Diverse recruitment: tips for inclusive recruitment & interviewing

Content for this article originally appeared in “Recruiting for Success: A Recruiting Firm’s Take on Diversity Recruiting” in JER HR Group August 2016 Newsletter

Establishing inclusive recruitment practices is an important step to reach the broadest talent pool.  Companies can rely too heavily on dated practices that unwittingly limit hiring access to just a segment of the talent pool. For example, hiring strategies that may be limiting the diversity of job candidates could include relying on traditional ways of sourcing talent, or using interviewing techniques that are not sensitive to diverse backgrounds including language backgrounds. Impacts of outdated strategies are felt at both at the sourcing and interviewing stages.

Below are some practical tips from JER HR Group, a human resources consulting firm servicing global clients with offices in New York and North Carolina.

Tips and recommendations from JER HR Group

Data-driven approach equips you with the right information

To recruit effectively know the facts and data about what works in your industry:

  • Strategically decide where to post jobs
  • Determine what content goes into the posting
  • Identify what criteria will attract a target group

Don’t re-invent the information wheel, leverage existing resources

Way to identify and plan how best to leverage existing sources:

  • Job boards
  • Universities
  • Networking groups and social media that are proven to drive influence and impact

Now that you have a plan on how to recruit diverse candidates, it’s time to implement

Focus on:

  • Examine & challenge your own biases before you begin an interview
  • Focus on the actual qualifications needed for the job
  • Evaluate a candidates’ qualification based on merit
  • Select an interview panel that is diverse and respectful of different cultures and characteristics. Diverse interviewers bring diverse viewpoints.

What constitutes a diverse and inclusive interview panel?

  • Interviewers understand and are respectful of different cultures and characteristics.
  • Interviewers understand diversity and cultural competencies for interviewing and hiring
  • Integrate diversity into the interview in a way that allows for valid and critical information to be gathered
  • When hiring, consider how each applicants’ similarities and difference might enhance diversity in the company.

Inclusive workplaces lead to thriving businesses, fostering an inclusive workplace starts with making inclusion a company-wide priority and value.

  • Ask employees how the company is doing in fostering an inclusive workplace.
  • Collect the data you have gathered and determine if there is an inclusivity problem- are employees not fitting in?
  • Develop a plan to address the inclusion issues.

Content for this article originally appeared in “Recruiting for Success: A Recruiting Firm’s Take on Diversity Recruiting” in JER HR Group August 2016 Newsletter

Additional Resources

Understand what it’s like to be an immigrant job seeker                                                              

 3M Managers Walk in the Shoes of Newcomers

Understand your blind spot – Tips from Harvard psychologist Dr. Mahzarin Banaji       “We’d like to believe we are open-minded, fair and without bias, but research shows otherwise. This is an important, even if uncomfortable, realization for most of us.”              Dr. Banaji

Look out for Hidden ‘Mediterranean’ Noses

Set diversity targets for the recruitment and hiring process                                                          

 A Page for Immigrant Diversity from the Gender Diversity Handbook? Lloyds Set           Diversity Rules for Top Job Shortlists

Widen the scope for recruitment and hiring to meet growing international and global market needs                                                                                                                                               

Using a Diversity Lens Helps Scotiabank Succeed

Take an active approach to building diverse teams at no additional cost                                     

Hack the hiring process to reap diversity’s bottom-line benefits

Post a simple job ad that highlights key qualifications and job requirements                                 

Writing a Barrier-Free Job Description



Hack the hiring process to reap diversity’s bottom-line benefits

By Ratna Omidvar, Executive Director, Global Diversity Exchange

For a long time, Google didn’t release data on employee diversity. Last year, it did, with the admission the company is “miles from where we want to be.” Google is now pursuing an aggressive corporate diversity program. Why?

The answer is in the numbers. Companies with racially and ethnically diverse employees are 35-per-cent more likely to financially outperform non-diverse companies, according to a recent study by management consultants McKinsey & Co. Diverse teams lead to better group performance, reputation, customer connections, market share and innovation.

The Googles of the world increasingly understand diversity is an asset with bottom-line impact. The shift in thinking is happening at a faster pace in cities with a high share of immigrants, such as Toronto, where more than 45 per cent of the population is foreign-born.

