Legal Frameworks Of Diversity

Sample Solution

     

I am Asian American, and thus I belong to the EEOC-protected class of race. An example of how this protected class/group could be discriminated against in the workplace is through racial profiling.

Racial profiling is the practice of identifying and targeting individuals for suspicion of crime based on their race, ethnicity, or national origin. It can occur in any workplace, but it is particularly common in law enforcement and security settings.

Full Answer Section

        In the workplace, racial profiling can manifest itself in a number of ways, such as:

• Hiring: Employers may be less likely to hire Asian American candidates, even if they are qualified for the position.
• Promotions: Asian American employees may be less likely to be promoted than their white counterparts, even if they have the same qualifications and experience.
• Pay: Asian American employees may be paid less than their white counterparts, even if they are doing the same job.
• Discipline: Asian American employees may be more likely to be disciplined than their white counterparts, even for the same infractions.
• Termination: Asian American employees may be more likely to be terminated than their white counterparts, even if they are performing well.

2. "Fit" in the Workplace

The term "fit" in the workplace is often used to describe how well an employee matches the company culture or values. While it is important to find employees who are a good fit for the company, this term can be problematic if it is used to discriminate against certain groups of people. For example, an employer may decide that an Asian American candidate is not a good fit for the company because they are shy or reserved. However, these are stereotypes about Asian Americans, and not all Asian Americans are shy or reserved. Using "fit" as a criterion for hiring or other employment decisions can lead to discrimination against certain groups of people, such as:

• Minorities: Minorities may be less likely to be hired or promoted because they are not seen as a good "fit" for the company culture.
• Women: Women may be less likely to be hired or promoted because they are not seen as a good "fit" for the company culture.
• People with disabilities: People with disabilities may be less likely to be hired or promoted because they are not seen as a good "fit" for the company culture.

3. Strategies and Trainings for Objective/Neutral Hiring Processes

There are a number of strategies and trainings that human resources offices can offer employers to facilitate objective/neutral hiring processes. These include:

• Unconscious bias training: Unconscious bias training is designed to help people identify and address their own unconscious biases. This type of training can be helpful for employers and hiring managers who want to make more objective hiring decisions.
• Structured interviews: Structured interviews are interviews that follow a predetermined set of questions. This type of interview can help to reduce bias and ensure that all candidates are evaluated on the same criteria.
• Blind resumes: Blind resumes are resumes that have the applicant's name and other identifying information removed. This type of resume can help to reduce bias and ensure that candidates are evaluated on their qualifications and experience, rather than their name or other identifying information.

4. Example of Quality Hiring Practices

At my previous workplace, we used a number of strategies to ensure that our hiring process was objective and neutral. For example, we used structured interviews and blind resumes. We also had a diverse hiring committee that was trained on unconscious bias. One example of how these strategies worked is when we were hiring for a new software engineer position. We had a number of qualified candidates, but one candidate in particular stood out. The candidate had the necessary skills and experience, and they were also a good cultural fit for the company. However, the candidate's name was difficult to pronounce, and some members of the hiring committee were concerned that this would make it difficult for other employees to interact with the candidate. However, we ultimately decided to hire the candidate because we were confident that their skills and experience would be a valuable asset to the company. This example shows how objective and neutral hiring practices can help employers to hire the best candidates, regardless of their name or other identifying information. Conclusion It is important for employers to be aware of the potential for discrimination in the workplace. By taking steps to create an objective and neutral hiring process, employers can help to ensure that all candidates are treated fairly.