction. Another immutable law that often trips us up is the

Law of Unintended Consequences. That law causes a lot of problems in the

working world!

When employers don’t pay their employees for sick time, people come to

work with germs and get everybody sick. That’s a perfect illustration of the

Law of Unintended Consequences. Whichever genius made it impossible for

you and your co-workers to get paid for a sick day also made it easy for the

whole team to come down with the flu.

One of the most far-reaching examples of the Law of Unintended

Consequences is the damage done to U.S. employers by the legal doctrine of

Employment at Will, which says that employers can terminate employees at

any time for any reason, as long as they don’t discriminate in doing so.

Watch on Forbes:

It is legal in the U.S. for an employer to cut you loose at any moment, even if

you’re doing a fantastic job.

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They don’t need a reason. You can be fired for backing the wrong political

candidate or the wrong baseball team.

As long as your employment isn’t covered by a collective bargaining

agreement, an individual employment contract or regulations that

supersede Employment at Will, you could be toast at any moment, no

matter how long you’ve held your job.

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You can be fired because you’re too ugly in your boss’s view, or too beautiful.

Employment at Will sounds like a great thing for employers, because they

aren’t saddled with cumbersome restrictions on hiring and firing that would

hamper the management team in their ability to staff their departments.

Employment at Will sounds like a great deal for employers, but it’s not. Why

not? The Law of Unintended Consequences makes Employment at Will a

terrible thing for employers and their employees both.

Here are 10 reasons why.

1. Employment at Will makes the concept “Keep your boss happy, no matter

what!” the central mission for every working person. If you can get fired at

any moment, as most working Americans can, who’s going to be so foolish

as to tick off the boss? People keep their mouths shut when they have

important information to convey, because nobody wants to anger the boss

and potentially lose their job. That means employers don’t get vital

information they need to run their businesses. That’s a hindrance to them,

not a help!

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1/19/2021 Ten Ways Employment At Will Is Bad For Business

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2. Employment at Will sends working people into stealth job-search mode

when their issues or problems at work could probably be resolved through

frank and open communication. Why start a discussion that could get you

fired when you can just start an under-the-radar job search instead? Critical

cultural and business issues don’t get raised because if an employee raised

those issues, they could get terminated for doing so. When it’s easier and

safer to launch a job search than to talk to your boss about problems,

naturally employees will choose the safer path!

3. Employment at Will keeps lousy managers in place at every level of the

organizational chart. It is nearly impossible for higher-level managers to

hear about problems with supervisors lower in the organization. Why would

any employee speak up about poor leadership when they could get fired for

doing so? Lousy managers hurt organizations, but higher-ups don’t hear

about their lousy managers because employees are afraid to tell them.

4. Employment at Will keeps employees focused on pleasing their direct

supervisor rather than dreaming up and promoting good ideas that could

help their businesses in radical ways. Your direct supervisor is the person

you have to please if you want to stay employed, but your direct supervisor’s

goals may be wildly different from the higher-level needs of the

organization. Customers and shareholders lose out on breakthrough ideas

when employees are afraid to miss a target or veer from a standard

procedure to do something new (and potentially groundbreaking) so they

don’t try it.

5. Employment a Will reinforces the idea that an employee’s principal goal

at work is to toe the line and keep their mouth shut. If employees weren’t

afraid of getting fired, they’d have more fun, bring themselves to work more

fully, collaborate more, innovate more and generally rock the boat a lot

more than they do. Employment at Will stifles the instinct to try new things.

No one could blame an employee for taking the safe route when their

income is at stake!

1/19/2021 Ten Ways Employment At Will Is Bad For Business

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6. Employment at Will makes people shut up when they desperately want to

speak and when it would benefit their organization for them to speak up,

loudly and proudly!

7. Employment at Will gives supervisors and managers the idea that they are

kings and queens in their little kingdoms. This idea promotes loyalty to a

supervisor over idea-sharing, disruptive thinking or any other ambitious

undertaking. Employment at Will squashes the potential of your team —

your firm’s greatest asset, if you can step out of fear-based management to

tap it!

8. Employment at Will creates an “Us vs. Them” mentality in which your

employees are on one side of a great divide and your managers (along with

your HR team) are on the other side. Companies in other industrialized

nations are perfectly capable of running their businesses without

Employment at Will standing ready to be used as a cudgel against their

employees. US employers can do the same thing.

9. Employment at Will keeps employees from focusing on their work. They

have to be on guard against saying or doing anything, however slight, that

might irritate their manager. That’s not what you want your employees to be

focused on! You want them to be charged up about their mission and

supporting one another. Employment at Will disrupts the critical connection

between each employee and their passion for their work. That’s harmful and

expensive to your business.

10. Finally, Employment at Will keeps your organization mired in fear when

your team should be reaching for the stars, powered by trust and the fun of

exploration.

There’s no need to run your business with Employment at Will as a

centerpiece. You can step out of Employment at Will simply by using a

higher standard for employee discipline and termination.

1/19/2021 Ten Ways Employment At Will Is Bad For Business

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The more clearly and consistently you show your employees that merely

speaking up or having a different opinion from their boss will not get them

in trouble, the more trust will grow in your organization.

If you want to lead through trust instead of fear, you can start by training

your managers that their role is to coach and lead — like an orchestral

conductor — not to ride herd on their employees or treat them like children.

It’s a new day in the talent marketplace. Smart employers grab the best

talent and they won’t hesitate to snag your best employees too, if you don’t

treat them well while you’ve got them on board.

Follow me on LinkedIn.

Liz Ryan

I was a Fortune 500 HR SVP for 10 million years, but I was an opera singer before I ever

heard the term HR. The higher I got in the corporate world, the more operatic the…

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1/19/2021 What Hiring Managers and Hiring Search Committees Do

https://www.thebalancecareers.com/what-is-a-hiring-manager-2062878 1/8

What Hiring Managers and Hiring Search
Committees Do

• • •

BY Updated February 29, 2020ALISON DOYLE

One of the most confusing parts of job searching is the sheer number of people involved in
the job interview process. During a series of interviews with a single employer, you might talk
to recruiters, HR specialists, hiring managers, hiring search committees, or almost any
combination of those individuals and groups.

ARTICLE TABLE OF CONTENTS EXPAND

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https://www.thebalancecareers.com/steps-in-the-job-interview-process-2061363

https://www.thebalancecareers.com/how-to-choose-and-partner-with-a-recruiter-2063684

https://www.thebalancecareers.com/human-resources-specialist-4583054

1/19/2021 What Hiring Managers and Hiring Search Committees Do

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It helps to know with whom you’re speaking and what each person or group does for the
company. So, let’s look at two common entities in the process: hiring managers and hiring
search committees. As you’ll see, their jobs are similar.

1/19/2021 What Hiring Managers and Hiring Search Committees Do

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Hiring Managers vs. Hiring Search Committees
The hiring manager is usually the individual who will ultimately supervise candidates if they are
hired for a particular job. As such, they have the most detailed knowledge of the position for
which the employer is recruiting. The hiring manager will play the most influential role in
the screening and selection process.

The key differences will help you understand more about the interview process at the
employer that’s interviewing you.

https://www.thebalancecareers.com/how-companies-hire-employees-2061362

1/19/2021 What Hiring Managers and Hiring Search Committees Do

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Hiring search committees, comprised of a group of individuals who are involved in the hiring
process, are used to recruit, screen, and interview applicants. This hiring model is often used in
higher education and for executive hiring.

What Is a Hiring Manager Responsible For?
The hiring manager creates or revises the job description for a vacancy and conveys the
requirements for the job to the Human Resources (HR) office. They review advertisements for
the job after they have been drawn up by Human Resources.

