Recruitment and Hiring
Attracting top talent is critical to an organization’s ability to innovate and deliver results. Due to time pressures, however, managers are often faced with making quick hiring decisions without the tools to implement the upfront planning—and alignment with the team—necessary to lead to the selection of the right talent. This toolkit is designed to facilitate that planning in order to block bias and empower hiring managers, recruiters and interviewers to identify the best talent for the job.
This Powerpoint will take you through the recruiting and hiring process as it relates to implicit bias issues. Being mindful of biases throughout the process is key to ensuring a fair and open recruitment process. Each member of the search process will play an integral part to ensure biases are minimized and we make a good faith effort to incorporate Diversity, Equity and Inclusion best practices.
Without realizing it, we all use language that is subtly ‘gender-coded’. Society has certain expectations of what men and women are like and how they differ and this seeps into the language we use. This linguistic gender-coding shows up in job descriptions and research has shown that it puts women off applying for jobs that are advertised with masculine-coded.
Team Effectiveness and Psychological Safety
The five key dynamics of effective teams that the Google researchers identified are rooted in the wider world of team performance research to create, foster, and empower effective teams. This document has tips for managers and leaders to support the behaviors the researchers found important and it also contains a sampling of improvement indicators and guiding questions.
Of the five key dynamics of effective teams that the researchers identified, psychological safety was by far the most important. This document lists five factors that lead to psychological safety.
The UC Systemwide People Management Series and Certificate is a program for all People Managers (or those who aspire to) consisting of Core and Elective Courses, which includes local and systemwide programs and eCourses, as well as in-person learning experiences, and covers the following topics: Performance Management, Managing Implicit Bias, Managing People, Administration & Operations, Change Management, and Communications. It is designed to increase our people management capabilities at UCOP as well as across the entire UC system.
Performance Assessment and Language
In this toolkit you will learn how to identify when bias creeps into the language of performance in hiring, developing, retaining and advancing employees, how to more effectively use language to describe merit, how to use language as a tool to advocate for others and concrete actions to block bias in your descriptions of talent.
In this Toolkit, you will learn how bias can unintentionally influence evaluations of merit in hiring, developing, retaining and advancing employees, how to more accurately assess performance and potential and some concrete actions to block bias when evaluating talent.
Understanding Autism: An Employer’s Guide – Keys to Success for Supervising and Supporting Employees With Autism
People with autism are increasingly finding meaningful work and proving that with the right opportunities and proper support, they can be successful in a variety of positions. This brochure is intended to offer some tips for maximizing the potential of your employee with autism and fostering a supportive work environment.
This document provides sample goals related to awareness, recruitment and hiring and inclusion.
Running meetings is hard. Running meetings that give all team members a sense of belonging is even harder. This document outlines a set of principles and tools you can use to ensure balanced participation at your next meeting.
Hosting meetings more accessible to hearing-impaired people make meetings more accessible to everyone. Lab employee Deb Andrews offers tips backed up by some personal experiences.
Being a great manager is as much about dealing effectively with people as it is about doing your actual job. This is especially evident during meetings. How you interact with your staff, customers and superiors, and how they interact with others in turn, is what separates useful meetings from useless ones. This powerpoint gives an overview of the three main personality types and management techniques to bring out each type’s strengths.
For a lot of people, learning that someone they know and care about is LGBT can open a range of emotions, from confused to concerned, awkward to honored. It may be hard to know how to react, leaving you with questions about what to say, how to talk about being LGBT and wanting to know what you can do to be supportive. This guide is designed to help build understanding and comfort. If you are new to LGBT issues, we will answer many of your questions. Or, if you have known LGBT people for years and are simply looking to find new ways to show your support, you can skim and take the pieces that are relevant to you.
Increasingly, employees are entering the workplace with gender identities and expressions that may be different from what we most frequently think of when discussing gender. Gender expansive employees – those that do not self-identify as male or female – often challenge existing understanding and norms around gender. These employees may opt to use gender expansive pronouns such as “they, them and theirs” instead of the gendered “he, him and his” or “she, her and hers.” In the workplace, employees should have the option of articulating their preferred name and the way this is articulated may vary across settings — formal vs. informal, email vs. in-person meetings, name badges, business cards and so on.
Dr. Steve Robbins, a leading expert on diversity and inclusion (D&I), came to Berkeley Lab in 2017 to kick off a yearlong discussion about inclusion. His presentation drew on the areas of cognitive neuroscience, communication, and social psychology to help us better understand how implicit biases—underlying biases of which we may not be aware—affect decisions and behaviors in hiring, promoting, and providing career development. He also shared his insights on insider/outsider culture, and how D&I efforts can be categorized as “social safety work.” His visit was part of Berkeley Lab’s D&I strategy to enhance leadership and staff awareness, and to foster a more respectful and inclusive workplace.
Being color brave means having candid conversations about race that can help us better understand each other’s perspectives and experiences so that we can make better decisions and secure better prospects for future generations. This discussion guide can be used in large and small group meetings and events to generate dialogue and self-awareness on ways to become more color brave.
The subject of race can be very touchy. As finance executive Mellody Hobson says, it’s a “conversational third rail.” But, she says, that’s exactly why we need to start talking about it. In this engaging, persuasive talk, Hobson makes the case that speaking openly about race — and particularly about diversity in hiring — makes for better businesses and a better society.