Health Canada
SantĂŠ Canada
BIAS-FREE Selection Practices
Bias-Free Selection Practices Introduction This brochure is designed to provide facts and tips to help you identify bias-free selection practices before, during and after the selection process. Following these practices will help increase the inclusiveness, consistency, validity and fairness in the selection process to create a competent, innovative, representative, non-partisan, bilingual workforce at all levels of the organization. This document serves as a complement to the bias-free selection component of Health Canada’s Staffing Delegation and Bias-Free Selection Workshop. In addition, it will be helpful to increase awareness on related topics such as, Employment Equity, Diversity, Accommodation, Official Languages, as well as Human Resources (HR) Planning. At the end of this brochure, you will find two appendices. Appendix A includes a list of general barriers and challenges identified in recruiting and retaining members of designated groups with some tips for addressing these barriers. Appendix B provides some considerations in recruiting, selecting and integrating nurses with disabilities in the workplace Bias-free selection practices = •
inclusiveness, such as employment equity/diversity +
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appropriate accommodation for all candidates +
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reliable and consistent assessment of each candidate +
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awareness and controls against biases in the process.
Applying bias-free practices in staffing will lead to the successful selection and appointment of qualified candidates including members of diverse/designated groups. Objective of the selection process The ultimate goal is to find the right person for the job and, once the right person is found, to determine the strategies that will ensure individual and organizational successes.
The objective of the selection process is to systematically collect and analyse reliable information about each candidate’s ability to meet the requirements of the position.
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A.
Planning a selection process
The HR Planning process can provide a strategic approach to building diverse and representative work teams regardless of the position. This is applicable to all levels of the organization and benefits both the Department and our client, the Canadian public. 1.
To establish bias-free qualifications
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ensure that the work description is relevant and up to date and that there is Bone Fide Occupational Requirement (BFOR) for the duties described; understand the nature of the job and the context in which the work is performed; review what knowledge must be brought to the position and factor in what could be learned after the appointment.
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Health Canada has two important policies related to Bias-Free Selection: 1) Guidelines on Using Generic Qualifications, and 2) Guidelines on the Composition of Selection Boards. These provide guidance on: •
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the identification of qualifications based on factors such as knowledge, abilities/skills, aptitudes, personal suitability, experience, education, occupational certification, and official languages proficiency; how to express the work experience requirements in generic terms, keeping in mind transferable skills; barrier-free qualifications, including establishing a fair and realistic weighting between qualifications; the qualification related to "Respect for diversity", which is a mandatory requirement on all statements of qualifications.
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Bone Fide Occupational Requirement (BFOR) is an essential pre-requisite to perform the duties of a position. To determine if a standard is BFOR, it must be: • rationally connected to the functions of the position - Is there a rational connection betwen the general purpose of the standard and the objective requirements of the job? • adopted in honest and good faith (believe that they are necessary to accomplish the work) - What were the issues and circumstances that led to the adoption of the standard? • reasonable necessity to do the functions of the position - Was the standard based on an assumption about a particular group? Have you investigated alternative approaches that do not have a discriminatory effect?
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Resourcing options and accommodating candidates
Take into account various approaches to the selection process to ensure equal access to individuals. Generic experience factors reflect that experience and abilities are gained in a variety of job opportunities, which can differ considerably. Therefore, it is important to: • • •
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determine how and when to widen the area of selection in order to reach members of designated/culturally diverse groups; incorporate present, as well as future organizational needs in the assessment tools; raise awareness of HC’s Policy on Accommodation in the Workplace with candidates; ensure that all candidates are provided with the opportunity to request accommodation at all stages of the selection process and provide accommodation when needed; explain the format and different parts of the evaluation process and ask if there are any barriers or accommodations required; inform all candidates of the different assessment methods used during the selection process, i.e. interview, written exam, etc.; inform all candidates in advance about the size and composition of the interview panel, and the nature of the process; ensure that all candidates have the same information on testing process and material, thus providing a level playing field.
-4For consistency in accommodating a candidate with disabilities, you should: • •
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ask the candidate if accommodation is needed; consider on a case by case basis the candidate's functional limitations and discuss accommodation needs (if consent is given by the candidate, you can also do this in consultation with HR Advisors and/or other individuals and organizations of expertise that can be identified through the Diversity and Official Languages Programs Unit); take steps to accommodate and conduct the assessment without altering the nature or level of the qualification being assessed; ensure that information on accommodation is communicated to the candidate and that actions taken are timely, consistent and appropriate; respect the confidentiality of information. To establish a reliable bias-free assessment approach You must: • pre-establish rating criteria/benchmarks and ensure an appropriate use and consistency in rating; • consider an appropriate mix of tools to reliably measure competencies, i.e., written tests, simulations, structured interviews, etc.; • ensure that your assessment tools have been reviewed by your HR Advisor and are barrier- free; where possible, use selection boards that are diverse in its composition; it is important to note that a diverse selection board offers a first impression to candidates of HC’s commitment to diversity. See Health Canada’s Guidelines for Composition of Selection Boards available on the HR Intranet.
