MBB3433 Managing Cultural Diversity

GUIDE TO CROSS CULTURAL RECRUITMENT AND

SELECTION
In our diverse country, it is very important to interview candidates fairly in order to
find the best person for the position. Skilled immigrants may pose a unique
challenge to the interview process. This guide will help you:
 Recognize and correct common issues and errors in cross cultural interviews.
 Use a diversity focus when:
o Preparing to interview a candidate.
o Conducting an effective interview.
o Assessing all candidates in an objective and consistent manner.

INTERVIEW PREPARATION

Know what you can and cannot ask.

Human Rights legislation sets out prohibited grounds for discrimination. Make
sure you are familiar with these protected grounds. The legislation says that
employees can not be discriminated against because of race, ancestry, place
of origin, colour, ethnic origin, citizenship, religion, creed, sex or gender,
sexual orientation, age, record of offences, marital status, family status,
physical or mental disability, association or political beliefs, language or
record of offence as determined by the Ontario Human Rights Code.

Most people do not intend to discriminate, however in the case of skilled

immigrants it is even easier to unintentionally discriminate. For example, to
ensure a potential employee is legally entitled to work in the country, you may
want to ask a skilled immigrant, “Are you a Canadian citizen?, or “Do you
have landed immigrant status?” Though unintended, this is discriminatory on
the grounds of citizenship. To confirm if a person is eligible to work in the
country you may ask, “are you legally entitled to work in Canada?” Posing the
question in this manner will get you the answer you are seeking while
respecting Human Rights legislation.

Bottom Line: Be aware of what you can and can not ask, and also be aware
of your style of asking questions to ensure you are not unintentionally
discriminating.

Identify the knowledge, skills, and abilities (KSA’s) required for the job.

When interviewing skilled immigrants, your first impression may be affected

by their appearance, dress, accent, age, eye contact or lack of, race, gender,
body language, and even their greeting style. With different backgrounds,
every candidate will have different qualities in the areas mentioned above.

Remember that none of these factors indicate how well the candidate can do
the job. That is why it is important to give the same amount of time and
consideration to all candidates by being as thorough and objective during the
interview process.
 MBB3433 Managing Cultural Diversity

One way to ensure that you are being thorough and objective is to make a list
of the knowledge, skills, and abilities (KSA’s) required for the job and prioritize
them in order of importance. You may also wish to check in with colleagues
and other employees who work closely with the position; this way, you’ll
gather a comprehensive perspective on the most important skills.

Bottom Line: Identifying and prioritizing skills by level of importance will help
you remain objective, give all candidates an equal opportunity, and ultimately
help you select the best candidate for the role.

Choose / develop interview questions.

Ideally, you will ask questions that probe the degree of ability your candidate
possesses for any KSA you’ve identified. Creating a list of questions will
ensure that you are asking the same questions of all your candidates,
including skilled immigrants; thereby providing equal opportunity to all
candidates to showcase their abilities.

You may wish to use a combination of questions that focus on:

Credentials – Includes questions about education, certifications, past

achievements. These types of questions are typically a good starting point,
and often part of the screening process.

Experience – Speaks to past work experience so you can get an idea of what
the candidate has done in past roles. Eg: Please review your resume starting
with your most recent position.

Opinion – What candidate thinks of any given topic and elicits information
about strengths / weaknesses, likes dislikes. Eg: What made you decide to
apply to our position?

Behavioural Competencies – Look for specific examples focusing on facts.

For example, if the job involves dealing with internal and external customers,
you can ask for a specific example of how the candidate has dealt with
customers in the past.

When asking questions about credentials and experience, ensure you are not
asking where the accreditation / experience was earned, as this may highlight
place of origin. Rather focus on the what – what is the accreditation, what
type of experience was gained, etc.

Bottom Line: It is up to you to decide how you would like to structure your
interview and the questions you will ask. Asking a combination of all of the
types of questions noted above is most likely to yield you the most accurate
and valuable information about your candidate pool, especially when dealing
with a diverse population.
 MBB3433 Managing Cultural Diversity

CONDUCTING THE INTERVIEW

Opening the Interview.

