Best Practices

Reading a resume with a diversified eye

We are looking for 4 key elements in reading a candidate’s resume

  1. The academic institution in which he / she studied
  2. Average grades
  3. Professional experience
  4. Additional skills

When we interview a diverse candidate, often times the institution from which he or she has arrived, the average grade or qualifications will not be clear to us. It is important to remember that many candidates often fail at the resume stage because they do not match what we are familiar with.

When reading the resume, note these four components. Each of them has solutions and a point of view that will help identify potential candidates.

Diverse candidates

Debra Mexie co-founder and co-CEO of Talenteam recommends: Delegate a manager or recruiter who is significantly different from you (age, experience, point of view, etc.) to go through the resumes that you disqualified and ask him or her to recommend a candidate he or she was interviewing. Involve in the recruitment process from time to time a person who is significantly different from the profile you imagine in your head when you are looking for a candidate. Try to interview colleagues and learn what the gaps are about. This is a great way to get to the profile of people who are very different from the profile we usually stick to. When you bring a wide range of people  – very different from each other – to the manager, you allow him or her to choose from a wider range of options. As the candidates who reach the final stages are similar, we are less likely to allow new perspectives to enter the organization.

Integrating new questions into interviews

Debra Mexie co-founder and co-CEO of Talenteam recommends: In each interview you choose 2-3 new questions you have never asked but are interesting or intriguing. Even if they are questions that are not directly related to the role and mission. Do this without compromising one’s privacy. Talk to him about general worldviews, about a book he loved especially, about a person he admired, or about a country he would like to visit. Look for a way to be surprised by the candidate and find out something that is contrary to the character you drew before you. After all, we all know how fast we build our minds on others before they even pass the threshold. Surprise yourself with a different question and surprise the candidate as well, all  out of respect and appreciation for him or her.

Average grade scores

It often seems that the average grade of students whose native language is Hebrew, or who have not studied core studies in high school, will find it difficult to maintain a high grade grade point average in the first year. Therefore, our recommendation is not to examine grades for the entire degree but to focus on one of the following options:

1. Compare the average of the first year to the average in the second year. If you see a significant jump, this indicates a high learning curve and rapid absorption ability.

2. Examine the average grade for the second and third years only or compare it to the average for the first year.

3. Examine grades in courses that are relevant to your organization’s areas of expertise.

Recruitment creates an encounter in which there is often insufficient sensitivity and empathy towards the candidates

Debra Mexie co-founder and co-CEO of Talenteam recommends: The burden on the recruiter, the pressure of the principals and the fear of error, the lack of personal acquaintance with the candidate, and many of interviews with hundreds of people create a kind of emotional darkness. Many candidates complain about the difficult feelings they experience during the recruitment process. People in the job search process are very sensitive and vulnerable, in the face of issues of self-esteem and examination. Dozens of applications are not answered, and candidates are exposed to many negative answers. They are surrounded by many consultants (paid counselors, family, friends, colleagues, etc.) who give them a sense of failure and reinforce the fears that accompany the process. They spend time spending in the process of self-sale even though their profession did not prepare them for it … and many times take themselves out to the world of employment that developed language and tools new, incomprehensible while they were busy working their profession in one organization or another. Before you go to interview or meet or talk to a candidate, remember that there is a person on the other side waiting for an opportunity, who is excited about the process, even if he is busy proving otherwise. The next interviewee does not represent all of the other candidates we have formed on the way, did not attend the meeting, did not sign the contract in the 90th minute when you were already certain that the job was closed. Before you meet candidates breathe deeply and consider how you would like to be treated if you were in their place. And do not forget to thank him / her. Candidates work very hard for interviews, sometimes surprisingly so.

 Examination of academic institution

Often, diverse candidates will come with an education from an academic institution that we do not know. Arab residents of East Jerusalem, for example, often attend Bir Zeit University or Al Quds University. Do we have knowledge of the level and quality of the computer science department in Bir Zeit? Probably not. For this purpose, it is recommended to consult with organizations specializing in the placement of Arabs with technological education (Itworks, Tsofen, Talenteam). In consultation with them, you can get more information about the institutions from which the candidates arrive.