Assessment tools: Using an appropriate mix of tools consistently and appropriately enhances the accuracy in selecting and appointing the qualified candidate(s). •
In reference to the Bias-Free Selection Workshop be aware of: • • •
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how your workplace values and behaviours could potentially impact on the assessment, such as your views on other organizations, professional groups etc.; your own potential stereotypes, biases/prejudices; other biases that can influence the selection process, such as the halo effect (when one quality overly influences interviewer’s judgement), contrast effect (when the evaluation of one candidate is affected by the quality of other candidates) or misinterpreted cultural differences, i.e. a candidate’s lack of eye contact, soft handshake or soft spoken style may be perceived as an indication of a candidate’s inability to perform the duties of the job rather than simply a cultural difference; how to control biases/prejudices in the process.
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B.
Conducting the Evaluation
1.
Assessing the candidates
The evaluation process is intense and demanding for both you and the candidates. It is important to be well organized, systematic and consistent. Consider the following best practices: • • • • • •
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provide candidates with the written questions a few minutes before the interview; confirm with the candidate that accommodations provided are appropriate; if they appear to be inadequate, develop a plan to redress the problem; establish rapport at the beginning of the interview; consider using warm-up questions; plan an approach to keep on track Prohibited interview questions according to the Canadian Human Rights Act include and take good notes; those based on: minimize cultural biases by being - race aware that there are various response - colour styles, expression styles and - national or ethnic origin - religion non-verbal behavioural differences; - age pace the interview to allow - sex (including pregnancy and childbirth) candidates time to think, formulate - marital status their thoughts and speak; - family status - pardoned conviction suspend judgement and avoid arriving at decisions as to who is the - physical or mental disability - addictions including dependence on best qualified candidate during the alcohol or drugs selection process. - sexual orientation Rating and selecting consistently and fairly
If you notice an overall poor performance on certain parts of the test, please review and where applicable, eliminate them from consideration for all candidates. Additional tips can include: • •
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collecting and integrating information from all selection tools used while ensuring accuracy and consistency in applying the criteria; ensuring that rating board members have taken the Bias-Free Selection Workshop (which is mandatory prior to participating in a selection board) and understand their roles and responsibilities; individual ratings from board members are discussed with the goal of reaching consensus; selecting the qualified candidate based on merit criteria, non-partisanship and equality.
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C.
Moving to appointment and employment
1.
Communication
Communication is a crucial part of selection decisions. An open door policy promotes transparency. Be prepared to communicate when feedback is requested. Best practices include: • being available to discuss any part of the process with candidates; and • giving a post-board summary regarding a candidate’s strengths and areas of improvement, when requested. 2.
Post appointment / employee integration
You should: • ensure the availability of appropriate workspace, equipment, supplies and administrative information/contacts; • make incoming employees aware of the Accommodation in the Workplace Policy and ensure accommodations needed are determined and provided in a timely and confidential manner; • encourage the new employee to complete the Self-Identification Demographic Survey Questionnaire; • advise your staff of the arrival of the new employee and ensure an inclusive, welcoming work environment; • discuss the roles and responsibilities, work duties, performance expectations and the related evaluation process; • provide the employee with information regarding the Orientation Course, Employment Equity/Diversity Networks, Mentoring Program, Training and Development opportunities; • maintain an open door approach which is favourable to asking questions and learning; • assess which approach is appropriate to empower and manage the employee through the provision of meaningful work opportunities. Conclusion Consistency and fairness are two key factors in staffing that provide barrier-free opportunities. It is important to learn from each experience and make improvements to the staffing process in order to provide better ways and means to achieve a competent and representative workforce. Fair employment opportunities: People know and remember if they have been treated fairly. It is important to treat people in a way which ensures their success in the workplace. For additional information please contact your HR Advisor. You may also contact the Diversity and Official Languages Programs Unit.
-7Diversity Training Programs offered regularly: • •
Bias-Free Selection Workshop Accommodation in the Workplace Workshop
Other relevant tools are available on the HR Intranet.
Equal rights and opportunities are moral and legal issues in Canadian society . Think about.... Your perceptions of success factors. Does success include: Hiring from disadvantaged/ under-represented groups? Creating a HR plan to include this objective? Evaluating your performance against these objectives and adjusting them to obtain better results? Your hiring patterns and decisions. How successful have you been: In hiring competent people and achieving representativeness? In retaining and promoting a representative group? Do you use employment equity programs/initiatives? Do you provide developmental opportunities and if so, to whom? Others’ perception of you. How do others see your decisions? How does this reflect on the organization? What other messages are you sending out? Fair opportunities ensure the public good and create a representative public service at all levels capable of serving the Canadian public. Moreover, it is important to realize that when the chance for one is compromised, then the chances for many others are also diminished. Unfair hiring practices affect everyone, both across and within demographic groups. The best solution to any problem is to understand and remove its cause.
