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Insight 5 of 10

  • kaoruokada

Dernière mise à jour : 10 oct. 2022

Insight 4 of 10

Diversity Recruiters: How to Listen Differently

The Diversity candidate does not necessarily respond to you in familiar ways even if a common language, English, is used. How are you - as Recruiter - going to overcome unfamiliarity or mental discomfort; and to shift to being curious and open-minded; then to become culturally competent? Here are some tips!

The candidate sticks to factual descriptions of past deeds. Do not hastily surmise the candidate has no leadership potential. If you have started the interview by asking concrete questions, the Diversity candidate will think it only polite to stick to answering them litterally, not expanding on missions, visions and roles. Most probably, at this stage not much conceptual language will be used then either, - but that does not mean the candidate lacks such conceptual or analytical skills.

Body language appears to be "submissive". In some cultures, showing respect to, or simply good manners with, one's betters - and You, as Recruiter, are in the favoured position in this temporary power relationship - means not to look at you in the eye, keep the head in a slightly bowed angle with chest rather closed than open. Interpreting such postures to indicate only subservience is a cultural misread, as excellence of the mind or force of character remain still quite unprobed at this stage of the interview.

Use of words such as "supporting", "contributing", or "helping" instead of "leading", "managing", and "succeeding" does not mean the candidate has only performed in a junior capacity in the past. A project leader may think she has played only a role in contributing to a larger mission of her organisation; or helping a C-Suite executive outperform on international markets during the pandemic has required some strong teamwork she is fully aware of.

As a Recruiter, you may be advocating during the interview your company's Diversity initiatives and policies. Recent studies show that candidates (and employees as well) expect much more today from Inclusion and the impact of inclusive actions such as integrating differences or psychological safety. Are you also equipped in answering similar questions from Diversity candidates?

If you are interested in more specifics, either regarding different national cultures or concrete inclusive management practices, please contact me directly!

  • kaoruokada

Dernière mise à jour : 3 sept. 2022

Insight 3 of 10

How Can You Listen Differently to Spot Talent Across Cultural Barriers?

Example: Recruiting Diversity Talent

In a recent call for votes on LinkedIn, I published a post on a "Dilemma between Company A and Company B".

For several years, coaching clients have shared with me their dilemmas - which I can summarise simply as the case of Company A or Company B.

Company A is rich in new learning and knowledge, above threshold on financials, and distinctly low on human relationships.

Company B is above threshold on new learning and knowledge, threshold on financials, and distinctly high on human relationships.

By human relationships my clients have indicated management practices and behaviours, sense of belonging, greater or lesser feeling of inclusion and respect, and finally, repeated occurrence - or lack of – prejudices and micro-aggressions of all kinds, diversity, gender or otherwise.

After a couple of weeks, poll results showed 79% of voters chose Company B, while only 21% went for Company A.

In today's post-Covid environment, despite rampant inflation, a series of new issues including economic difficulties, the absolute majority still chose human relationships against financials and learning combined.

The Recruiter

If you are a recruiter - in Company A or B - your role is to recruit Talent and, if possible, Diversity Talent.

How will you recruit Diversity Talent promising to respect a greater sense of belonging and purpose, or to deliver concrete practices and behaviours of inclusion?

Furthermore, during the recruitment interview process, are you noticing candidates' emotional temperature going up or down, as you are explaining the company policies?

Last but not least, can you hear what the candidates are really saying - or not saying - with regards to their experiences, achievements and expectations, especially if they do not respond in culturally familiar or expected ways from your perspective?

Are you equipped to listen differently?

More to follow on Blog : Access to Free Tips and Video

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