If you have the intention to recruit Arab Israelis in he future, it is important that you recognize the quality of the schools. Who are the graduates of the Department of Computer Science there, the average grades, and especially where they were integrated into industries in Israel and abroad. It is quite possible that you will discover these are very high level educational institutions.

Diversity in finalists

Debra Mexie co-founder and co-CEO of Talenteam recommends: Expand search sources. Search for resumes of candidates who were in different types of organizations, in different types of industries, grew up in another reason, or did other, less routine tracks. It is very important to reach the final stage when there is a very high variance between the stands. Make sure that the final candidate’s attributes belong to a broad spectrum. There are differences in the subjects of study, experience, age, gender, and cultural belonging. The organization’s success is in your hands – you decide from which groups the employees will choose, and therefore you will determine whether the organization will have innovation, break paradigms, have vision, courage and be daring. When you choose the times you actually choose the employees, and when you choose the employees you shape the organization and influence its success and development.

A friend brings another

Ayelet Uriel Raymond suggests: Have you opened a recruitment channel through a friend bringing a friend? Excellent! But perhaps you should make a small change that can produce a huge impact – changing one small word: “A friend brings another”. Employees in the organization will be rewarded for connecting potential candidates from diverse populations. In this way, you will reach various quality candidates through the existing network of contacts within the organization, and expose your organization and employment opportunities to a wide range of populations. All this right under your nose. Make sure that the other members meet the same professional requirements as each member who qualifies for the organization.

 For further reading and tips on “Friend brings another” campaign

Integrating new questions into interviews

Debra Mexie co-founder and co-CEO of Talenteam recommends: In each interview you choose 2-3 new questions you have never asked but are interesting or intriguing. Even if they are questions that are not directly related to the role and mission. Do this without compromising one’s privacy. Talk to him about general worldviews, about a book he loved especially, about a person he admired, or about a country he would like to visit. Look for a way to be surprised by the candidate and find out something that is contrary to the character you drew before you. After all, we all know how fast we build our minds on others before they even pass the threshold. Surprise yourself with a different question and surprise the candidate as well, all  out of respect and appreciation for him or her.

Hold a culture-friendly interview.

 Yael Mahudar suggets: Are you a candidate for diversity in your organization?  Excellent! But note that you are conducting a culture-friendly interview. There is no dispute that an interview is a major and important tool for examining the employee’s suitability for the organization, and coordinating mutual expectations. However, an interview that does not recognize intercultural differences can result in incorrect or insufficient reflection of the candidate’s abilities and skills. Using a structured interview that consists of focused professional questions and / or conducting a joint interview with another employee from an organization that belongs to the candidate’s diversity population may significantly reduce unintentional biases and help to ascertain the candidate’s professional suitability.

For further reading and tips on conducting a Culture-Friendly Interview

Out of the Box recruitment sessions

Debra Mexie co-founder and co-CEO of Talenteam recommends: Out of the Box recruitment sessions – throughout recruitment, we tend to repeat the same processes each time, and find ourselves missing out on excellent people because they could not express themselves in a known process. Decide each time to make a change in one step in the process, making it 180 degrees different from the regular and permanent. For example: to ask the candidate to send a video about himself / herself, to send a presentation about him or her, or to change the location of the interview to a completely different location that opens the opportunity for a different kind of meeting. Recruitment processes have become routine and permanent for both interviewers and candidates, and all have undergone industrialization and automation. Therefore, the candidate does not behave naturally and it is difficult to be impressed by him / her. The interviewer also maintains constant lines, constant questions and constant interpretations. In a predetermined scenario there is no place for different people, others, and surprises. It is possible to combine a game within the process, a factor of surprise, another meeting place, something different, something inspiring.

 

 

 

Itworks recommends:

Contact one of the organizations specializing in the placement of diverse populations. This is the right process:

1. An employer relations manager on behalf of the organization meets with the employer’s representative, in order to examine the willingness and desire to hold the visit. If the employer is interested in a visit, the date of the visit, number of participants planned, and the agenda are determined.

2. A representative of the employer locates managers and employees from the Arab society under his employment, and suggests they take part in the visit. At the same time, he confirms the list of participants who will come to visit after having reviewed their resumes and finding them suitable.

3. The Employer Relations Manager prepares a flyer for the publication of the visit, and the coordinator distributes it to the participants in the program by email.