How Applicants Are Screened
In some organizations, all resumes and application materials will be forwarded to the hiring
manager for initial screening. In other cases, a representative from Human Resources will
review resumes to make sure candidates meet the basic job requirements and then forward a

https://www.thebalancecareers.com/job-listing-guidelines-2061395

https://www.thebalancecareers.com/free-resume-templates-and-resume-builders-2058739

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batch of resumes to the hiring manager.

Often, the hiring manager will select and assemble a search committee, which is a group of
individuals with an interest in and perspective about the job to help screen and interview
candidates.

However, many experts advise hiring managers to work with their HR departments to manage
the process.

1
2

For some entry-level positions, the hiring manager might conduct the process alone
without a committee, or delegate the initial steps to an assistant manager.

https://www.thebalancecareers.com/free-resume-templates-and-resume-builders-2058739

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The Interview Process
In some cases, initial interviews will be carried out by recruiters from the Human Resources
department or contract employment agencies.

In other instances, the hiring manager or their designee might conduct telephone or in-
person screening interviews in order to select a few finalists for interviews with the hiring
committee.

The hiring manager will collect and consider evaluations completed by individuals who have met
with the finalists during the interview day at the organization’s facility. He will often lead a
discussion at a meeting of the committee members in order to formulate a recommendation
regarding which candidate to hire.

In other cases, the hiring manager will ask the committee members to share their individual
appraisal of the candidates in writing, and will make a decision without drawing a consensus.

How Hiring Decisions Are Made
The decision of a hiring manager will often be subject to review and final approval by their
manager.

Human Resources also usually review hiring decisions to make sure the hiring
manager has complied with all of the employer’s policies.

https://www.thebalancecareers.com/what-is-a-screening-interview-2062094

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As a candidate for a job, you should pay careful attention to the needs and preferences of the
hiring manager as you draft your application materials.

If possible, conduct informational interviews with professional contacts or alumni in comparable
positions to sharpen your perspective regarding the expectations of hiring managers in your
sector.

What Are Hiring Search Committees?
Employers use search committees to recruit, screen, and interview candidates for administrative
and faculty positions within higher education. Some corporations or no-profit organizations also
use a similar model to hire executives.

Search Committee Process
Deans, department chairs and college presidents typically give search committees their charge
and select a chair to orchestrate the committee’s activities. The administrator in charge might
select the other committee members or delegate this responsibility to the chair.

Many colleges attempt to include individuals from traditionally underrepresented groups.

Search Committee Responsibilities
Job descriptions are usually developed by Human Resources departments in collaboration with
the responsible administrator and shared with the committee to guide their screening.

Human Resources departments will typically advertise jobs and may do some initial screening to
determine if candidates meet basic requirements. In other cases, the search committee will work
their way through all the applications. Outside search firms will sometimes be engaged to recruit
candidates and conduct initial screening of applications and candidates.

Search committees will often conduct screening interviews with selected candidates from the
pool in order to identify individuals for campus interview days. These screening interviews may
b d t d b h Sk i

g p p y p

Members are usually selected to represent constituencies and departments which
intersect with the position in question.

https://www.thebalancecareers.com/how-an-informational-interview-can-help-your-career-2058564

https://humanresources.umn.edu/recruiting-and-hiring/searchcommittees#anchor-should

https://www.thebalancecareers.com/how-to-ace-a-phone-interview-2058579

https://www.thebalancecareers.com/video-interviewing-with-skype-2061627

https://www.thebalancecareers.com/what-is-a-first-interview-2061993

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ARTICLE SOURCES

be conducted by phone, Skype or in person.

College Campus Interviews
The hiring administrator will designate a number of candidates for the committee to select for
campus interviews. The search committee will work with Human Resources to organize those
visits and will solicit feedback from the individuals who have interviewed the candidates.

The search committee will also interview candidates on the day of their visits. A member of the
committee will often greet candidates on arrival and may take them out to an evening meal prior
to the interview day.

Selecting Candidates
After campus interview days, the search committee will meet to discuss the feedback from
campus constituents and to share their views on the candidates. They will draw consensus on a
list of one or more candidates whom they believe can handle the job.

The hiring administrator will let the search committee know how many candidates to recommend
and whether the list should be ranked. In some cases, the search committee will decide that no
individual adequately met the job requirements and the search will be reopened.

SHRM. ” .” Accessed Feb. 25 2020.Hiring Policy and Procedures
Tyler & Company. ” ” Accessed Feb. 25,
2020.

I’m Hiring: Do I Need a Search Committee or an Advisory Committee?

Glassdoor. ” ” Accessed Feb. 25, 2020.Who Needs to Be Involved in Your Hiring Process?
Inside Higher Ed. ” .” Accessed Feb. 25, 2020.Recruiting Diverse and Excellent New Faculty

https://www.thebalancecareers.com/how-to-ace-a-phone-interview-2058579

https://www.thebalancecareers.com/video-interviewing-with-skype-2061627

https://www.thebalancecareers.com/what-is-a-first-interview-2061993

https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/cms_001677.aspx

https://www.tylerandco.com/resources/articles/im-hiring-do-i-need-a-search-committee-or-an-advisory-committee/

https://www.glassdoor.com/employers/blog/who-needs-to-be-involved-in-your-hiring-process/

https://www.insidehighered.com/advice/2018/07/19/advice-deans-department-heads-and-search-committees-recruiting-diverse-faculty

1/19/2021 Overview |

U.S. Equal Employment Opportunity Commission

https://www.eeoc.gov/overview 1/3

U.S. Equal Employment Opportunity Commission

Overview
The U.S. Equal Employment Opportunity Commission (EEOC) is responsible for
enforcing federal laws that make it illegal to discriminate against a job applicant or
an employee because of the person’s race, color, religion, sex (including pregnancy,
transgender status, and sexual orientation), national origin, age (40 or older),
disability or genetic information.

Most employers with at least 15 employees are covered by EEOC laws (20 employees
in age discrimination cases). Most labor unions and employment agencies are also
covered.

The laws apply to all types of work situations, including hiring, firing, promotions,
harassment, training, wages, and benefits.

Authority & Role
The EEOC has the authority to investigate charges of discrimination against
employers who are covered by the law. Our role in an investigation is to fairly and
accurately assess the allegations in the charge and then make a finding. If we find
that discrimination has occurred, we will try to settle the charge. If we aren’t
successful, we have the authority to file a lawsuit to protect the rights of individuals
and the interests of the public and litigate a small percentage of these cases. When
deciding to file a lawsuit, the EEOC considers several factors such as the strength of
the evidence, the issues in the case, and the wider impact the lawsuit could have on
the EEOC’s e�orts to combat workplace discrimination.

We also work to prevent discrimination before it occurs through outreach,
education, and technical assistance programs.

The EEOC provides leadership and guidance to federal agencies on all aspects of the
federal government’s equal employment opportunity program. EEOC assures

https://www.eeoc.gov/

1/19/2021 Overview | U.S. Equal Employment Opportunity Commission

https://www.eeoc.gov/overview 2/3

federal agency and department compliance with EEOC regulations, provides
technical assistance to federal agencies concerning EEO complaint adjudication,
monitors and evaluates federal agencies’ a�irmative employment programs,
develops and distributes federal sector educational materials and conducts training
for stakeholders, provides guidance and assistance to our Administrative Judges
who conduct hearings on EEO complaints, and adjudicates appeals from
administrative decisions made by federal agencies on EEO complaints.

Location
We carry out our work through our headquarters o�ices in Washington, D.C. and
through 53 field o�ices serving every part of the nation.

The EEOC’s Vision is:

Respectful and inclusive workplaces with equal employment opportunity for all.

The EEOC’s Mission is to:

Prevent and remedy unlawful employment discrimination and advance equal
opportunity for all in the workplace.

