Interview diverse candidates
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Written by Customer Support
Updated over a week ago

Dover's recommendations for interviewing diverse candidates to increase likelihood of a hire.

Make onsite interviews accessible and representative

Make sure that your final employer brand touchpoint — the onsite — is representative of your commitment to diversity and inclusion. Many candidates use the onsite interview to confirm whether or not the company possesses the type of culture they would feel comfortable and thrive in.

  • Be sure to be proactive about making sure any accommodations that would be helpful for diverse candidates are made available to them. It's better to offer this up before one has to ask — eg. a wheelchair ramp, sign language interpreter, etc.

  • Consider whom your candidates will be talking to during the onsite — will they be speaking with folks throughout the organization, across different teams, and different seniorities? Not only do heterogenous interview panels check bias better than homogenous ones, they also provide clear examples of how diverse talent across the team has grown and succeeded at your company.

  • Have a consistent and reliable interview process — the structure of the interview processes and questions asked should be consistent across all candidates, and the scores of each candidate should determine whether or not they progress through the funnel or to offer. De-bias your interview debriefs by not allowing subsequent reviewers to have access to the earlier interviewers' scorecards.

For more information on designing interview processes, check out Strategy Guide: Interview Process.

Give candidates further due diligence opportunities

Allow promising candidates to dig into your culture a bit more, such as:

  • An invitation to attend an All Hands or cross-functional meeting to get a sense of how the team communicates progress against priorities and acknowledges employee effort.

  • A list of employees that can act as a "reverse" reference check — uncover how previous employees have felt about what it's like to have a manager or direct report relationship with you and allow them to ask questions about what their day-to-day might look like.

  • A call where you walk a candidate through the next quarter's plans and how their team would directly add value.

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