Candidates have differing levels of experience with the interview process.

New graduates may be experiencing an interview process for the first time.
Candidates that are new to the country may have experienced a very different
interview process in their homeland. Whatever the case, providing context at
the beginning of the interview will help build rapport and set the pace of the
conversation to follow. It will also put the candidate at ease and may give
them a view of what is the most important and relevant information they can
share about their experience. Information you may wish to share can include:

 Purpose of interview – eg: to share information about the company, to

answer preliminary questions the candidate may have
 Goals – eg: to go over candidate’s background and qualifications in
greater detail and how it relates to the job
 Details – eg: provide candidate any additional information about the
interview process, when candidate will be given an opportunity to ask
their questions, etc. or any other information you would like them to
have

This is also a great opportunity for you to talk about the future goals and
direction of the company, including diversity. Here are some ideas of what
you could include in your opening statement, as it relates to diversity.

Information about the Company:

 Share information that would help a candidate better understand the
mission, vision, and values of the company. You can speak about how:
o Diversity supports the company direction and business strategy
o Senior managers are held accountable for creating a supportive
work environment
o How the company supports and gives back to the community

 Employees value being hired for the skills they can bring to an employer,
not just because they fit diversity criteria. Therefore provide detailed
information to show candidates the sincerity of the company’s commitment
to all employees. You can speak about:
o Available training eg: Workplace Respect, ESL programs,
leadership development, mentoring
o The extent of diversity currently found in the company
o History of diversity at the company

 Describe how this commitment to employees is experienced by current

employees. You can speak about:
o Existing policies that support employees eg: flexible hours
o Learning and Development programs eg: mentoring, scholarships,
training courses
o Any existing networking or affinity groups
 MBB3433 Managing Cultural Diversity

Bottom Line: Taking the time to effectively open the interview will facilitate
dialogue. This, in turn, will help both parties assess if there is a potential job fit
that goes beyond first impressions and underlying assumptions.

Asking Questions.

Remember that there is a relationship between culture and behaviour. It is

therefore expected that your questions will be met with something other than
the direct answer you were seeking. Below are some examples of cultural
differences that you may encounter during the interview.

Silence: Your first instinct might be to judge a candidate who seems quiet as
being unenthusiastic about the position. However, silence is a virtue in some
cultures and being too aggressive or loud is considered very rude. To confirm
whether a candidate is interested in a position ask them “why are you
interested in this position?” and listen to the reasons they provide. There may
be great enthusiasm behind the candidate; it just may not show through in a
manner that you are accustomed to.

Eye Contact: Think about how you react to someone who fails to make and
maintain good eye contact during a conversation. In North America, a lack of
eye contact is viewed as a lack of confidence and in an interview this could
have a significant negative impact on the interviewer’s overall impression of
the candidate. In some cultures however, sustained eye contact with
someone in a superior position (i.e. a manager or an interviewer) is viewed as
being disrespectful or challenging. What you may interpret as a sign of
weakness, is actually a sign of respect and a cultural norm for the candidate.

English is a second language: Immigrant professionals have to work twice

as hard during interviews. All candidates have to understand what the
interviewer is asking and determine the best way to answer questions;
however, non-native English speakers may also have to recall and translate
foreign vocabulary. Long pauses and disjointed sentences are generally
perceived as indications of a lack of knowledge. However, non-native English
speakers may simply be a little slower to understand the question or find the
right words for the answer.

