Screening the Applicants

Convening a diverse panel of interviewers/reviewers is critical in reducing unconscious bias and telegraphing to candidates U-M/MM’s commitment to diversity and inclusion. More diversity among review/interview panels = more diverse pool of candidates

• Ideally, the panel of interviewers for any new hire should include at least two members of underrepresented minorities (e.g., men/women if your department is overwhelmingly either; individuals of other races and ethnic groups, LGBTQ+, Muslim)

It may be necessary to recruit outside of your department, unit or center.

• Don’t rely exclusively on volunteers in recruiting the panel — actively seek out members.
• Members should also represent a diversity in regard to job levels in the department (e.g., faculty selection panels should include an administrative assistant, project manager, etc., as well as other faculty members); include individuals with knowledge of the goals of the department/unit, those with vested interests in the responsibilities of the position and working relationships with the person who fills the position (potential peers)
• Individuals who serve as panelists should understand that confidentiality is paramount — therefore, should not discuss the interview process/selection with anyone outside of the panel

The Interview

Preparing for the Interviews

• Endeavor to remove bias from interviewing methods, questions, etc.
• Review questions with panel members; keep inquiries & comments legal, job-related

* Be conscious of “non-verbal communications” when hosting candidates — are there ways to signal support for diversity in our environment, even if they seem insignificant (e.g., rainbow stickers)?

Conducting the Interviews

• Watch what you say
• Small “micro-affirmations” during an interview can have a negative impact. For example, complimenting a female about her "amazing outfit” may activate "a stereotype threat" — and she may do less well during the interview.
  1. Ensure interviews questions are consistent for all candidates and members
  2. Ask minimum of “closed-ended” questions

Post-interview discussion

• Evaluate answers using STAR

STAR EXAMPLE

Can you tell me about a time you were able to increase revenue?

Situation (S): “Advertising revenue was falling off for my college newspaper, and a large number of long-term advertisers were not renewing their contracts.”

Task (T): “My goal was to generate new ideas, materials and incentives that would result in at least a 15% increase in advertisers from the previous year.”

Action (A): “I designed a new promotional packet to go with the rate sheet and compared the benefits of our circulation to other ad media in the area. I also set up a special training session for our account executives with an expert on selling strategies.”

Result (R): “We signed contracts with 15 former advertisers for daily ads and five for special supplements. We increased overall advertising revenue by 20%.”

Note: It can take candidates a little time to get to a STAR, ask probing questions to gain clarity.