Inclusion gets best staff

Statement of values guides managers and employees to be inclusive
By David Aplin
|Canadian HR Reporter|Last Updated: 05/04/2010

So why would an organization, in a challenging economy, want to spend time and effort getting the subject of interviewer bias on the executive radar screen? Two reasons: It is the law of the land and it’s also good business. The blend of employment legislation and the Charter of Rights and Freedoms means all organizations need to avoid bias in the recruiting process.

Better recruiting decisions are usually made when there is a wide and deep talent pool. If an organization eliminates candidates because of gender, race, religion, colour or sexual orientation, it shrinks the number of candidates by more than one-half and, consequently, reduces the quality of the hire. If the quality of the workforce diminishes, company results will follow the same downward trend.

So how does an organization move toward a no-bias model? There are two essential ingredients: Culture and hiring. To be a diversity-friendly organization, a company needs a defined written statement of values that dictates how managers manage and how employees interact with one another. This must be an active document, not something people “can’t find.” It must be part of the onboarding process and the performance management or assessment process.