But while the evidence is in front of us, where we still get stuck as employers is finding immigrants to hire. We get the why, but not necessarily the how.

A new study conducted by market-research firm R.A. Malatest & Associates for Toronto-based Maytree, a charitable foundation that focuses on reducing poverty, found that, while half of the employers surveyed had some degree of difficulty finding suitable candidates of any background to fill positions, the majority of employers – nearly 70 per cent – reported that they do not actively seek out immigrants as a potential talent pool.

There’s also a mismatch in where and how employers and newcomers try to connect. Newcomers frequent job fairs and immigrant-serving agencies. Employers use sector and professional associations and, of course, rely on word of mouth.

Confirming what we know from other research, 72 per cent of immigrants say it’s very or somewhat challenging to find employment opportunities in their field. This costs. A 2011 Royal Bank of Canada study put the cost of immigrant underemployment to the Canadian economy at $30.7-billion.

It’s clear that companies don’t build diverse teams by accident. Instead, they need to be
deliberate about hiring immigrants, or at least about stripping bias from the process.

But there are creative ways to hack the hiring process, and some don’t cost a thing.

Search somewhere new

Some companies have trouble reaching diverse candidates. It’s not a problem of bias or barriers – there’s simply a lack of applicants from different backgrounds. For companies with a budget to advertise or send out recruiters, a solution lies in these tools. Think about where job posts are appearing, and who is likely to see them. If you’re unsure that diverse candidates will see a posting, that’s a sign that more can be done. Consider advertising in ethnic media, through professional immigrant networks and in diverse neighbourhoods.

The same goes for recruitment. Interviewing based on word-of-mouth referrals is easy and effective. Good contacts recommend good people. But we tend to trust people who look and think like we do, and that means the referred candidates might not be very diverse. Get recruiters back to places where they encounter strangers. Remember that immigrant job seekers rely on job fairs and immigrant-serving agencies more than employers do – to the benefit of employers who do target these venues.

Set an interview target

A commonly upheld practice to ensure women are in the applicant and interview pool is to set a target – a mental anchor. Why not extend this practice to immigrants and visible minorities? Targets are not quotas, but they do help us to stay accountable because what gets measured, gets done. The target that’s right for you will depend on demographics. What works in Montreal will not be realistic in Guelph. In Toronto, employers could set a target of 2/5. If five candidates are interviewed, two should be ethnically diverse.

Make CVs anonymous

Research by Phil Oreopoulos at the University of Toronto showed that Canadian employers are 40-per-cent less likely to hire Samir than Matthew, even if their skills are identical. In addition to being equally qualified, Samir could have perfect English, be born in Canada, even have a surname like Davidson or Crosbie, and still be cut at that critical first screening. All because of his first name.

The small German town of Celle piloted anonymous CVs for civil-service positions, precisely to solve hiring bias, and it greatly increased the diversity of new hires. A few decades earlier, the New York Philharmonic saw similar results when it stuck auditioning candidates behind a curtain and suddenly found itself hiring a lot more women. Why not make applications anonymous? Strip out personal information like a person’s name or place of education, and let the first screening hinge on skills and talents.

Use new language

What we hear anecdotally and in research is that “Canadian work experience” remains a significant barrier for immigrants. Human-rights legislation has moved the dial toward removing this criteria, but behaviour takes longer to change. Whether it’s official or unofficial criteria, Canadian experience is still more desirable than experience in India, Singapore or the Netherlands. In some industries, there is good reason for this. In others, international experience may well be equally or more competitive.

It might just take new language to change internal minds. I still hear immigrants described as having “foreign work experience” when we should be calling it “international work experience.” The latter sounds like an asset. This may seem like a small thing, but language can change workplace culture and signal to managers that international education and experience is an advantage.

This last example is especially good because it shows that solutions to immigrant hiring are not only embedded in structures, but in individual and personal change, too. This change can be incremental and still go a long way.

This article was originally published in The Globe and Mail, May 22, 2015

Look out for Hidden ‘Mediterranean’ Noses

Dr.  Mahzarin Banaji of Harvard University explains that we often underestimate the degree of influence our unconscious biases have on decision-making.

