Inclusive hiring can often feel like a challenge, as many of us are set in our ways and influenced by subconscious biases that limit our decisions. While some companies excel in their commitment to diversity, equity, inclusion, and belonging (DEIB), others continue to struggle with it. This article will explore how rethinking hiring practices can lead to more inclusive, equitable workplaces.
I’ll also share a real-world example of a hire who was hard of hearing and quickly excelled by mastering complex applications and demonstrating exceptional communication with clients. His story highlights how inclusive practices can lead to outstanding results.
What is DEIB?
Diversity, Equity, Inclusion, and Belonging (DEIB) has become a critical focus for organizations striving to create more dynamic, innovative, and equitable workplaces. Diversity goes beyond race or gender—it encompasses a range of experiences, perspectives, and identities, including sexual orientation, that make up the workforce. Equity ensures that all employees, regardless of their background, have access to the same opportunities for growth and development. Inclusion fosters an environment where every employee feels valued and heard, while Belonging ensures that individuals feel accepted for who they are and are empowered to contribute fully.
Companies that prioritize DEIB not only benefit from a broader range of ideas and perspectives but also see measurable improvements in employee engagement, innovation, and overall performance. When employees feel that their voices matter, they are more likely to stay motivated, be productive, and drive success for the business. However, the path to achieving true DEIB is not always straightforward. It requires intentional effort, commitment from leadership, and a willingness to address and dismantle systemic biases.
For many organizations, the challenge lies in translating DEIB principles into actionable, everyday practices—particularly in hiring. By rethinking hiring processes to minimize unconscious bias, companies can build teams that are not only more diverse but also more effective. Creating an environment where people from all backgrounds can thrive starts with understanding that inclusive leadership goes beyond recruitment; it extends to ensuring equitable opportunities for career advancement and creating a culture where all employees feel they belong.
When this candidate first applied for their role, we did not know anything about them other than what was written on their resume. We reviewed the resume, and they checked off all the right boxes – they had the technical skills, were currently working in a technical support role and based on what we saw and read felt that they would make valuable contributions to the team, and company.
They were initially interviewed by our internal recruiter, and that’s when we came to learn that they had a challenge and required accommodation. That first screening interview went well, and they went onto a second panel interview, that interview also went well.
The panel interview involved multiple people, from different teams (but people that the applicant may work with).
What did we do to make their experience positive?
Adapting Hiring Processes
When conducting interviews, we used Zoom or Google Meet to connect with applicants. In this case, simply turning on Closed Captioning wasn’t a viable solution, as it’s not always foolproof. Fortunately, in Canada, we have a free service called Canada VRS (Video Relay Service), which provides interpretation for individuals who need it. While there are other paid services that offer greater flexibility, Canada VRS was sufficient for our needs and allowed us to facilitate an inclusive interview process effectively.
Creating an Accessible Work Environment
Our team operates primarily in a work-from-home (WFH) environment, so we didn’t need to make many modifications. However, some of our training involved voice and video components, so we focused on making that content more accessible. We ensured that during Zoom or Google Meet calls, captioning was always enabled, and we also utilized Zoom’s AI features for better accessibility. If the host ever forgot to turn on captioning, the employee could simply ask, and it would be turned on immediately or turn it on themselves.
Promoting Team Awareness and Sensitivity
When we decided to hire this candidate, we informed the leadership team and checked with the individual to see if they were comfortable sharing their accessibility needs with the broader team. They had no concerns, so we informed the immediate teams they’d be working with. It was business as usual—nothing changed, and the sky didn’t fall.
Fostering a Culture of Inclusion
As time passed, the individual integrated smoothly into the team. There was no awkwardness in interactions, and while some tasks required more time, such as longer 1:1 meetings, the new hire contributed just like every other employee. It was clear that they were an integral part of the team.
Encouraging Feedback and Continuous Improvement
During our regular 1:1s, I would ask how their week went and whether they encountered any communication challenges with other teams. Over the time hat I worked with them, we never faced any issues. Their feedback helped us continuously improve, ensuring their experience remained positive.
Results That Speak for Themself
As part of our one-on-one meetings, we reviewed various tickets to ensure we met client expectations and to ensure proper workflows and processes are being followed. I noticed immediately that they went the extra step by properly documenting how clients could perform certain tasks. If there was an issue requiring escalation to the Product or Engineering team, his explanations were very clear and included detailed step-by-step instructions on how to reproduce the issue.
If a client requested a callback, they would team up with someone on the team or utilize the VRS service.
Client concerns? None.
Acknowledging Subconscious Biases
Despite our best intentions, we all carry subconscious biases that can influence our decision-making processes, especially in hiring and team interactions. These biases often stem from cultural conditioning, past experiences, or stereotypes we may not even realize we hold. For instance, I’ve personally encountered moments during the hiring process when I unintentionally leaned toward candidates who fit a familiar mold—whether it was shared experiences, educational background, or even communication style. While none of this was done deliberately, I realized that my subconscious was at play, favoring candidates who made me feel more comfortable.
Through DEIB (Diversity, Equity, Inclusion, and Belonging) training, I became more aware of these hidden biases. One key takeaway was recognizing that true inclusivity isn’t just about ticking boxes—it’s about challenging our own assumptions and being open to different perspectives, experiences, and abilities. This awareness allowed me to be more intentional in my decision-making, ensuring that I evaluated candidates and team members based on their skills and potential rather than personal comfort or preconceived notions.
For example, during one hiring process, I became aware of how subconscious biases might have influenced my judgment regarding a candidate who was hard of hearing. Instead of focusing on perceived limitations, I shifted my perspective to appreciate the unique strengths they brought to the table. This change in mindset was a direct result of actively challenging my own biases and striving for a more inclusive approach.
Bias in Decision-Making
Even with standardized interview questions and objective criteria for performance evaluations, subconscious biases can still manifest in subtle ways. For example, during recruitment, you may unknowingly lean toward candidates who share similar communication styles or cultural backgrounds, interpreting their familiarity as a sign of stronger potential. In team assignments, there may be a tendency to assign key projects to individuals who are already well-known or have been proven in the past, unintentionally limiting opportunities for others who may bring fresh perspectives.
Recognizing this, I’ve taken additional steps to mitigate bias beyond the use of standard processes. For instance, in team assignments, I began implementing a rotation system to ensure that everyone gets equal opportunities to take on high-impact projects. This helped uncover untapped talent and allowed team members who might otherwise be overlooked to showcase their abilities.
Additionally, during hiring, we purposefully ensure that the interview panel is diversified to include colleagues from different departments and backgrounds. This way, the evaluation process incorporates multiple perspectives, which helps balance out any unconscious biases from individual interviewers. These steps, though incremental, have contributed to a more inclusive approach to decision-making.
Continuous Learning and Development
Awareness of biases is not a one-time action but an ongoing journey of self-reflection and growth.
Taking the DEIB course was just the beginning of my commitment to fostering a more inclusive work environment.
Through this training, I gained valuable tools and insights that continue to shape my approach to leadership and decision-making. I’ve always aimed to hire the best candidates for the roles I’m filling, but now, with the awareness that DEIB training provides, I can ensure that subconscious biases aren’t influencing those decisions in ways that could limit inclusivity. By continuously applying what I’ve learned, I’m not only enhancing my own leadership but also creating a team culture where everyone has a fair opportunity to contribute and succeed.