Communication Skills: Be realistic in your requirements concerning

communication skills. Simply having an accent does not mean that co-
workers will not be able to understand a candidate. Remember, we also have
accents; we are just used to them. It may mean that employees have to listen
a little harder and occasionally ask that something be repeated; a small
accommodation if it enables the organization to hire a talented candidate.
Most non-native English speakers are aware of their communication
challenges and will try to speak in a slow and clear manner to minimize any
misunderstanding caused by their language skills. Many are also willing to
take English as a Second Language (ESL) courses or specific Business
English programs to enhance their skills.
 MBB3433 Managing Cultural Diversity

To counteract some of these issues, apply the following effective listening

techniques to help you collect the specific information you are seeking:

Ask for clarification when you don't understand a word or phrase

Eg: "Are you saying you liked or didn't like coordinating the team?"
Validate what you heard if a response sounds unusual or surprising.
Eg: "Did you say, "flipped out?" or "I'm sorry, I didn't understand what you just
said."
Listen past errors - Sometimes phrases don't translate or words get
confused
Monitor yourself - Make sure you are not tuning out and thinking about the
next question

Some final things to think about….

 Be aware of and pay attention to your perceptions of the applicant

 Try to validate perceptions that are not based on the words said by the
candidate
 Consider past successes and experiences instead of personal traits
 Speak in a clear, organized manner
o Set the stage Introduce each topic that you are going to discuss. This
enables the interviewee to use context to figure out what you are trying
to say
o Sequence the Questions Ask one question at a time and avoid
jumping around
o Get to the point Avoid rambling by asking specific, concise questions
o Own your accent Simplify your language and use the most standard
pronunciation that you can. The candidate may not be prepared for
your accent
o Reduce barriers Avoid interruptions and distractions
o Avoid jargon/slang Even an applicant with excellent English grammar
and pronunciation, may not know local expressions

Bottom Line: Be attuned to differences in cultural norms. Validate your

perceptions of the candidate’s body language by asking questions. Don’t
assume, but rather seek to understand.

Closing the Interview.

How you end the interview is almost as important as how you open the interview.
This will leave a lasting impression in the candidate’s mind. To effectively close
the interview:
 Leave enough time for the applicant to ask any questions that they may
have about the role and the organization. Be prepared to deal with
questions about diversity, however be realistic in the information you
share.
 MBB3433 Managing Cultural Diversity

 Skilled immigrants use the internet to research companies as much as

anyone else. Make sure your web site contains diversity information, and
point this out as another source for information.

 Make sure that in your closing statement, you include information about
next steps and your time frame for making a decision. This will give the
candidate a better sense of the consistent and thorough process the
company is applying in making its hiring decision.

Bottom Line: Be attuned to the final impression you leave in the candidate’s
mind. If you’ve just interviewed a strong candidate, you will want them to be
excited about potentially working for your company. If you the candidate is
obviously not a good choice for the role, you’ll still want them to speak favourably
to others that they may refer to your organization in future.

ASSESSING CANDIDATES

Assessing (rating) candidates.

Interviewing is the most widely used technique to select a candidate for a given
role, yet it can also be very a flawed process. This is due to the tendency for
interviewers to make quick judgements based on little information. An impartial
approach will not only benefit diverse candidates, but will also help you select the
most qualified candidate for the role. You can apply this impartiality by:
 Being aware of your perceptions and pre-conceived notions
 Try to validate perceptions that are not based on actual facts
 Look at past successes and experiences instead of personal traits

It is easier to focus on skills that a candidate brings if you are aware of some of
the factors that get in the way of impartiality. These factors can include the
following biases:

Halo Effect – A candidate is rated highly on all skills because they score highly
on a single skill. Eg: The interviewer values leadership ability. The person who
has leadership ability does better on the other skills because of their perceived
leadership ability.

Demographic Bias – Making decisions or reaching conclusions as a result of

common and unsubstantiated generalizations (stereotypes). Eg: The interviewer
knows that certain cultures encourage little eye contact. The interviewer assumes
that a candidate who makes little eye contact will be a weak leader.

Strictness Bias –The tendency to rate a candidate lower (strictness) on all skills
even though large differences in proficiency exist. Eg: The interviewer did not
feel the candidate demonstrated leadership ability; therefore the interviewer rates
all other skills lower.

