Guidelines for an Inclusive Hiring Process

 From Marshall Memo: Guidelines for an Inclusive Hiring Process

In this Chronicle of Higher Education article, search consultant Amy Crutchfield

(WittKieffer) says the internal dynamics of a hiring committee have a direct impact on whether

candidates feel welcomed, respected, and treated fairly – and therefore on the diversity and

quality of who’s ultimately hired. She has eight suggestions for university searches that apply

equally in K-12 schools:

• Build rapport and trust within the committee. This means taking time for getting-to-

know-you exercises, however awkward they may feel. Each member should talk about their

background and how it relates to the search; overall, the process should not feel rushed.

• Early on, establish rules for how decisions will be made. Crutchfield suggests a

“community agreement” that includes listening to others’ ideas, disagreeing respectfully, not

talking over other colleagues, and assuming positive intent. It’s helpful for committee members

to review all candidates’ files before the first meeting and come prepared to talk about their top

choices, before they’re influenced by groupthink.

• Provide training and resources on inclusive hiring practices. So that everyone is on

the same page, the committee needs a presentation, literature, and perhaps videos on best

practices, including interview questions that are appropriate and inappropriate and being aware

of implicit bias.

• Actively counteract structural hierarchies. “People in positions of power must be

aware of the weight of their opinions,” says Crutchfield. “Be mindful not to always speak

first.” The same is true for extroverted members who tend to dominate conversations. If a

member is quiet in a meeting, the chair might reach out afterward and say, “I noticed we did

not hear a lot from you in the meeting, and I wanted to check in with you on how you are

viewing the decision.”

• Recognize biases and beware of “fit.” Committee members need to be aware of the

tendency to favor or downgrade candidates based on race, gender, sexual orientation, social

class, geography, and perceived prestige. “A key principle of an inclusive hiring process,” says

Crutchfield: “Let each person’s record speak for itself… Recognize that ‘fit’ can be interpreted

as code for wanting people who look just like you.” Rather, think in terms of “culture add” –

how a candidate might add to the diversity of the team or institution. Finally, she says, if a

committee is giving a white male candidate a pass (e.g., a gap in the résumé or frequent job

changes), all other candidates should be cut the same slack.

• Screen and interview “stretch” candidates. Crutchfield encourages committees to

interview one or two outliers, “calling people in, not out.” “Strength on paper doesn’t always

transfer to being impressive in an interview,” she says. “Likewise, someone who looks

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mediocre on paper can really wow you in person… Interviews can be nerve-racking, and some

people take a while to warm up.”

• Assess diversity at every point of the process. Screening résumés, narrowing to first-

round interviews, and selecting finalists, the committee should pause and ask if every effort has

been made to ensure a diverse pool and include those who could bring different experiences or

skills.

• Handle video interviews respectfully. These days, first-round interviews are often

done via Zoom. “This should go without saying, but it’s worth repeating,” says Crutchfield:

“During video interviews, it’s not OK for committee members to take phone calls, check e-

mail, depart suddenly, and exhibit other such distracting and disrespectful behaviors.” It’s also

helpful to give candidates the questions 30 minutes before a remote interview; that way they

have a heads-up and can refer to a written text but won’t be overly rehearsed.

“8 Ways for Search Committees to Be Inclusive” by Amy Crutchfield in The Chronicle of

Higher Education, April 15, 2022 (Vol. 68, #16, pp 58-60)