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Job Analysis & Design

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1/19/2021

General and Specific Purpose of

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Home (index.html) / Library (all-subjects.htm) / People Management (all-subjects.htm#people_management)
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/ General and

Speci�c

Purpose of Job Description

General and Specific Purpose of Job Description

Job description is all about collecting and recording basic job-related data that includes job title, job location, job
summary, job duties, reporting information, working conditions, tools, machines and equipments to be used and
hazards and risks involved in it. A job description may or may not have speci�c purpose. It depends on what HR
managers want to determine and what is the objective of conducting the process of job analysis.

Job Description is a summary of job analysis �ndings that helps managers determine what an employee is supposed
to do when onboard. The purpose of job description depends on the level of details the job �ndings include.
Job description carried for general purpose typically involves job identi�cation (title, designation, location) and a
statement of duties and functions of a prospective or existing employee. A speci�cally carried job description
includes detailed information about the kind of job, how it is supposed to be performed and what is expected to be
delivered. Let’s discuss the general and speci�c purpose of conducting a job description process.

General Purpose of Job Description

General purpose job descriptions are used by organizations to �nd the very basic information about a particular job
opening. Though data includes worker’s duties but does not contain sub tasks, performance standards and basis for
evaluating jobs and establishing right compensation packages.

Advantages

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The main bene�t of general purpose job description is that it does not consume much time and quickly provides
basic information to managers. It does not require much human e�orts and is very easy and convenient to carry out.
Additionally, a job analyst does not have to conduct deep research to gather the required details.

Disadvantages

The main disadvantage of general purpose job description is that it does not provide managers with full-�edged
information about job context and sub tasks. Sometimes, a manager may fail to extract correct information from
such small amount of data.

Speci�c Purpose of Job Description

Speci�c purpose job description includes detailed information about job responsibilities of an employee. It also
covers sub tasks, essential functions and detailed job duties. It involves huge amount of details such as what an
employee needs to do, how it is to be done and what are the performance standards, etc.

Advantages

The main bene�t of speci�c purpose job description is that it o�ers ample information to evaluate job performance
and determine training needs of employees. It serves as a basis for all other HR processes including recruitment and
selection, performance appraisal, compensation decision and many more.

Disadvantages

Though it assists managers in decision making process but it has its own limitations. The process, however, may take
very long and consume lots of human e�orts. Since, it involves collecting detailed information; the biased nature of
job analyst can cause severe problems. The data collected may not be 100 percent genuine.

Therefore, it can be said that information collected during job analysis de�nes the purpose of job description. If data
collected is extremely basic, it will serve only the general purpose and therefore, can not be used for making
management decisions. On the other hand, detailed data serves the speci�c purpose and can be easily used while
making important decisions.

JnJ Moving – Movers
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Dictionary of Occupational Titles DOT – Job Descriptions – www.occupationalinfo.org

https://www.occupationalinfo.org 1/2

Custom Search

Dictionary Of Occupational Titles

DOT Contents

ONET Occupational Information Network

0/1 – Professional, Technical, and Managerial Occupations
2 – Clerical and Sales Occupations
3 – Service Occupations
4 – Agricultural, Fishery, Forestry, and Related Occupations
5 – Processing Occupations
6 – Machine Trades Occupations
7 – Benchwork Occupations
8 – Structural Work Occupations
9 – Miscellaneous Occupations
Glossary

This is the complete Dictionary of Occupational Titles (DOT) revised fourth edition, as supplied
electronically by the US Dept. of Labor, provided, as a public service, by ITA, makers of DOT
and O*Net for Windows.

You can find a job title and job description in a number of ways.
To browse by job category, click on the CONTENTS tab above.
To browse the alphabetical index click on a letter of the alphabet at left.
Or search for anything by clicking the SEARCH button above or the ? button at left.

Bibliographic Citation

National Academy of Sciences, Committee on Occupational Classification and Analysis.
DICTIONARY OF OCCUPATIONAL TITLES (DOT): PART I – CURRENT POPULATION
SURVEY, APRIL 1971, AUGMENTED WITH DOT CHARACTERISTICS, AND PART II –
FOURTH EDITION DICTIONARY OF DOT SCORES FOR 1970 CENSUS CATEGORIES
[Computer file]. Washington, DC: U.S. Dept. of Commerce, Bureau of the Census [producer],
197?. Ann Arbor, MI: Inter-university Consortium for Political and Social Research [distributor],
1981.

Related Publications

Miller, Ann R., Trieman, Donald J., Cain, Pamela S. and Patricia A. Roos (eds.). 1980 WORK,
JOBS, AND OCCUPATIONS: A CRITICAL REVIEW OF THE DICTIONARY OF
OCCUPATIONAL TITLES (Final report to the U.S. Dept. of Labor from the Committee on
Occupational Classification and Analysis). Washington, DC: National Academy Press.

Copyright notice: Please note that we have created the format of the web pages, but the content of
this website was created, and supplied to us by the U.S. Department of Labor, so, all the occupational
titles, codes and job descriptions are in the public domain. Please feel free to copy and publish at
will.

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Job Description & Job Specification – Definition, Purpose, PPT

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Home (index.html) / Library (all-subjects.htm) / People Management (all-subjects.htm#people_management)
/ Job Analysis & Design (job-analysis-and-design-articles.htm) / Job Description and

Job Speci�cation

Job Description and Job Specification

Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording two data sets
including job description and job speci�cation. Any job vacancy can not be �lled until and unless HR manager has
these two sets of data. It is necessary to de�ne them accurately in order to �t the right person at the right place and
at the right time. This helps both employer and employee understand what exactly needs to be delivered and how.

Both job description and job speci�cation are essential parts of job analysis information. Writing them clearly and
accurately helps organization and workers cope with many challenges while onboard.

Though preparing job description and job speci�cation are not legal requirements yet play a vital role in getting the
desired outcome. These data sets help in determining the necessity, worth and scope of a speci�c job.

Job Description
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1/19/2021 Job Description & Job Specification – Definition, Purpose, PPT

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Job description includes basic job-related data that is useful to advertise a speci�c job and attract a pool of talent. It
includes information such as job title, job location, reporting to and of employees, job summary, nature and
objectives of a job, tasks and duties to be performed, working conditions, machines, tools and equipments to be used
by a prospective worker and hazards involved in it.

Purpose of Job Description

The main purpose of job description is to collect job-related data in order to advertise for a particular job. It
helps in attracting, targeting, recruiting and selecting the right candidate for the right job.
It is done to determine what needs to be delivered in a particular job. It clari�es what employees are supposed
to do if selected for that particular job opening.
It gives recruiting sta� a clear view what kind of candidate is required by a particular department or division to
perform a speci�c task or job.
It also clari�es who will report to whom.

Job Speci�cation

Also known as employee speci�cations, a job speci�cation is a written statement of educational quali�cations,
speci�c qualities, level of experience, physical, emotional, technical and communication skills required to perform a
job, responsibilities involved in a job and other unusual sensory demands. It also includes general health, mental
health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, �exibility, values
and ethics, manners and creativity, etc.

Purpose of Job Speci�cation

Described on the basis of job description, job speci�cation helps candidates analyze whether are eligible to
apply for a particular job vacancy or not.
It helps recruiting team of an organization understand what level of quali�cations, qualities and set of
characteristics should be present in a candidate to make him or her eligible for the job opening.
Job Speci�cation gives detailed information about any job including job responsibilities, desired technical and
physical skills, conversational ability and much more.
It helps in selecting the most appropriate candidate for a particular job.

Job description and job speci�cation are two integral parts of job analysis. They de�ne a job fully and guide both
employer and employee on how to go about the whole process of recruitment and selection. Both data sets are
extremely relevant for creating a right �t between job and talent, evaluate performance and analyze training needs
and measuring the worth of a particular job.

