SME FocusHumanResourcesHow not to discrimin<strong>at</strong>ewhen you’re hiringBe fair and square to get <strong>the</strong> right people in your team!By Portia SilvaScreening and selecting your office staff should alwaysbe tre<strong>at</strong>ed as serious business because <strong>the</strong> hiring processis considered <strong>the</strong> g<strong>at</strong>eway to <strong>the</strong> success of anentrepreneur. Employers are flocked by job seekersgrabbing every possible opportunity since careerads are made available almost anywhere: fromthose published in n<strong>at</strong>ional broadsheets to thoseposted via <strong>the</strong> internet. Th<strong>at</strong> is why employersare also burdened by <strong>the</strong> responsibility tocarefully collect <strong>the</strong>n select which individuals toinvite for an interview.Until employers finally find <strong>the</strong> “perfect fit”for <strong>the</strong> company’s openings, <strong>the</strong>y are obligedto entertain applicants regardless of physicalappearance, age, gender, race, religion, ando<strong>the</strong>r personal preferences for long as <strong>the</strong>secandid<strong>at</strong>es meet <strong>the</strong> minimum skills required of <strong>the</strong>job. Some companies however fail to ensure equal workopportunities for potential employees, consequently (andperhaps, unconsciously) viol<strong>at</strong>ing The Philippine Labor Code onethical hiring practices.Dissecting <strong>the</strong> grounds of employmentdiscrimin<strong>at</strong>ionUnder <strong>the</strong> Philippine Labor Code, it is unlawful for employers andcompanies to reject or reduce employment st<strong>at</strong>us of <strong>the</strong>ir staff dueto certain invalid preferences entailed by <strong>the</strong> post. They are hiringand promotions th<strong>at</strong> are largely based on tangible qualific<strong>at</strong>ionssuch as <strong>at</strong>tractiveness, facial proportions, and skin color. Improperhiring practices can also be observed when businesses declinecandid<strong>at</strong>es loosely on <strong>the</strong>ir perceived personal well-being like beinga single parent, being a person with disability, or having histories oftre<strong>at</strong>able medical conditions.The Labor Code specifically works in tandem with Republic Act No.7192, o<strong>the</strong>rwise known as <strong>the</strong> <strong>Women</strong> in Developing and N<strong>at</strong>ionBuilding Act, which focuses on gender equality asserting women’srights in being employed alongside <strong>the</strong>ir male counterparts.While <strong>the</strong>se laws and rights exist to assert equality in all jobopportunities here in <strong>the</strong> country, most employers are still inneed of labor law inform<strong>at</strong>ion and orient<strong>at</strong>ions. Unknown tomany, discrimin<strong>at</strong>ion in hiring practices can be detrimental to<strong>the</strong> corpor<strong>at</strong>ion’sfinancial returns aswell as to <strong>the</strong> team’sproductivity. On <strong>the</strong>flipside, it can alsobe advantageous for<strong>the</strong> corpor<strong>at</strong>ion to beselectively choosy ifcarefully evalu<strong>at</strong>ed.The good and<strong>the</strong> bad ofdiscrimin<strong>at</strong>ionThe neg<strong>at</strong>ive implic<strong>at</strong>ionsof employment discrimin<strong>at</strong>ioncan reap adverse effects for <strong>the</strong>employer and can possibly affect <strong>the</strong>existing workforce’s perception of <strong>the</strong>company. Listed below are among someof <strong>the</strong> bad outcomes produced bydiscrimin<strong>at</strong>ory practices when hiring.SME | 10
1. Employers can miss out on people who canpotentially be assets to <strong>the</strong> enterprise.Business success can start <strong>at</strong> <strong>the</strong> recruitmentphase. But when <strong>the</strong> employer autom<strong>at</strong>icallycrosses out candid<strong>at</strong>es th<strong>at</strong> do not meetspecific, and oftentimes shallow requirements,<strong>the</strong> enterprise might be in jeopardy. Hiringshould be more of skills-based and capacity,and less of appearance, gender, or religion.2. There is <strong>the</strong> danger of ending up witha team who thinks similarly, somethingth<strong>at</strong> will possibly rule out <strong>the</strong> beauty ofinnov<strong>at</strong>ion within <strong>the</strong> company.Having a team th<strong>at</strong> works agreeablycan put any boss <strong>at</strong> peace. This,however, also means th<strong>at</strong> <strong>the</strong>re willbe very little or no conflict <strong>at</strong> all—something th<strong>at</strong> can