By Ranjit Bhaskar, Maytree

Can having a “Mediterranean” nose hinder your ability to land a seat at a university? Apparently it did at no less a place than Yale in the mid-twentieth century, says Dan A. Oren in his book Joining the Club – A History of Jews and Yale.

Such was the prejudice against Jews at this Ivy League institution that the admission panel came up with a “tactful” code to restrict their enrollment: finding fault with a candidate’s nose and making it reason enough to reject an application.

While such blatant discrimination is unimaginable today, the fact that diversity was unwanted in the club-like atmosphere of Yale in the 1940s has a lesson for all of us, said Mahzarin Banaji, Harvard University professor of social ethics, at an RBC Inclusive Leadership event on May 29, 2014.

“We must ask what it is that we are doing today that would look like the ‘Mediterranean nose’ 50 years from now,” said Dr. Banaji, who is also the co-author of the book Blindspot: Hidden Biases of Good People.

She said we underestimate the degree of influence our unconscious biases have. Most often strong expectations outweigh or push out the evidence. Put simply, our mindset is not as inclusive as we think it is.

It is a distressing claim, one that tends to surprise those who are confronted by evidence that shows their behaviour is out of sync with their intentions. But research conducted by Dr. Banaji and her colleagues reveals that the human brain is hard-wired to make quick decisions based on a variety of assumptions and experiences without us even knowing it is doing so.

“We’d like to believe we are open-minded, fair and without bias, but research shows otherwise. This is an important, even if uncomfortable, realization for most of us,” said Dr. Banaji.

Deadly Gender Bias

Pointing out the complete irrationality that can arise out of unconscious bias, she cited the case of people judging hurricane risks based on their names. More than six decades of death rates from US hurricanes show that feminine-named hurricanes caused significantly more deaths than those with masculine names. Research indicates that this is because feminine names lead to lower perceived risk and consequently less preparedness.

“While getting killed in hurricanes is an extreme consequence arising out of widely held gender stereotypes, its implications in everyday life are many,” said Dr. Banaji. Research on hidden bias reveals that in spite of the best intentions, most people harbour deep-seated resistance to the “different,” whether that difference is defined by such evident factors as race, gender, ethnicity, age or physical characteristics, or more subtle ones such as background, personality type or experiences.

Dr. Banaji drew on two news photo captions in the aftermath of Hurricane Katarina to illustrate how we unconsciously put into context things we perceive. The caption for the picture of a black woman carrying goods on her head through the flood waters said she had “looted” it. A similar picture of a white couple with backpacks had a caption that said they “found” the goods.

Outsmarting the Brain

As potent as hidden biases can be, the good news is that it is possible to overcome them. Although it requires a courageous approach to inclusiveness in everyday interactions, the solution isn’t complex or costly. Instead, all it takes is a concerted effort to outsmart our own brains through awareness, acknowledgment and consciousness.

The first step to defeat hidden biases is to be honest with ourselves about the blind spots we have. Having a bias is only human. The only shame is in making no effort to improve. “Human beings are an improving species — we have been improving ourselves in every way over millennia,” said Dr. Banaji.

“Comfort with diversity is an acquired taste, just like single malt Scotch,” she quipped. “But we already embrace and encourage it in a variety of spheres. Like for instance diversity in a financial portfolio, diversity in out nutrient intake and the conscious effort to keep the gene pool diverse by not marrying our cousins!”

Related Resources

Report: Outsmarting Our Brains: Overcoming Hidden Biases to Harness Diversity’s True Potential
This EY and RBC report discusses how business leaders need to overcome their hidden biases to be more competitive.

Canadian Work Experience Is Important And This Is Why

In this article Evelina Silveira examines Canadian work experience and provides practical advice to employers on how they can hire more effectively and useful tips to skilled immigrant candidates on how they can find work.

By Evelina Silveira, President Diversity at Work in London Inc.   

The Ontario Human Rights Commission’s (OHC) paper “Policy on removing the ‘Canadian experience’ barrier” speaks to the challenges many New Canadians face when they are seeking employment. Citing careers in teaching, counselling, project management, medicine, customer service among others as those requiring Canadian experience.

Opponents of the requirements will argue that it is discriminatory. However, this is too simple of an explanation.

While there will be employers who use this as a reason to discount New Canadians others
may doing so for some very valid reasons.

