Page 47 - ASCO Cultural Competency Toolkit

research has also shown that the amount of education and years of job experience an individual has is
not predictive of job performance; therefore, it is important to avoid including excessive and
unnecessary education requirements in job descriptions that aren’t actually needed for the job
(Schmidt et al, 1998). Additionally, some potential candidates may be less likely to apply for a position
if they think they must meet every requirement listed in the description. However, with an improved
understanding of biased wording and targeted efforts when drafting job advertisements, more
inclusive writing can help recruit a larger, more diverse pool of candidates.
TIPS FOR WRITING INCLUSIVE JOB DESCRIPTIONS
● Criteria for successful applicants should be clearly spelled out.
● Use word choices that emphasize collaboration, growth, and support for future success.
● Avoid gendered language that may unintentionally signal bias and repel qualified candidates.
Ex: masculine-themed words (such as confident, decisive, outspoken, competitive, leader)
Ex: feminine-themed words (compassionate, considerate, interpersonal, understanding)
● Avoid phrases that may imply ageism or ableism (e.g., “fast-paced,” “quick on your feet”).
● Avoid unnecessary and excessive requirements (i.e., degree requirements not needed for the
job).
● Note how the potential applicant’s experience should dovetail online efforts to promote DEI
within the institution.
Adapted from Bhalla 2019, Gaucher et al., 2011, Schmidt et al, 1998
INTERVIEWING
Structured oral interviews can ensure consistency during the interview process and reduce the effects
of unconscious bias when assessing a candidate (Ross 2015, Bhalla 2019). Recognizing scenarios
where unconscious bias may negatively impact decisions, such as during group interviews
(conformity bias), under time constraints or stress, or during periods of rapid technological or
business changes, can help leadership teams structure the process to minimize the effects of bias and
ensure equity across candidates (Celeste 2019). For example, it has been reported that when
interviewing only one candidate of any underrepresented group, there is a strong likelihood that that
candidate will be looked over for the job offer due to their differences from the status quo (Johnson,
Heckman, Chan 2016). A proposed solution is to interview at least two or more minority candidates
and allow enough time in the decision-making process to minimize bias. Additionally, it is important
to create the opportunity for a candidate to declare their pronouns and preferred name, as many
electronic Applicant Tracking Systems require a legal name and are limited to binary choices (Human
Rights Foundation).
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