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Job Analysis and Hiring Practices (role-of-job-analysis-hiring-practices.htm)
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Job Analysis and TQM (job-analysis-tqm.htm)
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Job Analysis and Job Evaluation

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Job Analysis and Job Evaluation

Job analysis is the process of identifying and determining in detail contents of a particular job, thereby, clearly
de�ning duties, responsibilities, accountabilities, and skills associated with the job. An important aspect of job
analysis is that the analysis is conducted of the job, and not of the person. The process of job analysis results in two
sets of data:

Job description – It is a written statement containing complete information about what all a job involves
including job title, duties, tasks and responsibilities related to job, working conditions and hazards, reporting
relationships, tools, machines and equipments to be used, and relationships with other positions.

Job speci�cation – It provides particulars about capabilities that an individual should posses to perform the
job e�ciently. This includes educational quali�cation, experience, training, appropriate skills, knowledge, and
abilities required to perform the job.

Job evaluation, on the other hand, speci�es the relative value or worth of each job in an organization.

An organization undertakes the task of job analysis and evaluation for one or many of the following purposes:

Designing new organization and roles/jobs
Changing the organizational design or roles
Aligning roles and pay to organizational changes
Designing an e�ective organization
De�ning interdependencies among di�erent jobs
Clarifying accountabilities of jobs
Managing succession in organization
Reviewing the existing pay structure
Auditing legal compliance of pay policies
Implementing benchmark pay structures
Setting value-based pay policies

An organization can appoint internal HR Specialists or take service of an HR Consulting Firm to carry out the project
of job analysis and evaluation with the aim of meeting the pre-determined purposes as mentioned above. However,
external HR Consultants are bene�cial for their expertise and independent views.

The systematic process of job analysis and evaluation followed by the �rm includes:

Identifying concerned job.
Selecting/appointing a team or an individual to conduct project.
De�ning main outcomes required.
Identifying main participants in the work process, including the ones in the job/role as well as reporting
authorities.
Prepare a list of the participants, by name and position, in work analysis chart.

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Keep track of work process, documents and other related information present with participants.
Information can also be gathered from previous job analysis and evaluation reports.
When job/role is new in organization, then information for the same may be obtained from other similar
organizations having such job/role, and by understanding the reasons for creating that job/role from the
concerned authority in the organization.
Analyze the collected information.
Make proposals regarding the new or changed job, role or pay structure.

The various methods by which an HR Consultant can obtain the information for job description and job speci�cation
are:

Observing the employee.
Carrying out individual/group interviews.
Having brainstorming sessions between groups of employees.
Performing desk audit by carefully examining documents used and tasks executed by employee.
Using questionnaires.
Asking employees to jot down all their tasks and duties as and when they perform them.
Interviewing employees for any critical incidents that may have occurred.
Keeping a video recording of employee on duty.
Reviewing all the necessary documents present in organization.
Referring to previous job analysis and evaluations done in organization.

Job evaluation is done by any of the following methods:

Points rating – Di�erent levels are accorded to the various elements of jobs and then the points allocated to
di�erent levels are totaled to get point score of the jobs which forms the basis of pay structure.

Factor comparison – A comparison of various independent factors of jobs is done and points are given to
each factor rank of individual job. These points are then totaled to rank the jobs.

Job ranking – Job is not broken into factors or elements, rather it is evaluated as a whole and is compared with
other jobs to be ranked accordingly.

Paired comparison – Jobs are compared with each other and allocated points depending on being ‘greater,
lesser or equal’. These points are added to create rank order of jobs.

The outputs of job analysis and evaluation are then aligned to the purpose of the project. This requires the HR
Consultants to interpret the changes required in the existing job/pay and suggesting the improvements, as required.
HR Consultants also advice on smooth incorporation of these changes to enhance e�ciency and e�ectiveness of the
organization.

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Job Analysis and Strategic HRM (job-analysis-strategic-hrm.htm)
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Job Analysis and Strategic HRM

Human Resource Management is the most critical function of any organization as it deals with the most complicated
problems – the people problems, especially when the organizations are operating in highly competitive and uncertain
environments. Strategic HRM lays emphasis on developing and implementing policies and strategies in order to get
the desired output. Therefore, job analysis and strategic HRM are inter-related. In fact, we can say, establishing a
person-job-environment �t is the basic function of SHRM.

Person-Job-Environment Fit

Job analysis demonstrates who can �t at a particular place and why. The process promotes the alignment of other HR
processes and functions. Additionally, it supports the organizational strategy to deal with talent crisis and market
competition. The process of job analysis involves collecting job-related information and assembling it together to
design a corporate strategy that helps HR managers in determining whom to target and how to �ll a particular job
vacancy.

It also creates linkages between other HR verticals including recruitment and selection, training needs analysis,
performance evaluation and appraisal, entry and exit of talent and many more. Strategic Human Resource
Management endeavors to connect all these HR functions with organizational goals, work quality, organizational
culture, annual turnover and pro�t and tapping resources for future organizational needs.

SHRM is basically concerned with the strength, weakness, opportunities and threats of an organization. The
identi�cation of organization’s competencies and �aws is extremely crucial for its success. It provides a clear vision to
managers to source, recruit and retain people, develop their skills and competency, address their issues and
concerns, motivate people to produce desired output and ensure future planning.

Inter-relationship between Job Analysis and SHRM

Job Analysis, being an integral part of strategic planning, provides a detailed analysis of tasks and responsibilities,
risks and hazards, functions and duties, tools and equipments to be used and the expected output. The main
objective of conducting the process is to understand who to �t at a particular place to get the work done. Whereas,
the fundamental aim of Strategic Human Resource Management is to determine how to exploit human capital to
achieve organizational goals.

Job Analysis deals in determining the training needs analysis of employees to get the desired output whereas SHRM
decides upon the training content, when and how to train the employees to increase the output to achieve higher
business pro�ts. To successfully plan the future strategies of a company, the process of job analysis serves as the
basis. If information collected during the process is genuine, managers can make e�ective strategies and policies in
advance and can remain pro-active to deal with unforeseen situations.

The main aim of conducting job analysis process is to determine the things a�ecting human behaviour in an
organization. The idea is to �nd out if they are competent enough to perform the assigned job successfully or they
need to be placed somewhere else. Strategic Human Resource Management is all about making strategies and

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policies to place right person at the right place and at the right time to get the maximum out of an employee. In other
way, it is concerned about optimal utilization of human resources.

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1/19/2021 Case in Point: Kronos Uses Science to Find the Ideal Employee | Principles of Management

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Case in Point: Kronos Uses Science to Find the Ideal Employee

1/19/2021 Case in Point: Kronos Uses Science to Find the Ideal Employee | Principles of Management

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Figure 16.4

Source: Kensavage/Wikimedia Commons.

You are interviewing a candidate for a position as a cashier in a supermarket. You need someone
polite, courteous, patient, and dependable. The candidate you are talking to seems nice. But how do
you know who is the right person for the job? Will the job candidate like the job or get bored? Will they
have a lot of accidents on the job or be fired for misconduct? Don’t you wish you knew before hiring?
One company approaches this problem scientifically, saving companies time and money on hiring
hourly wage employees.

Retail employers do a lot of hiring, given their growth and high turnover rate. According to one
estimate, replacing an employee who leaves in retail costs companies around $4,000. High turnover
also endangers customer service. Therefore, retail employers have an incentive to screen people
carefully so that they hire people with the best chance of being successful and happy on the job.
Unicru, an employee selection company, developed software that quickly became a market leader in
screening hourly workers. The company was acquired by Massachusetts-based Kronos Inc.
(NASDAQ: KRON) in 2006 and is currently owned by a private equity firm.