Primacy Bias – Most interviewers make their decisions within the first few
minutes of an interview; therefore information available early in the interview
 MBB3433 Managing Cultural Diversity

receives more weight. Eg: The candidate began to relax as the interview
progressed and started to make more eye contact. The interviewer still assigns
low ratings to the candidate because they can’t forget that the candidate looked
away when first introduced.

Similar To Me Bias – The tendency to hire individuals who are similar to the
interviewer. Eg: same attitudes, values, credentials, etc. This is especially
problematic for skilled immigrants, because people from different countries will
likely have different values and backgrounds.

Bottom Line: Keep the above list in mind as you go about making your
candidate selection. This will give all candidates an equal opportunity and help
you make a sound hiring decision.

Selecting a candidate.

Interviewers want to make the right choice when hiring candidates. Making a
wrong choice can be both costly and time consuming, especially if the
candidate leaves and you have to restart the recruitment process.

To ensure you take into consideration all the knowledge, skills, and abilities a
potential candidate could bring to your organization, you’ll want to review and
rate each candidate carefully. To ensure you don’t’ overlook any skills or
attributes, use a template such as the one on the following page to help you
organize your thoughts.
 MBB3433 Managing Cultural Diversity

Candidate Rating Scale

Rating Scale Summary:

5 – Exceptional: Demonstrated ability clearly and consistently exceeds job

requirements.
4 – Quality (High): Demonstrated ability often exceeds job expectation.
3 – Quality (Solid): Demonstrated ability meets job requirements.
2 – Quality (Developing): Demonstrated ability meets most job requirements. Can
be a solid performer with additional coaching and development.
1 – Improvement Required: Demonstrated ability does not meet the job
requirements.
.

Candidates
Name Name Name Name Name
Skill Assessed Candidate
#1
Rating
Product Knowledge 2
Attention to Detail 3
Customer Service 4
Problem Solving 3
Organizational Skills 4

Totals: 16
Comments
(interest,/ understanding,
applicant’s concerns, key
decision factors, follow-
up suggestions, etc.)

Selection Decision:

1st Choice

2nd Choice

3rd Choice
 MBB3433 Managing Cultural Diversity

Reduction of bias in the selection process

1. Job Descriptions
To create barrier-free job descriptions:
 Separate essential and non-essential qualifications
 Focus on what needs to be achieved (not how it will achieved)
 Use plain language (rather than sector-specific or HR jargon)

2. Techniques in selection process for diversity workforce

Specify the need, rather than how it’s achieved. Examples: Instead of requiring a
valid driver’s license, ask for the ‘ability to travel and provide own transportation.’ Or
instead of requiring that a candidate reside in a given location, ask for ‘the ability to
report to work within 30 minutes of call.’
Ask for ability wherever possible. This enables candidates with transferable skills
to compete. Ability means the candidate has the potential to do the job, but may not
have had the opportunity to develop the potential. Candidates can demonstrate ability
through past achievements, including volunteer experience. Example: Instead of
requiring knowledge of a law or experience in implementation, ask for the ability to
learn, interpret and apply a law.
Ask for related work experience. Instead of specific Canadian work experience, a
certain number of years of experience, recent experience or transferable experience
may be adequate.
Example: Instead of asking for ‘three years experience as a tax auditor, ask for
‘experience in tax auditing involving a variety of industries, including several complex
audits.’ Or instead of ‘experience with Word XP,’ ask for ‘experience with Microsoft
Word’ or ‘or similar application.’
Focus on the qualities or knowledge needed to perform the work effectively.
Avoid focus on a specific credential (a degree, diploma, certificate or license). Include
a credential in a job advertisement only when required by law (i.e. Registered Nurse)
or where it is the only means of obtaining the skills, knowledge and ability needed to
perform the work effectively.
Specify the kind of communication required. Example: Specify ‘listening and/or
speaking on the telephone’, ‘writing’ and/or ‘negotiating agreements’ rather than
asking for ‘an ability to communicate effectively.’
Specify the working conditions. Elaborate the number of hours of work per pay
period for a part-time position and the expected duration of the term for short-term
positions. For shift or late-night work, include information about security.
 MBB3433 Managing Cultural Diversity

Focus on the desired ability or skill instead of a personal trait. Instead of requiring
a ‘mature, cooperative person’, ask for ‘ability to work effectively as a team member.’
Write clearly and simply, using common words, a straightforward style and simple
sentences. Avoid jargon, technical and legal language, and acronyms.