Appendix A Some Barriers and Challenges Identified in Recruiting and Retaining Members of Designated Groups 1. 2. 3. 4. 5. 6.
rating guide points are not used consistently; accommodation provided during exams is not offered consistently and is often inadequate; there is a lack of awareness on the part of managers of their obligations and of the duty to accommodate and associated costs; the belief that accommodation is costly combined with the lack of an accommodation fund; some designated group employees view employment equity program negatively and expressed a desire to advance on their own merit; closed competitions reveal that designated group members are screened out based on areas of selection.
Tips for addressing barriers Ensure that rating board members have taken the Bias-Free Selection Workshop. Always use pre-established rating criteria/benchmarks and ensure appropriate use and consistency in rating. Where possible, use selection boards that are diverse in their composition. Ask the candidate what type of accommodation is needed and take steps to accommodate and conduct the assessment without altering the nature or level of the qualification being assessed. Attend the Accommodation in the Workplace Workshop to increase awareness of roles and responsibilities with respect to accommodation. Be aware of HC’s Departmental Accommodation Central Fund for accommodation requests. Promote the benefits of self-identifying and encourage employees to self-identify. Consult with your HR Advisor to discuss options to obtain an appropriate candidate pool of designated group members and use HC’s Employment Equity Staffing Program for your recruitment process.
Appendix B Considerations for Recruiting, Selecting and Integrating Nurses with Disabilities in the Workplace Disabilities can include, physical, sensorial, learning, mental/developmental and psychiatric conditions that can be visible or invisible. Both visible or invisible disabilities can be classified as mild, moderate or severe.
View persons with disabilities as skilled productive workers, as post-secondary graduates and as active members of the community capable of making contributions at work and advancing in the organization.
It is important to remember that persons with disabilities encompass people in all demographic groups. Furthermore, members belonging to two or more groups can have the potential to face a double/plus disadvantage in employment opportunities in comparison to their able bodied counterparts. One should consider this when proposing and preparing to hire persons with disabilities.
Barriers and challenges identified in recruiting and retaining nurses with disabilities 1.
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Word-of-mouth recruitment, job fairs and advertising for nurses do not target organizations that support the needs of persons with disabilities nor educational institutions that attract a greater number of students with disabilities. There is a lack of awareness on the part of managers and colleagues as to the range of disabilities and the ability of persons with disabilities to perform nursing roles in jobs not linked to direct health care services delivery. There is hesitation to self-identify given negative attitudes and perceived risks.
Job qualifications not deemed significant can be altered. For example, a nursing case management position may be described as requiring the candidate to walk long distances. However, case management can and does take place most efficiently by telephone and electronic communication. Expertise in case management and many other nursing positions arises from the nurse's knowledge base and problem-solving skills. Consider new ways to accommodate a nurse with a disability to perform the work. De-bunking safety issues. Many nurses with disabilities have worked successfully in a variety of settings using accommodations such as adaptive stethoscopes, sign language interpreters, service dogs, "talking" equipment and ambulatory aides, as well as by working in teams with job-sharing arrangements. Nurses with disabilities develop other skills that help them adapt to their environment.
Tips for addressing barriers Consult with your HR Advisor for a list of organizations with which you can create a partnership for nursing recruitment activities and communicate with these organizations. Ensure that qualifications deemed as BFOR are rationally connected to the functions of the position and that they are necessary to accomplish the work. Promote the benefits of self-identification and encourage employees to selfidentify. Please refer to appendix A of this brochure for a list of other barriers that also affect nursing recruitment and retention with tips on how to address those barriers. Build on strengths - innovate, accommodate, integrate • My supervisor asks me on a regular basis if there are any other things that can be done to help me work more effectively or productively. As I become more familiar with my job, I identify additional things or accommodation that I need. • •
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Provide opportunities to also help persons with disabilities build skills and gain meaningful job experience that will meet employer needs and the employee’s career goals. Consider the diversity of work in the nursing field at Health Canada. For example, in addition to traditional clinical practices, many nurses with disabilities also work as consultants, educators and administrators. They perform work such as telephone triage, case management, poison control programs, conduct home health visits, etc.
Encourage self-identification. Recognize that support from the employer and co-workers is the key to success for all employees including persons with disabilities. Persons with disabilities also need access to networking, mentoring, and equal opportunities in careers, retention, development and progression. They also need consistency and quality in accommodation. Give persons with disabilities good employment opportunities and recognize their value.