The idea behind the software is simple: If you have a lot of employees and keep track of your data
over time, you have access to an enormous resource. By analyzing this data, you can specify the

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profile of the “ideal” employee. The software captures the profile of the potential high performers, and
applicants are screened to assess their fit with this particular profile. More important, the profile is
continually updated as studies that compare employee profiles to job performance are conducted. As
the number of studies gets larger, the software does a better job of identifying the right people for the
job.

If you applied for a job in retail, you may have already been a part of this database: the users of this
system include giants such as Universal Studios, Costco Wholesale Corporation, Burger King, and
other retailers and chain restaurants. In companies such as Albertsons or Blockbuster, applicants can
either use a kiosk in the store to answer a list of questions and to enter their background, salary
history, and other information or apply online from their home computers. The software screens
people on basic criteria such as availability in scheduling as well as personality traits.

Candidates are asked to agree or disagree with statements such as “I often make last-minute plans”
or “I work best when I am on a team.” Additionally, questions about how an applicant would react in
specific job-related situations and about person-job fit are included. After the candidates complete the
questions, hiring managers are sent a report complete with a color-coded suggested course of action.
Red means the candidate does not fit the job, yellow indicates the hiring manager should proceed with
caution, and green means the candidate is likely a good fit. Because of the use of different question
formats and complex scoring methods, the company contends that faking answers to the questions of
the software is not easy because it is difficult for candidates to predict the desired profile.

Matching candidates to jobs has long been viewed as a key way of ensuring high performance and
low turnover in the workplace, and advances in computer technology are making it easier and more
efficient to assess candidate–job fit. Companies using such technology are cutting down the time it
takes to hire people, and it is estimated that using such technologies lowers their turnover by 10%–
30%.

Discussion Questions

1. Strategic human resource management (SHRM) is included in your P-O-L-C framework as an

essential element of control. Based on what you have learned about Kronos, how might SHRM

be related to the planning, organizing, and leading facets of the P-O-L-C framework?

2. What can a company do in addition to using techniques like these to determine whether a

person is a good candidate for a job?

3. What are potential complicating factors in using personality testing for employee selection?

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4. Why do you think that retail companies are particularly prone to high turnover rates?

5. What steps do you take as a job seeker to ensure that an organization is a good fit for you?

1/19/2021 Build an Inclusive Culture Before Recruiting for Diversity

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Build an Inclusive Culture Before
Recruiting for Diversity

Lever CEO Sarah Nahm speaks about the state of diversity and inclusion
By Roy Maurer

October 27, 2017

San Francisco-based Lever, one of the so-called next-generation talent acquisition systems
upending the traditional applicant tracking system because of its integrated approach to
hiring, is gaining recognition not only for its technology, but also for its commitment to
diversity and inclusion.

The company’s gender balance is 50-50, its workforce is 40 percent nonwhite, and 53 percent
of its leadership and 40 percent of the board of directors are female.

Lever held its first Diversity & Inclusion Forum in September, where it brought together
brands like GoDaddy, Uber and Lyft to showcase best practices in recruiting for diversity.

Lever CEO Sarah Nahm spoke with SHRM Online about the momentum behind diversity and
inclusion (D&I) initiatives and what inclusion really means.

[SHRM members-only toolkit: Introduction to Diversity]

SHRM Online: What is the state of recruiting for diversity presently—and how far has it
come?

Nahm: When we founded Lever in 2012, it was rare to find people investing in diversity or
who even saw it as a challenge. Since then, it’s been year after year of momentum. The
quality of the conversation has shifted. There was a time, about 18 months ago, when
companies woke up to the concept that it’s not just about hiring for diversity, it’s about
building an inclusive workplace, that the two concepts go hand in hand. Diversity and
inclusion is no longer just a niche concern for HR, or just tech companies or just among
women. It’s now front-page news. And it’s going global. I didn’t see that until this year.

There’s still a long way to go but the trend is really promising and accelerating year over year.

Another trend I’ve found is that among organizations where talent is a driver of their
business, there is a huge interest in investing in diversity and inclusion. Companies are
realizing that if they can’t retain women in their tech roles, for example, they’ve created a
cost problem, an operations problem, a strategy problem. For talent-centered employers,
diversity and inclusion has become mainstream.

SHRM Online: What does inclusion mean to you?

Nahm: When people hear “diversity,” most people think race, gender—qualities that remind
you of the census demographics. Inclusion is company-specific. What are the intentional
choices we’re making about who we are and who we are not?

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https://www.uber.com/

https://www.lyft.com/

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Of course, companies have been engaged with the idea of culture for some time. And if you
were to break down culture into its components, inclusion is a key part. In many ways, one
lens of looking at your culture is understanding what you are explicitly inclusive to and what
you are explicitly exclusive to. Those choices will tell you what kind of identity and culture
you have, who will resonate within your culture, and what kind of people will be your highest
performers. It will also tell you how to drive policy to make sure you’re not unconsciously
making decisions that go against your intentional choices.

For example, what kind of communication styles are you inclusive to? Are you supportive of
both extroverts and introverts? How are you making decisions and running meetings? Is it
important for your career tracks and performance evaluations and promotions to only
promote extroverts, the loudest or most vocal people in meetings, or is that something you’re
just letting happen? To understand culture, you must understand your definition of success
and document it so that it’s transparent. On day one, new employees should be able to come
in and know what the attributes that drive performance are, how decisions are made and
what criteria management is looking for to promote.

SHRM Online: What are a few recommendations for recruiting for diversity?

Nahm: I would first stress that an organization needs to build an inclusive culture before it
starts recruiting for diversity. But once you’ve got the culture where you want it, there’s so
much opportunity for companies to recruit with diversity goals. A lot of people say that
diversity is a pipeline problem. I would say that companies can absolutely find the talent
they want if they are willing to be intentional about it. Companies can be proactive by going
outbound and building relationships with diverse talent pools so a diverse slate of
candidates can be considered. Second, make sure the recruiting team is diverse. Not only
recruiters, but hiring managers, and anyone who takes part in the hiring process. If you have
a diverse group of people making the hiring decisions, you’re automatically diversifying the
points of view in the hiring conversations. Third, start early with talent development. One of
the ironic consequences of so many companies investing in hiring for diversity is that it has
gotten really competitive to hire diverse talent. You’ve got to get more creative, and build
personal relationships with talent when they are still in school, in boot camps or working in
other industries. Send your people to meetups on certain topics, or send them to conferences
to tell their story and the story of the company. Candidates want texture and authenticity. If
you can match that appetite for authenticity with things you are doing that are authentic,
you will have an edge over competitors that are just trying to fill a diversity quota.

SHRM Online: What are some of the lessons you’ve learned working toward your diversity
goals at Lever?

Nahm: The hardest lesson was how long things take. I was the only woman at Lever for two
years, when we started with a dozen people. It was frustrating to try to take things that were
just buzzwords and really make it show up in our day to day. We certainly tried to make it a
priority during those early years, but I saw us deprioritizing a lot of things we had committed
to as a team.

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A continuing hard lesson is understanding that whenever you take on a new diversity
initiative, the previous ones don’t just go on auto-pilot. You’ve got to keep investing in it. We
spent a lot of time diversifying gender on our R&D [research and development] teams, and
then realized our sales team had an incredible gender misbalance. There was one woman
closing business as an account executive. We went to her and asked her what she would like
to see done about that. She ultimately became an inspiring success. That experience taught
us the power of storytelling to launch D&I initiatives. The first thing we did was tell her story.
We published it to all of Lever’s different channels. Organically, it became a powerful way for
us to signal our intention to candidates we were talking to in our talent pool, women out
there who didn’t know about Lever and to our own employees. A year later, the sales team has
around a 50-50 gender ratio between men and women.

