Consider including people from other divisions and departments on recruitment committees, if needed, to ensure a diversity of perspectives on the committee. Include members who can bring perspectives or expertise related to often-overlooked diversity issues (i.e., gender identity, religious affiliation). Remember that diversity is not simply race, ethnicity, and culture, but also sexual orientation, gender identity, age, language, abilities/disabilities, socioeconomic status, geographic region, or other defining characteristics.
Department and Recruitment Committee Requirements:
- Department Chair and Division Director must have completed the AAMC’s What You Don’t Know: The Science of Unconscious Bias and What to do About it in the Search and Recruitment Process training.
- The Department Chair must have completed the Strategies and Tactics for Recruiting to Improve Diversity and Excellence (STRIDE) workshop or recruitment-specific Unconscious Bias training.
- At least one-third of committee members — including the committee chair — must have completed the Strategies and Tactics for Recruiting to Improve Diversity and Excellence (STRIDE) workshop or recruitment-specific Unconscious Bias training.
Sample items to consider when forming a Recruitment Committee:
Does the committee include members who:
- have worked on projects related to diversity, equity, and inclusion?
- are representative of different divisions or departments?
- are members of underrepresented groups (broadly defined) on campus?
- can advocate for students, trainees, or other candidates of diverse backgrounds and experiences?
Create a more objective and structured recruitment process by:
- Establishing candidate evaluation criteria or using objective measures to assess the skills needed for effective job performance (Advance evaluation tool)
- Using performance, satisfaction, and turnover rate of new hires in the department/division to assess the effectiveness and success of the recruitment interview process
- Understanding that cultural differences can affect first impressions of candidates. For instance, the standard interview in the United States uses the criteria of self-confidence, goal orientation, enthusiasm, and leadership, even though these qualities may not be readily apparent (or presented in the same way) in people of more reserved cultures
- Reserving ample time for the interviews and evaluation of candidates, as research has shown that sex bias emerges more when evaluators are under time pressure
- Establishing a consistent scoring sheet and methodology to be used by each member of the recruitment committee and for each candidate