4. Spotlight meeting: Presentation of the company by a representative on its behalf, including the company’s activities, open positions and recruitment processes; Presentation of success stories by company employees (priority for given to the group that came to visit); Division into groups, led by managers from the company; A tour of the company’s facilities and an introduction to the various departments.

5. At the end of the visit, we draw conclusions and check with the employer’s representatives’ details regarding the candidates who would like to begin a screening / recruitment process.

Be sure to request that the candidates bring a resume with them. True – you can send by e-mail, but sometimes the very fact of bringing a physical copy is valuable and sends a message of seriousness.

Thought creates reality

Irit Hovitz “The Magnificent” CEO of Grand Staff suggests: “Take the assumption that what you think I think is not what I think”

Not always what we think the other side thinks is true. You may know this from personal relationships: we are quick to interpret the behavior of the other side, according to our own perception. Organizations behave exactly the same! When it comes to people from different cultures, age groups, ethnicities, and even genders, it is even more striking. As soon as we assume that the employee is not talking / late / not asking / not cooperating / not initiating / deteriorating sales etc … For reasons that seem natural to us, we often make mistakes and increase the tension and conflict.

It sounds like this: “He does not stand at times because he does not care, she does not respect her colleagues and her work, he acts like an ungrateful person who thinks things have to be done in his own way.” Sometimes it comes even with the addition of “we made an effort to pick it up”, “these – they have a problem …”

What do these words mean for those who think them? What will they broadcast in front of this employee? How would they treat him?

What would they send to his colleagues?, How will it affect the workday of those who think them?, Will any of the above questions advance the problem towards a solution? …

Sound familiar? Dismissing and recruiting a new employee usually will not solve the underlying problem. The solution is to invest in management focused on diverse employees and to learn the accurate way.Even if you cannot completely understand the root of the problem, you can implement way to solve it.The current behavior is not a status quo – what reality? Our reality. The one in our head. Based on our being.

Instead of sticking to thoughts based on the way you perceive and understand the situation, stop for a moment and ask if there may be other reasons why the employee is acting X or does not meet your expectations in the Y way.

The stop itself is half the solution! In the next stage, after we have stopped, breathed, and cast doubt on our interpretation of reality, we will attempt to propose an alternative interpretation. This thought is worth checking with the employee or employees in question. This is the difference between: Action and Re-action

 

 

What are unconscious biases?

Our natural tendency, and even (according to recent studies) physical-brain, is to choose what is familiar to us. The power of expectations and early assumptions about reality is so overwhelming that we do not see parts of it when we focus on a particular matter.

We are often unaware of these behaviors and choices, and they in fact inhibit and impair our ability to realize an organization’s professional and business potential. Therefore, the very awareness of unconscious biases may, when confronted correctly, reduce them and allow us to see beyond our habits.

Inbal Tsipris of the Center for Applied Psychology at the Interdisciplinary Center (IDC) suggests:

Unconscious biases are in all of us:

The most important understanding that one must internalize about unconscious biases is that we can never completely rid ourselves of them. The biases are stronger than we are, automated, and far more elusive than our stated intentions. Therefore, the most basic and important rule that will help us deal with them is to raise awareness. Research shows that our very study of the existence of bias allows us to reduce its influence on us. But do not make your lives easy! Raising awareness cannot remain a slogan and should permeate every discourse and practice in the organizational culture.

When the organization is not varied at all, and does not discuss questions of diversity and inclusion, it is precisely the preoccupation with unconscious biases that may open the eyes and drive a preliminary and basic discussion.

Remove biases by removing metadata information

Remove information about the identity of the candidates that is not relevant to the skills of the position for which you wish to recruit. Even information that appears to be “innocent” can divert the decision. As evidence, studies show that given two candidates with the exact same CV, candidates from diverse groups will receive fewer invitations to job interviews. The biases teach us that even in good intention, we make erroneous and biased judgments towards people from different groups than our own.

Organizations that adopt such methods report a dramatic increase in their success rate in recruiting people from diverse groups.