It’s tough, because when you care, you can look around your company and quickly see all the
things that you might call gaps or imperfections. The depressing part is that it takes a long
time to create change because you’re talking about people’s behaviors and mindsets. You
have to have patience and stick with it. The companies that continually invest in this are the
ones leading the way.

Was this article useful? SHRM offers thousands of tools, templates and other exclusive
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1/19/2021

How to Recruit to Increase Cultural Diversity – NOBL Academy

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How to Recruit to
Increase Cultural
Diversity
While hiring top level talent away from another
company is the “easiest” way to incorporate
diversity at the upper echelons of a firm, it’s
also the most competitive. Instead, take a
long-term approach and grow your own talent
by hiring from a diverse pool and training
rookies so that they are ready to move into
leadership in two to five years. While this
requires a greater commitment, it means your
talent will see you as a partner in their career
path, not just another soulless corporate entity.
2 MIN READ

a new crop of graduates about to enter the workforce, it’s the perfect time
evaluate your team’s talent pipeline, ensuring you’re recruiting the best
le and helping them develop the skills they need to become leaders.

astest and best way to develop your talent pipeline is to develop a strong
ral program. Referrals make hiring easier because your existing
oyees have already “pre-screened” them for cultural fit: according to
dy from JobVite, referrals are hired faster (29 days vs. 55 days for a

Why Employee Referrals are the Best Source of Hire

1/19/2021 How to Recruit to Increase Cultural Diversity – NOBL Academy

https://academy.nobl.io/how-to-recruit-to-increase-cultural-diversity-in-the-workplace/ 2/3

er site) and stay with companies longer. The trade-off, of course, is that
rals tend to be like-minded individuals, and often share the same
ographics as current employees.

way to balance this is to recruit in places that already have greater
sity, such as colleges. However, targeting just one group at these
utions—only reaching out to LGBTQ students, for instance, or only Asian-
ricans— is disingenuous. Instead, reach out to the wider student body
ersities have a number of relevant clubs) to get the greatest selection of
dates. To learn just how to connect with this talent pool, we spoke

Dr. Orin Davis, adjunct Professor of Psychology and Management at
ch College and UMass Boston, and Self-Actualization Engineer.

w to Recruit to Increase Cultural Diversity
he Workplace

Sponsor competitions. Invite potential candidates to tackle an issue
currently facing your business, and promote the competition to a wide
group. (Offering a cash prize to the winners can serve as a good
incentive, but it’s okay if it’s moderate.) Not only does this expose
candidates to your company, it gives you the chance to identify top
candidates to interview later.

Form relationships with faculty at school. They’re a direct line to
students, and can recommend promising candidates for internships and
entry-level jobs. Davis, for instance, has actually invited professionals to
give presentations and business problems to his students, and some
have discovered fantastic talent in the process. If you need more
guidance on connecting with professors, check out this cheat sheet.

Send your colleagues “into the field” and to career fairs at more
universities. Many students simply aren’t aware of career options or
companies, and will simply follow the path of least resistance by applying
to the limited set of firms that recruit on their campus. Companies,
meanwhile, all tend to recruit at the same universities, and do so to
their own detriment. Take advantage of this by sending representatives
from your company to a wide range of universities to engage with
students and expose them to new opportunities.

Quality of Life Laboratory

http://futureideas.org/college-professors-the-new-headhunters-part-1/

http://futureideas.org/college-professors-the-new-headhunters-part-2/

https://hbr.org/2015/10/firms-are-wasting-millions-recruiting-on-only-a-few-campuses

1/19/2021 How to Recruit to Increase Cultural Diversity – NOBL Academy

https://academy.nobl.io/how-to-recruit-to-increase-cultural-diversity-in-the-workplace/ 3/3

Tap alumni networks. These networks are practically designed to help
people find new jobs, so don’t overlook these seemingly obvious
resources. A quick post on a listserv or a LinkedIn group could lead you
to someone who can be readily vetted by one of your employees (or one
of their contacts).

1/19/2021 The War for Talent | Principles of Management

https://courses.lumenlearning.com/principlesmanagement/chapter/16-3-the-war-for-talent/ 1/6

The War for Talent

1/19/2021 The War for Talent | Principles of Management

https://courses.lumenlearning.com/principlesmanagement/chapter/16-3-the-war-for-talent/ 2/6

Learning Objectives

1. Define talent management.

2. Attract the right workers to your organization.

3. Understand how to keep your stars.

4. Understand the benefits of good talent management.

You have likely heard the term, the war for talent, which reflects competition among organizations to
attract and retain the most able employees. Agencies that track demographic trends have been
warning for years that the U.S. workforce will shrink in the second and third decades of the 21st
century as the baby boom generation (born 1945–1961) reaches retirement age. According to one
source, there will be 11.5 million more jobs than workers in the United States by 2010.Extreme talent
shortage makes competition fierce for key jobs and highlights needs for leadership development. Even
though many boomers say they want to (or have to) continue working past the traditional age of
retirement, those who do retire or who leave decades-long careers to pursue “something I’ve always
wanted to do” will leave employers scrambling to replace well-trained, experienced workers. As
workers compete for the most desirable jobs, employers will have to compete even more fiercely to
find the right talent.

What Talent Management Means

Peter Cappelli of the Wharton School defines talent management as anticipating the need for human
capital and setting a plan to meet it. It goes hand in hand with succession planning, the process
whereby an organization ensures that employees are recruited and developed to fill each key role
within the company. Most companies, unfortunately, do not plan ahead for the talent they need, which
means that they face shortages of critical skills at some times and surpluses at other times. Other
companies use outdated methods of succession planning that don’t accurately forecast the skills
they’ll need in the future.

Interestingly, however, techniques that were developed to achieve productivity breakthroughs in
manufacturing can be applied to talent management. For example, it is expensive to develop all talent
internally; training people takes a long time and requires accurate predictions about which skill will be
needed. Such predictions are increasingly difficult to make in our uncertain world. Therefore, rather
than developing everyone internally, companies can hire from the outside when they need to tap
specific skills. In manufacturing, this principle is known as “make or buy.” In HR, the solution is to
make and buy; that is, to train some people and to hire others from the external marketplace. In this

1/19/2021 The War for Talent | Principles of Management

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case, “making” an employee means hiring a person who doesn’t yet have all the needed skills to fulfill
the role, but who can be trained (“made”) to develop them. The key to a successful “make” decision is
to distinguish between the high-potential employees who don’t yet have the skills but who can learn
them from the mediocre employees who merely lack the skills. The “buy” decision means hiring an
employee who has all the necessary skills and experience to fulfill the role from day one. The “buy”
decision is useful when it’s too difficult to predict exactly which skills will be needed in the future.

Another principle from manufacturing that works well in talent management is to run smaller batch
sizes. That is, rather than sending employees to 3-year-long training programs, send them to shorter
programs more frequently. With this approach, managers don’t have to make the training decision so
far in advance. They can wait to decide exactly which skills employees will learn closer to the time the
skill is needed, thus ensuring that employees are trained on the skills they’ll actually use.

Attracting the Right Workers to the Organization

Winning the war for talent means more than simply attracting workers to your company. It means
attracting the right workers—the ones who will be enthusiastic about their work. Enthusiasm for the job
requires more than having a good attitude about receiving good pay and benefits—it means that an
employee’s goals and aspirations also match those of the company. Therefore, it’s important to
identify employees’ preferences and mutually assess how well they align with the company’s strategy.
To do this, the organization must first be clear about the type of employee it wants. Companies
already do this with customers: marketing executives identify specific segments of the universe of
buyers to target for selling products. Red Bull, for example, targets college-age consumers, whereas
SlimFast goes for adults of all ages who are overweight. Both companies are selling beverages but to
completely different consumer segments. Similarly, companies need to develop a profile of the type of
workers they want to attract. Do you want entrepreneurial types who seek autonomy and continual
learning, or do you want team players who enjoy collaboration, stability, and structure? Neither
employee type is inherently “better” than another, but an employee who craves autonomy may feel
constrained within the very same structure in which a team player would thrive.

