Karen's Recruitment process The scenario below summarizes a recruiter's effort to best manage the first round...

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Karen's Recruitment process The scenario below summarizes a recruiter's effort to best manage the first round of résumé selection in a limited time. Karen is one of her company's most successful recruiters, handling an average of twenty-five requisitions per month, filling 75 percent of the positions within forty-five days. Read the scenario and answer the questions that follow. Karen opened up her application folder for the financial analyst position. The number of résumés listed gave her a moment to sigh: 152 résumés have been submitted for this position. She had one hour before her next interview to disposition them all and send the five best to the hiring manager. She had built a process for weeding through the résumés quickly. Her company had targeted five universities for their college recruitment program. Even though this was not a college hire, Karen knew that having attended the targeted college would give a candidate a leg up. She was able to quickly filter out with a quick Boolean search those who did not have one of these five colleges on their résumés. This process left her with a manageable thirty-two résumés. A quick review showed all but five had the prerequisites for the opening. Karen knew the candidate for this position had to have sound mathematical skills. The last person hired for this position was Ann Sung. Kim Lee's résumé had similarities with Ann's, so it went into the best pile. "Only four more to go," Karen whispered to herself. Candidates Sam Johnson and Fred Hanlon were both U.S. Navy reservists, as was Peter, the hiring manager. Karen knew Peter would enjoy speaking with them. "Two résumés for the best pile left and fifteen minutes before I have to get going," she thought. The company had recently created a requirement that all candidate pools have at least two "diversity" individuals. Although there were no photos on the résumés, Karen thought Jamal Williams was African American, so she added his résumé to the pool to help satisfy this requirement. Lastly, she saw a résumé of someone who had worked at her previous employer. She liked everyone she had interviewed from this employer, so this résumé helped her get to the five best, with five minutes to spare for a bathroom break. Donovan, Mason. The Inclusion Dividend: Why Investing in Diversity and Inclusion Pays Off (pp. 120- 122). Bibliomotion, Inc.. Kindle Edition. Q1. What could Karen do differently to limit the impact of some of her biases? Q2. The company had a policy of diversity. Do you think that such a policy is effective in creating a diverse and inclusive organization? Q3. Relate this case to concepts such as stereotyping, bias, identity and briefly identify and discuss at least three examples that occur in this case study. Karen's Recruitment process The scenario below summarizes a recruiter's effort to best manage the first round of résumé selection in a limited time. Karen is one of her company's most successful recruiters, handling an average of twenty-five requisitions per month, filling 75 percent of the positions within forty-five days. Read the scenario and answer the questions that follow. Karen opened up her application folder for the financial analyst position. The number of résumés listed gave her a moment to sigh: 152 résumés have been submitted for this position. She had one hour before her next interview to disposition them all and send the five best to the hiring manager. She had built a process for weeding through the résumés quickly. Her company had targeted five universities for their college recruitment program. Even though this was not a college hire, Karen knew that having attended the targeted college would give a candidate a leg up. She was able to quickly filter out with a quick Boolean search those who did not have one of these five colleges on their résumés. This process left her with a manageable thirty-two résumés. A quick review showed all but five had the prerequisites for the opening. Karen knew the candidate for this position had to have sound mathematical skills. The last person hired for this position was Ann Sung. Kim Lee's résumé had similarities with Ann's, so it went into the best pile. "Only four more to go," Karen whispered to herself. Candidates Sam Johnson and Fred Hanlon were both U.S. Navy reservists, as was Peter, the hiring manager. Karen knew Peter would enjoy speaking with them. "Two résumés for the best pile left and fifteen minutes before I have to get going," she thought. The company had recently created a requirement that all candidate pools have at least two "diversity" individuals. Although there were no photos on the résumés, Karen thought Jamal Williams was African American, so she added his résumé to the pool to help satisfy this requirement. Lastly, she saw a résumé of someone who had worked at her previous employer. She liked everyone she had interviewed from this employer, so this résumé helped her get to the five best, with five minutes to spare for a bathroom break. Donovan, Mason. The Inclusion Dividend: Why Investing in Diversity and Inclusion Pays Off (pp. 120- 122). Bibliomotion, Inc.. Kindle Edition. Q1. What could Karen do differently to limit the impact of some of her biases? Q2. The company had a policy of diversity. Do you think that such a policy is effective in creating a diverse and inclusive organization? Q3. Relate this case to concepts such as stereotyping, bias, identity and briefly identify and discuss at least three examples that occur in this case study. Karen's Recruitment process The scenario below summarizes a recruiter's effort to best manage the first round of résumé selection in a limited time. Karen is one of her company's most successful recruiters, handling an average of twenty-five requisitions per month, filling 75 percent of the positions within forty-five days. Read the scenario and answer the questions that follow. Karen opened up her application folder for the financial analyst position. The number of résumés listed gave her a moment to sigh: 152 résumés have been submitted for this position. She had one hour before her next interview to disposition them all and send the five best to the hiring manager. She had built a process for weeding through the résumés quickly. Her company had targeted five universities for their college recruitment program. Even though this was not a college hire, Karen knew that having attended the targeted college would give a candidate a leg up. She was able to quickly filter out with a quick Boolean search those who did not have one of these five colleges on their résumés. This process left her with a manageable thirty-two résumés. A quick review showed all but five had the prerequisites for the opening. Karen knew the candidate for this position had to have sound mathematical skills. The last person hired for this position was Ann Sung. Kim Lee's résumé had similarities with Ann's, so it went into the best pile. "Only four more to go," Karen whispered to herself. Candidates Sam Johnson and Fred Hanlon were both U.S. Navy reservists, as was Peter, the hiring manager. Karen knew Peter would enjoy speaking with them. "Two résumés for the best pile left and fifteen minutes before I have to get going," she thought. The company had recently created a requirement that all candidate pools have at least two "diversity" individuals. Although there were no photos on the résumés, Karen thought Jamal Williams was African American, so she added his résumé to the pool to help satisfy this requirement. Lastly, she saw a résumé of someone who had worked at her previous employer. She liked everyone she had interviewed from this employer, so this résumé helped her get to the five best, with five minutes to spare for a bathroom break. Donovan, Mason. The Inclusion Dividend: Why Investing in Diversity and Inclusion Pays Off (pp. 120- 122). Bibliomotion, Inc.. Kindle Edition. Q1. What could Karen do differently to limit the impact of some of her biases? Q2. The company had a policy of diversity. Do you think that such a policy is effective in creating a diverse and inclusive organization? Q3. Relate this case to concepts such as stereotyping, bias, identity and briefly identify and discuss at least three examples that occur in this case study.

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Q1 To limit the impact of biases in her recruitment process Karen could consider the following Anonymous Resumes Remove personally identifiable inform... View the full answer