Search Committee Orientation

Cale Eirich Author

11/11/2019 Added

6 Plays

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GROW video for Search Committee practices

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[00:00:01.319](quiet compelling music)
[00:00:05.270]In this video we will discuss
[00:00:06.550]reviewing resumes, interview best practices,
[00:00:10.450]implicit bias and interrupting implicit bias.
[00:00:19.300]These skills are vital in bringing more diversity
[00:00:21.470]to your team in both ideas and inclusion
[00:00:24.060]within the hiring process.
[00:00:25.930]Interrupting biases within the hiring process
[00:00:28.570]allows fairness to all applicants
[00:00:30.320]and will standardize the process making diversity
[00:00:33.030]and inclusion a top priority to the Nebraska Forest Service.
[00:00:43.050]Before reviewing the resume,
[00:00:44.430]we must understand the key characteristics and traits
[00:00:46.900]of a successful candidate.
[00:00:48.460]We can pull these from the applicant's position description.
[00:00:51.320]Prioritizing the most important skills needed for the job
[00:00:53.920]can help us avoid the trap of a moving target
[00:00:56.910]where we dictate our priorities based
[00:00:58.830]on a given candidate's strengths.
[00:01:00.960]Everyone is different, diverse from all other candidates
[00:01:03.730]regardless of similarity in demographics.
[00:01:11.150]Transferable skills may be an acceptable substitute
[00:01:13.750]for direct experience.
[00:01:15.420]Interpersonal, leadership, communication,
[00:01:17.750]organizational skills, and more could be used
[00:01:19.880]in exchange for direct job experience.
[00:01:22.530]For each of these skills, it is okay to identify
[00:01:24.730]which ways they may be transferable to the job.
[00:01:27.630]A deputy director supervises many employees,
[00:01:30.420]so it is important for an applicant
[00:01:31.980]to have direct supervisory experience.
[00:01:34.340]Whereas project coordinators
[00:01:35.570]have fewer supervisory responsibilities,
[00:01:37.760]so leadership may be an acceptable transferable skill.
[00:01:40.990]An applicant's strong customer skills transfers well
[00:01:43.770]to partnership building skills.
[00:01:52.960]Standardize the interview for all candidates
[00:01:54.800]ensuring that the process is fair and void of any bias.
[00:01:59.010]Focus on factors that impact performance such as knowledge,
[00:02:02.420]values, motives, and needs that could positively
[00:02:05.150]or negatively impact an applicant's ability
[00:02:07.350]to perform the job.
[00:02:10.330]Make sure questions asked during the interview are
[00:02:12.530]of appropriate depth and number for the job blip.
[00:02:15.930]Avoid questions that don't impact job performance
[00:02:18.550]such as-get-to-know-you questions
[00:02:20.070]and outrageous hypotheticals.
[00:02:22.000]Don't ask personal questions, most are illegal.
[00:02:31.110]Why should we ask diversity and inclusion questions?
[00:02:33.740]They can help determine a candidate's ability to work
[00:02:35.870]with diverse audiences, gage awareness of the benefits
[00:02:38.950]and challenges of diversity in the workplace,
[00:02:41.530]and tell us if they are willing to learn about diversity
[00:02:43.900]and inequality in the workplace.
[00:02:51.860]Implicit bias is something every person has.
[00:02:54.230]They are attitudes and outlooks that affect
[00:02:56.130]our understanding, actions, and decisions
[00:02:58.310]at a subconscious level.
[00:03:06.950]The Similarity Attraction Hypothesis theorizes
[00:03:09.420]that we gravitate toward people who are similar to us.
[00:03:12.050]Whether that means they come from the same state,
[00:03:14.060]play the same sport, or have the same haircut.
[00:03:17.090]Diversity of backgrounds and perspectives in the workplace
[00:03:19.780]has proven crucial to accompany success.
[00:03:22.950]Think of the five closest people to you
[00:03:24.830]who are not of relation.
[00:03:26.510]How diverse are they?
[00:03:34.180]We base our decisions on stereotypes
[00:03:36.360]about people's competencies.
[00:03:45.400]Managers may be wary of potential competition.
[00:03:48.510]In an organization with a highly competitive culture,
[00:03:51.000]managers might be disinclined to bring on someone
[00:03:53.450]more competent than they are,
[00:03:55.060]especially if they feel insecure in their role.
[00:03:58.420]Over qualification for the job is not a reason not to hire.
[00:04:09.190]We rely on bias when we have time constraints
[00:04:11.740]that cause us to rush the process
[00:04:13.840]when our cognitive control is compromised through hunger,
[00:04:16.760]tiredness, stress, or multitasking,
[00:04:20.010]when there is high ambiguity,
[00:04:21.740]meaning we have two qualified candidates and cannot choose,
[00:04:24.690]and when we are over confident in our objectivity.
[00:04:27.500]Make sure you stay vigilant.
[00:04:29.280]Being aware of bias does not mean it is not a factor.
[00:04:38.920]To interrupt implicit bias,
[00:04:40.510]it is beneficial to think outside the box.
[00:04:43.270]Reworking job descriptions especially
[00:04:45.270]with outreach notices and choosing our words carefully
[00:04:48.490]can help eliminate the presence of an implicit bias.
[00:04:51.810]Recruiting applicants beyond usual resources
[00:04:54.270]can also help to alleviate bias.
[00:04:57.200]Using blind resume reviews and standardized interviews
[00:05:00.130]with prevailable rubrics,
[00:05:02.120]can mitigate the possibility of bias.
[00:05:04.860]Always be mindful.
[00:05:06.440]Think about your own perceptions of different demographics
[00:05:09.160]and hold yourself and others accountable.
[00:05:11.720]Don't shy away from asking, is there bias at play?
[00:05:20.400]Be wary of referrals.
[00:05:22.290]They help replicate whatever tendencies
[00:05:24.270]are already in place.
[00:05:25.770]Sometimes, it is important to forge new connections.
[00:05:29.020]Giving a sample work test can help mimic the kinds
[00:05:31.510]of tasks employee would be doing in a role.

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Search Committee Orientation

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