Earlier, we said that it was important to “mutually assess” how well employees’ preferences aligned
with the company’s strategy. One-half of “mutual” refers to the company, but the other half refers to the
job candidates. They also need to know whether they’ll fit well into the company. One way to help
prospective hires make this determination is to describe to them the “signature experience” that sets

1/19/2021 The War for Talent | Principles of Management

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your company apart. As Tamara Erickson and Lynda Gratton define it, your company’s signature
experience is the distinctive practice that shows what it’s really like to work at your company.

For example, here are the signature experiences of two companies, Whole Foods and Goldman
Sachs: At Whole Foods, team-based hiring is a signature experience—employees in each department
vote on whether a new employee will be retained after a 4-week trial period. This demonstrates to
potential hires that Whole Foods is all about collaboration. In contrast, Goldman Sachs’s signature
experience is multiple one-on-one interviews. The story often told to prospective hires is of the MBA
student who went through 60 interviews before being hired. This story signals to new hires that they
need to be comfortable meeting endless new people and building networks across the company.
Those who enjoy meeting and being interviewed by so many diverse people are exactly the ones who
will fit into Goldman’s culture.

The added benefit of hiring workers who match your organizational culture and are engaged in their
work is that they will be less likely to leave your company just to get a higher salary.

Keeping Star Employees

The war for talent stems from the approaching shortage of workers. As we mentioned earlier in this
chapter, the millions of baby boomers reaching retirement age are leaving a gaping hole in the U.S.
workforce. What’s more, workers are job-hopping more frequently than in the past. According to the
U.S. Bureau of Labor Statistics, the average job tenure has dropped from 15 years in 1980 to 4 years
in 2007. As a manager, therefore, you need to give your employees reasons to stay with your
company. One way to do that is to spend time talking with employees about their career goals. Listen
to their likes and dislikes so that you can help them use the skills they like using or develop new ones
they wish to acquire.

Don’t be afraid to “grow” your employees. Some managers want to keep their employees in their
department. They fear that helping employees grow on the job will mean that employees will outgrow
their job and leave it. But, keeping your employees down is a sure way to lose them. What’s more, if
you help your employees advance, it’ll be easier for you to move up because your employees will be
better able to take on the role you leave behind.

In some cases, your employees may not be sure what career path they want. As a manager, you can
help them identify their goals by asking questions such as:

What assignments have you found most engaging?

1/19/2021 The War for Talent | Principles of Management

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Which of your accomplishments in the last six months made you proudest?

What makes for a great day at work?

What Employees Want

Employees want to grow and develop, stretching their capabilities. They want projects that engage
their heads as well as their hearts, and they want to connect with the people and things that will help
them achieve their professional goals.Deloitte Research. (2007). It’s Do you know where your talent
is? why acquisition and retention strategies don’t work. Geneva, Switzerland: Deloitte-Touch Research
Report. Here are two ways to provide this to your employees: First, connect people with mentors and
help them build their networks. Research suggests that successful managers dedicate 70% more time
to networking activities and 10% more time to communication than their less successful
counterparts. What makes networks special? Through networks, people energize one another, learn,
create, and find new opportunities for growth. Second, help connect people with a sense of purpose.
Focusing on the need for purpose is especially important for younger workers, who rank meaningful
work and challenging experiences at the top of their job search lists.

Benefits of Good Talent Management

Global consulting firm McKinsey & Company conducted a study to identify a possible link between a
company’s financial performance and its success in managing talent. The survey results, reported in
May 2008, show that there was indeed a relationship between a firm’s financial performance and its
global talent management practices. Three talent management practices in particular correlated highly
with exceptional financial performance:

Creating globally consistent talent evaluation processes.

Achieving cultural diversity in a global setting.

Developing and managing global leaders.

The McKinsey survey found that companies achieving scores in the top third in any of these three
areas had a 70% chance of achieving financial performance in the top third of all companies.

Let’s take a closer look at what each of these three best practices entail. First, having consistent talent
evaluation means that employees around the world are evaluated on the same standards. This is
important because it means that if an employee from one country transfers to another, his or her
manager can be assured that the employee has been held to the same level of skills and standards.

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Second, having cultural diversity means having employees who learn something about the culture of
different countries, not just acquire language skills. This helps bring about open-mindedness across
cultures. Finally, developing global leaders means rotating employees across different cultures and
giving them international experience. Companies who do this best also have policies of giving
managers incentives to share their employees with other units.

Key Takeaway

The coming shortage of workers makes it imperative for managers to find, hire, retain, and develop
their employees. Managers first need to define the skills that the company will need for the future.
Then, they can “make or buy”—that is, train or hire—employees with the needed skills. Retaining
these employees requires engaging them on the job. Good talent management practices translate to
improved financial performance for the company as a whole.

Exercises

1. How might a manager go about identifying the skills that the company will need in the future?

2. Describe the “make or buy” option and how it can be applied to HR.

3. How would you go about attracting and recruiting talented workers to your organization?

Suggest ideas you would use to retain stars and keep them happy working for you.

4. What skills might an organization like a bank need from its employees?

1/19/2021 Council Post: 12 Ways To Attract And Hire

Diverse Job Candidates

https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/04/27/12-ways-to-attract-and-hire-diverse-job-candidates/?sh=294b20883a7e 1/6

Leadership

POST WRITTEN BY

Forbes Human Resources Council

Successful HR executives from Forbes Human Resources Council offer leadership and
management insights.

12 Ways To Attract And Hire

Diverse Job Candidates

Apr 27, 2018, 09:00am EDT

Forbes Human Resources Council COUNCIL POST | Membership (fee-based)

The focus on diversity and inclusion in the workforce is on the rise,

according to Deloitte, with more than two-thirds of executives rating it as an

important issue. This is a 10% increase from the 2014 study that asked the

same question. What is driving this awareness?

According to an EY report, diversity and inclusion can drive a business’

revenue and profits. Companies that rate at the top for racial and ethnic

diversity are 35% more likely to have financial returns that are above the

national medians for their industry. The same holds true for companies

leading their industry in gender diversity, with 15% of them experiencing

healthy financial returns.

The statistics can’t be ignored, which is why 12 members of Forbes Human

Resources Council weighed in on how HR professionals can improve their

efforts to attract and hire candidates from diverse backgrounds without

simply “checking a box.” Here is what they had to say:

https://www.forbes.com/leadership

https://forbeshrcouncil.com/

https://www.forbes.com/sites/forbeshumanresourcescouncil/

https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/diversity-and-inclusion-at-the-workplace.html

http://www.ey.com/Publication/vwLUAssets/EY-diversity-is-it-good-for-business/%24FILE/EY-diversity-is-it-good-for-business

https://forbeshrcouncil.com/

1/19/2021 Council Post: 12 Ways To Attract And Hire Diverse Job Candidates

https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/04/27/12-ways-to-attract-and-hire-diverse-job-candidates/?sh=294b20883a7e 2/6

1. Check Your Recruiters’ Unconscious Bias

“Unconscious bias” is a buzzphrase these days, but it’s real. Are you giving

equal consideration to John Smith and Jane Smith and Juan Rodriguez and

Kanisha Browne and Samir Nasri and Mi-Ling Chan? The bias starts with

the name on the resume. Is your recruiting team forwarding resumes with

diverse names? Or not? Hiring managers can’t hire diverse teams if the

recruiting team isn’t forwarding diverse candidates. – Pamela Potts,

neosystemscorp.com

2. Establish A Clear Organizational Commitment

Establish a clear, written organizational commitment, share the

commitment internally and externally, align operational practices with the

commitment and focus on continuous improvement. Diversity and inclusion

ALL PHOTOS COURTESY OF FORBES COUNCILS MEMBERS.Forbes HR Council members share their advice.