 Dr. Galit Desheh Director of the Power in Diversity Initiative suggests:

Be sure to include intermediate managers and managers in the process of sorting and recruiting. The unconscious biases they reach will moderate or even fade away when they come to a recruitment event, lecture candidates, or meet them at recruitment event. A one-on-one acquaintance with a candidate reduces alienation, transfers the manager to a personal perspective, and enables reading data and professional eye matching rather than a socially and personally biased eye.

The very fact that they are also partners in the recruitment process creates a desire to succeed in presenting candidates, and they will strive to promote them successfully.

The decision to make the organization truly multicultural

Irit Hovitz, CEO of Grand Staff recommends: “Try to recruit in quantity, not in individuals.”

An ultra-Orthodox, Arab, or Ethiopian worker in an organization that is one group will feel less marked. Similar to one woman in a group of men. Studies also show us that the influence of diversity only works when there are several diverse workers from each group, and not only individual workers.

Therefore, recruit a diverse group of workers. Not necessarily large groups, but a minimum number of 2-3 employees. If you are recruiting one job at a time, you will build a recruitment program and plan to integrate a few people from diverse backgrounds within a reasonable period of time.

It is not necessary to recruit several groups at the same time. It is possible to focus on recruiting one population group at a time. In order to create an environment that supports all employees, it is very important that they have a base that is easy for them to connect to and feel comfortable with. This will enhance their effectiveness and ease tensions.

When there is a combination of different cultural groups, the journey to work together as one team is faster than in cases where one large cultural group and one other worker is preserved.

Avital Yanovsky suggests: 

Recruitment of employees with disabilities

Opening of designated standards / definition of suitable positions – Designated positions for persons with disabilities, in which priority is raised for the recruitment of candidates with disabilities

  • Most people with disabilities will not be “among the candidates” and will not be selected from “among the candidates”
  • Define the minimum requirements for the job and focus on the professional requirements (many times there are requirements may not be necessary).
  • Is there a possibility of flexibility in the scope of the position and the definition of the job? The process is similar the definition of student jobs. Depending on the integration of the position, it will be possible to explore increasing the position and reducing/canceling the adjustments.
  • Plan who will be the professional mentor of the new employee in the organization. For the most part, people with disabilities come with lower self-confidence and proper mentoring will enable them to integrate into the organization successfully.

Selection process for candidates with disabilities

  • Receive a personal profile of the candidate from the escort organization or from the candidate directly – stating what adjustments will be required in the screening process
  • Focus the selection processes on operational capabilities – whether the candidate will be able to perform the professional tasks assigned to him. Sometimes adjustments are required – extension of time, more guidance in understanding tasks, etc. Remember that some of the candidates are in protective settings and come with lower self-confidence and require gradualism.
  • Give a very low weight to the conduct of the candidate in a personal interview. There are excellent professional candidates who do not pass a personal interview. Similarly, some candidates pass an interview and their performance is lacking.

Meet Kaminario 

Since our beginning at Kaminario, we believed that the people are our advantage and that diversity makes all the difference. We strive to revolutionize the market, and supply storage solutions for very large corporations such as banks, labs, hospitals or universities. In order to do that, we need to solve problems that others couldn’t solve, and reach market shares that are untouched by our competitors. What gives us the ability to be exciting and interesting, is diversity- different people examining the same problems from different angles, and coming up with diversified solution.

Different people meaning, different life experiences, cultures, genders, backgrounds or geographical origin, may have different ways of looking at and defining a problem. Therefore, the search for solution and the finding of one must be varied to.

People who grew up in similar environment, probably received a similar upbringing, training them to face challenges in a similar manner as well with the same set of tools. Diversity means, bringing together people that are ‘wired’ differently. When we incorporate someone, who was raised in the Galilee, with someone who was raised in an immigrants’ home and someone who was raised in Denya neighborhood in Haifa and studied at the Technion, we bring to the table many diversified tools nd problem solving methods. When you bring together people from different backgrounds and life experiences, the discussion is no less mind blowing.

The diversity process was done intuitively. We had no targets set, and yet when we examined our statistics we discovered we have 40% women in the company and 40% in R&D. lately, the first woman joined the management team. Uniquely, we have a man as VP HR who worked his way up from lower HR positions. That is also a less common phenomenon in the hi tech and startup industry. If you visit our engineering floor you will find quite a few people over the age of 45. Three of the workers are over 60 two of them are engineers, which isn’t a common sight either.