3. Considerations for the interview process

It is important to be aware of how personal bias can negatively impact diversity efforts.
For a complete list of biases please visit the performance management section of the
HR Toolkit.
The following suggestions and considerations help reveal and remove bias that may
affect who is selected for an interview, how the interview is conducted, and final
selection of candidates. Removing bias form the hiring process is not a quick fix. It
requires ongoing review of hiring practices - both the process and the outcomes- to
uncover systematic barriers.
Develop a clear and consistent set of guidelines for everyone involved in the
hiring process. Use a consistent and formal application process. Clearly explain the
entire process to candidates to shape realistic expectations and reduce
misunderstandings
Consider having one employee responsible for receiving résumés, this person
can block the names of each candidate from those involved in the review and
assessment of potential candidates. Recent research shows that many Canadian
employers show a bias towards traditional Anglophone names, likely making
assumptions about language skills, values and experience. Replacing names with
candidate numbers for the résumé review phase removes this name bias
Establish a recruitment philosophy specifically focused on skills, regardless of
how those skills were developed or where a candidate was trained
Focus on the content rather than the style of the résumé, stylistic differences in
format and content can easily lead to qualified candidates being screened out at early
stages in the process. In many countries, a CV might be ten pages long and provide
great detail on each experience, while in Canada, the preference is for very concise
CVs
Avoid subjective terms in the recruitment process, such as ‘best cultural fit.’
This can unwittingly exclude qualified candidates without gaining a deeper
understanding of their potential contributions to the organization.
 MBB3433 Managing Cultural Diversity

4. Tips for a more inclusive interview process

a) Establish an interview team to reduce individual bias. Include members of
diverse communities or staff with a good understanding of cross-cultural issues
to provide insight on socio-cultural responses that others on the panel may
question
b) Determine if applicants have any accommodation needs when scheduling
interviews
c) Ensure the interview site is accessible
d) Be informed of holy days of different religions to avoid scheduling interviews at
these times
e) Provide consistent and clear information to all applicants about the selection
process
f) Be aware that many disabilities are invisible. Avoid generalizations based in
race or ethnicity. Do not assume that a person's appearance defines their
nationality or cultural background
g) Ask questions that focus on ‘how’ an applicant will apply his or her skills, ‘how’
they would handle a particular situation, etc.
h) Ask all interview candidates the same questions and score responses with a
grid. All questions should related relate to the job description
i) Careful use of vocabulary is recommended in order to avoid or re-phrase words
that could have different meanings in other cultures or languages
j) Check assumptions around body language and other non-verbal
communication. Be aware of culturally influenced behaviours and
communication patterns that may impact how a candidate is perceived during
the interview process

5. Issues in recruitment of diverse workforce

a) Do not view silence as a sign of disrespect or lack of knowledge. Many
immigrants speak English or French fluently, but it may not be their first
language. Silence may simply indicate they need a moment to process the
question and formulate an answer. Silence following a question may mean
something vastly different to an Aboriginal person than to a non-Aboriginal
person; language pacing and rhythm can vary greatly between cultures.
b) Minimal eye contact does not mean a lack of confidence or certainty when
responding to interview questions. Some candidates may avoid eye contact
with figures of authority as it is considered disrespectful in their culture.
c) Some candidates will appear modest or humble. This is so especially when
discussing personal accomplishments or uncomfortable talking about
themselves due to a cultural orientation towards community over the individual.
For example, Aboriginal candidates may find it distasteful to focus on
themselves and may tend to speak about group rather than individual
accomplishments. Rather than asking specifically for individual strengths, it
may be more effective to ask candidates how they overcame obstacles or
achieved results in previous jobs.