https://www.linkedin.com/in/pamelapotts

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1/19/2021 Council Post: 12 Ways To Attract And Hire Diverse Job Candidates

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are a business strategy that enhances the organization’s culture and

financial performance. Developing and following through on an authentic

commitment will increase attractiveness. – Ben Weber, Vendor Resource

Management

3. Integrate And Leverage Your Internal Networks

There is ample data on the organizational value of a diverse and inclusive

workforce, from improved engagement and alignment to improved financial

performance. Here are some practical steps to enhance your D&I strategy: 1)

Include D&I in everything you do. 2) Organize Employee Resource Groups

(ERGs) that leverage their expertise to serve on hiring panels, involve them

in talent management activities and create opportunitie for them to interact

with the executive team. – John Sigmon, johnsigmon.com

4. Walk The Talk

If you want to have a diverse workforce, you need to apply a diverse sourcing

strategy. Ensure an exceptional candidate experience by integrating

diversity recruiting into your employment brand through social media, the

career page and collateral. Implement diverse sourcing initiatives that

include college recruiting, community associations, news outlets, networks

and targeted organizations. – Stacey Browning, Paycor

5. Make Diversity Part Of Every Conversation

Diversity has to be part of your company’s DNA. When recruiting, not only

do we target schools and programs with diverse populations, we also make

sure at the interview, candidates see for themselves just how much we value

diversity of thought. They see this in the hiring panel (where one interviewer

will always be diverse), in the benefits we offer for same-sex domestic

partners and in the ways we’re advocating for social causes and efforts that

advance diversity. – Chatelle Lynch, mcafee.com

6. Set Direction And Parameters For Talent Needs

https://www.linkedin.com/in/benwebermba

VRM University

https://twitter.com/YourHRIdeas

http://www.johnsigmon.com/

Tweets by staceybrowning

http://www.paycor.com/

Tweets by Chatelle_Lynch

http://www.mcafee.com/

1/19/2021 Council Post: 12 Ways To Attract And Hire Diverse Job Candidates

https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/04/27/12-ways-to-attract-and-hire-diverse-job-candidates/?sh=294b20883a7e 4/6

Individuals tap into the collective wisdom of a diverse team to realize a more

complete understanding of a challenge. HR leaders can increase diversity of

talent by setting the direction, parameters and constraints of hiring needs.

What missing variables can improve a cross-functional team? A job title or

personal profile on a resume alone does not fulfill the need for diversity. –

Mark Lascola, ON THE MARK

7. Be A Strategic Business Partner

HR can go beyond checking the box by getting leadership buy-in of a cross-

functional diversity strategy, such as collaborating with marketing to

diversify employer branding of career pages and social media, or partnering

with legal to conduct a diversity audit of hiring practices for implicit bias

and developing unconscious bias training to minimize the impact of bias in

managing diversity hires. – Bridgette Wilder, Wilder HR Management &

EEO Consulting

8. Broaden Your Horizons

Successful hiring for diversity goes beyond HR strategies or affirmative

action plan goals. It has to be a leadership and cultural mindset that

welcomes and leverages diverse viewpoints and experiences in candidates.

The goal in that case is to broaden the horizons of organizational leadership

to be aware of their own unconscious biases in hiring and inculcate respect

for those not similar to them. – Ekta Vyas, Ph.D, Stanford Children’s Health

9. Look Beyond Culture Fit

Most employers seek to hire employees based on culture fit. However, the

intent to hire only those who share the company’s vision, mission and values

can lead to a homogeneous workforce that prioritizes like-minded thinking

over diversity. Instead, employers should hire for culture add, targeting

candidates who bring something unique to the company culture that didn’t

exist previously. – John Feldmann, Insperity

Tweets by MarkOTM

Homepage 2.0

Tweets by bridgettemoniq1

https://www.wilderhreeo.com/

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10. Make It Part Of Your Message

The first place candidates typically look after they’ve viewed a job

description is your company website. This is a great place to showcase your

message that you value diversity and inclusion. If your company posts on

social networks, use the space for topics tied to diversity and inclusion or

praise other companies and people who are leaders in this area. Messaging

your support and commitment is a great way for candidates to see that you

value it. – Brooke Peterson, Skyfii

11. Share Your Goals And Be Transparent

Openness is key. Sharing diversity goals publicly and living a culture of

transparency make it possible to start conversations with other

organizations and share best practices with each other. Some other steps

that companies can take are to revamp recruiting practices to include

gender-neutral language, proactively recruit qualified candidates with

varying backgrounds and experiences and have employees participate in

diversity and inclusion training. – Jeff Weber, Instructure

12. Offer Remote Work Opportunities

One of the most profound ways to attract the most diverse talent is through

offering remote work. Today’s technology allows companies to create remote

work environments to broaden their candidate search. This opens up your

talent pool to job seekers everywhere, providing more various backgrounds

and experience. The more expansive your search, the more diverse your

team will be. – Tiffany Servatius, Scott’s Marketplace

Forbes Human Resources Council is an invitation-only organization for HR

executives across all industries. Do I qualify?

Forbes Human Resources Council

https://www.linkedin.com/in/petersonbrooke

http://www.skyfii.io/

https://www.linkedin.com/in/jeff-weber-1b98b1

http://www.instructure.com/

https://www.linkedin.com/in/tiffany-servatius-mba-mhrm-8482313a

http://www.scottsmarketplace.com/

http://www.forbeshrcouncil.com/qualify/?source=forbes-text

https://www.forbes.com/sites/forbeshumanresourcescouncil/

1/19/2021 Council Post: 12 Ways To Attract And Hire Diverse Job Candidates

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Forbes Human Resources Council is an invitation-only, fee-based organization for

senior-level human resources executives across all industries. Find out if you qualify

at… Read More

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HRMN 400 – Week 2 Citations

Bibliography
How to Do a Job Analysis Effectively
At-Will Employment – Overview

Employment-at-will Doctrine _ Wex _ US Law _ LII _ Legal Information Institute
What Does Employment At-Will Mean_

Exceptions to Employment at Will
Staffing Process – Steps involved in Staffing
All About the Recruitment and Hiring Process

How Do Companies Recruit Employees_

Tips for Successful Employee Recruitment
Diversity and Inclusion in the Workforce – Business Ethics
5 Steps to Improve Diversity Recruiting
How Employers Use Applicant Tracking Systems (ATS)

Reading_ Recruitment _ Introduction to Business

Ten Ways Employment At Will Is Bad For Business
What Hiring Managers and Hiring Search Committees Do

Overview _ U.S. Equal Employment Opportunity Commission
Laws Enforced by EEOC _ U.S. Equal Employment Opportunity Commission
Discrimination by Type _ U.S. Equal Employment Opportunity Commission

Role of Job Analysis in Establishing Effective Hiring Practices
General and Specific Purpose of Job Description
Dictionary of Occupational Titles DOT – Job Descriptions – www.occupationalinfo.org
Job Description & Job Specification – Definition, Purpose, PPT
Job Analysis and Job Evaluation
Job Analysis and Strategic HRM

Case in Point_ Kronos Uses Science to Find the Ideal Employee _ Principles of Management

Build an Inclusive Culture Before Recruiting for Diversity
How to Recruit to Increase Cultural Diversity – NOBL Academy

The War for Talent _ Principles of Management
Council Post_ 12 Ways To Attract And Hire Diverse Job Candidates

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