While getting the right ‘fit’ in recruitment is a key element in staff selection, it should not preclude people from different backgrounds or gender from being seriously considered as prospective candidates or as future colleagues.
They have the qualifications and industry experience but are given the impression or are told that they lack relevant ‘Kiwi’ experience.
In frustration and disillusionment some return back ‘home’ overseas, move to Australia or International research by take jobs where their talent and institutions such as the University skills are under-utilised. of Arizona, supports the view that businesses benefit from having a When this happens, NZ is the well-managed diversity of poorer for it and much time, personnel, cultures and energy, money, hopes and perspectives and that it dreams have been wasted. enhances staff engagement, innovation, customer There may be many reasons for engagement and productivity. this such as unconscious assumptions of a person’s ability NZ for many years has been based on such obvious things as considered as the ‘land of Milk their name, accent, cultural and Honey’, a land of opportunity, background, appearance, but through our work Catalyst gender or age. Pacific is aware that for many migrants settling into NZ and For businesses these being accepted is not that easy. assumptions need to be addressed particularly as new Enticed by excellent immigration candidates entering the NZ campaigns, as part of our work labour force with higher we have met a number of education levels are more likely migrants from different parts of to be new migrants and women the globe, who find that Kiwi businesses are reluctant to hire them.
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Recognising unconscious bias Many decisions business owners make about their businesses are deliberate, well considered and they are fully cognisant of the many factors that are influencing them. But equally at times business owners may not be aware that those same influences might be unconsciously affecting their decision making processes such as when considering someone for promotion or a ‘stretch’ project. Their gender or communication style may not fit a preconceived view of what makes an effective leader at the ‘next level.’ This is a form of unconscious bias and it can happen to even the most broad-minded and forward thinking business owners. Great candidates may not even make it to the interview stage for promotion or recruitment because of unconscious assumptions and expectations about their background and
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