Recruiting Talent-HR @ Carnegie Mellon University - Carnegie Mellon University

Recruiting Talent

The key is to recruiting for diversity is to include personal contacts you may have and tailor the effort to enlarge the pool to the particular staff vacancy. Following are some of the most commonly used sourcing methods.

  1. Internal job postings help to ensure equal opportunity for promotion by providing opportunities to all employees equally without regard to race, sex or other protected classifications. Job postings assist you in complying with affirmative action efforts and providing equal opportunity for job advancement.
  2. Classified advertisements in newspapers and other publications can be a cost-effective means of filling open positions if they are written properly. An effective ad contains welcoming language outlining the qualifications for the position and the specific job duties. There are two areas of concern with classified advertising: claims of discrimination and claims of implied contracts created by language in the employment advertisement. To comply with all civil rights and labor laws, job advertisements must not include any reference to race, sex, color, religion, national origin, age or disability. Likewise, ads should not contain language that suggests permanent employment or suggests termination only for cause.
  3. Employment agencies and search firms assist in the recruitment of qualified candidates and are paid a fee for their services if they refer the candidate who is ultimately hired. The fee may be a flat amount or a percentage of the candidate's expected base pay. The university should attempt to have the agency agree to a minimum employment period during which the fee will be refunded if the candidate hired does not work out (typically three to six months).
  4. The hiring supervisor can work with women and minorities in the department to help identify sources of candidates.
  5. Continually recruit—don't wait for announced vacancies to begin searching.
  6. Keep resumes of prospective candidates on file.
  7. Demonstrate that the candidate will be truly welcome and will have a place at the university. Involve many others—department heads, other minority faculty and department members, etc.—in the recruitment process. 
  8. Think about the new dimensions diverse candidates can bring to the department.
  9. Screen to include candidates. Screening with the primary purpose of excluding may cause you to miss viable candidates.
  10. Be aware of the trap of measuring everything against one standard. Candidates who got their degrees later in life, worked part-time when their children were young, or whose experience is off the beaten path may also bring rich experience and diverse background.