mean th<strong>at</strong> fresh,out-of-<strong>the</strong>-box ideas will be put to<strong>the</strong> grave.3. Discrimin<strong>at</strong>ory practices in hiringcan put <strong>the</strong> company’s reput<strong>at</strong>ion ina bad light and, <strong>at</strong> <strong>the</strong> same time,can cause its current members tofeel unmotiv<strong>at</strong>ed.When a company becomes knownfor <strong>the</strong>ir preferences in hiringemployees, <strong>the</strong>re is a tendency forclients and customers to be turnedoff by such practice. For example,if a company only hires womenof a certain st<strong>at</strong>ure and beauty,female clienteles who do not fit <strong>the</strong>bill might hesit<strong>at</strong>e to avail of <strong>the</strong>irproducts and services. In <strong>the</strong> samemanner, if <strong>the</strong> company has current“misfit” staff members who observediscrimin<strong>at</strong>ory practices in <strong>the</strong>organiz<strong>at</strong>ion, <strong>the</strong>se individuals willnot feel as committed and loyal to<strong>the</strong>ir employer.On <strong>the</strong> o<strong>the</strong>r hand, <strong>the</strong>re aretimes th<strong>at</strong> discrimin<strong>at</strong>ion in <strong>the</strong>employment process is intendedto improve <strong>the</strong> overall wellbeingof <strong>the</strong> company. Positivediscrimin<strong>at</strong>ion can be str<strong>at</strong>egicallyimplemented to lead towardaffirm<strong>at</strong>ive action. Here are someexamples to illustr<strong>at</strong>e this point.1. Avoiding staff witha staggering history ofunemployment will prove to bebeneficial for <strong>the</strong> business.Having someone on boardwith an unimpressiveprofessional backgroundmight backfire on youas an employer. Thosewho weren't employedfor a very long time canbe detrimental to <strong>the</strong>orgraniz<strong>at</strong>ion's valuesin terms of <strong>the</strong> gre<strong>at</strong>work it hopes to provideand <strong>the</strong> quality of products itpromises to deliver.2. Candid<strong>at</strong>es with extreme healthconditions such as morbid obesity canbe ruled out if applicable to <strong>the</strong> jobopening being promoted.Company values exist to guide itsmembers toward <strong>the</strong> end goal. If <strong>the</strong>goal includes having healthy staff forhigher work productivity, <strong>the</strong>n hiringextremely obese individuals can bevalidly ruled out.3. Job titles th<strong>at</strong> rely heavily ontechnical skills must be allotted forpeople with technical skills.To exhibit positive discrimin<strong>at</strong>ion,<strong>the</strong>se qualific<strong>at</strong>ions must be basedmostly on experience and capability,and again not on gender, age,or appearance.Reducing discrimin<strong>at</strong>ion in<strong>the</strong> hiring processThe employment process all boilsdown to <strong>the</strong> objective of having <strong>the</strong>best people on board for <strong>the</strong> specificposts in an enterprise. To be able toscore <strong>the</strong> right individuals, employersmust learn how to reduce, if notelimin<strong>at</strong>e, discrimin<strong>at</strong>ion when lookingfor candid<strong>at</strong>es.1. Do not ask for photo<strong>at</strong>tachments in resumes to avoidinstantly judging <strong>the</strong> applicant byhow he/she looks. While candid<strong>at</strong>esmust put premium in presenting<strong>the</strong>mselves, pictures can say verylittle about a person’s capacity.2. Lessen <strong>the</strong> weight on physicalappearance by cre<strong>at</strong>ing aquantit<strong>at</strong>ive evalu<strong>at</strong>ion sheet th<strong>at</strong>will help assess <strong>the</strong> candid<strong>at</strong>e basedon <strong>the</strong> quality of answers andperspective he/she provides.3. Do not require birth d<strong>at</strong>es or anyo<strong>the</strong>r indic<strong>at</strong>ors of age. Employershave a tendency to assume th<strong>at</strong>older applicants may have moreprofessional experiences than <strong>the</strong>iryounger counterparts.4. Let <strong>the</strong> work experiences,performance, skills, and o<strong>the</strong>raccomplishments of <strong>the</strong> candid<strong>at</strong>espeak for itself. If you needto clarify certain items in yourcandid<strong>at</strong>e’s resume, <strong>the</strong>n do soduring <strong>the</strong> interview.5. Form a diverse panel of interviewerswhen screening a candid<strong>at</strong>e to weigh inon different opinions and evalu<strong>at</strong>ions.Having more than one screener will alsohelp avoid any biases for or against<strong>the</strong> applicant.SME | 11