Let’s take a look at both sides of this issue in a more balanced way.

When I have looked at a resume and see an individual who has spent 5 years in English as A Second Language (ESL) classes and has never worked in Canada or been involved in any community service, this is a red flag for me. I ask myself: How much does this applicant contribute to their community? How integrated are they if their only responsibility is to go to school? Venturing out of the sterility of ESL classes and getting a paid survival job or helping out in the community makes you a richer person and a better prepared future employee. It shows engagement, flexibility, resourcefulness, adaptability, commitment and most of all contribution. These opportunities lead to practicing newly found English speaking skills in a more realistic setting.
Canadian experience can be obtained in many ways. The reason why employers like to have it is because it is easier for employees to integrate into a Canadian workplace. It often means that New Canadians will have some understanding of the soft skills that are required to be successful.

Requiring Canadian experience is not racist. Consider this. If those of us who were born in Canada and were hired to do a job in China, Saudi Arabia, India or other countries how long would we survive? Chances are unless we have a designated employee or mentor helping us out, we wouldn’t understand the workplace culture well enough to last.

Canadian experience is a two-sided responsibility that the Ontario Human Rights Commission doesn’t understand. Both employers and applicants have responsibilities.

For the New Canadian:

  • If you cannot find work in your field, try to find any job. Believe it or not, you are learning and gaining new skills. When I think of all of the survival and student jobs I’ve done over the years, I learned a great deal of skills, some of which I use every day in my business. Listing a survival job on your resume is better than not having one at all. As I have mentioned to ESL students I have mentored in the past, use these opportunities to listen with both your ears and eyes. If you are observant there is much you can learn from any workplace experience. These days there are a lot of people working below their skill levels because of the high unemployment. Employers understand this and will look more positively on you than not working or volunteering at all.
  • Volunteer in your professional associations where you will gain more contacts and networks. You’ll also learn more about how work is delegated, how different issues are handled and the latest information to make you more competitive in your field. You will certainly grow to understand the Canadian workplace landscape better and enhance your soft skills.
  • Become part of your community. Backlash against immigrants is often related to the belief that immigrants are not integrating enough. There is so much need in your community and your skills are surely required. Research what causes interest you and get involved. While going to school each day to learn English is important, if you have been doing this for more than a couple of years you may need to ask yourself if you are hiding behind the security of school, fearing getting a paid or volunteer position? The longer you are away from working the sooner you will lose your skills. Depression can easily settle in. Getting out and having responsibilities outside your family will make you feel better especially when you see that you can help others out.
  • Ask for feedback and be willing to take it. Whether you are working in a survival job or volunteering ,make a point of asking for constructive criticism. This is a great opportunity to find out how you are doing and to learn new skills and understand Canadian culture better.

For employers:

  • Be more flexible when it comes to Canadian experience. Consider survival jobs and community service engagement.
  • List required soft skills instead of asking for Canadian experience. Some applicants will have similar experiences working in multinational organizations with policies and procedures that are similar to North American standards. Canadian experience is less of an issue.
  • Take responsibility for helping New Canadians get experience within your company. You can offer paid internships, unpaid work placement and more. Don’t over look the impact that a buddy system, coaching and mentoring can have on an enthusiastic employee. Be prepared to explain why things are done the way they are in your workplace and the beliefs behind them.  Understanding the “whys” help us to understand the culture better.

Connecting Talent to Opportunity

The Halifax Connector Program helps immigrants build a professional network and connects them with job opportunities to help in their settlement. The Program has now expanded across the country. (This piece was originally published in The Maytree Blog).

By Fred Morley, Executive Vice President and Chief Economist, The Greater Halifax Partnership 

Business needs talent and talent needs opportunity. Both need the Connector Program. As part of a mantra for connecting immigrant professionals to local industry professionals, the Halifax Connector Program has been running since 2010 and has already been replicated in over a dozen communities across Canada.

This spring we were fortunate to receive funding from Citizenship and Immigration Canada to lead a National Connector Program Secretariat. This project recruits, engages and supports new potential connector communities as well as build a Community of Interest among existing connector programs across Canada.

Our goal is to work with 13 new communities across Canada, coast to coast. Three of those programs will be industry specific, such as our first new connector program under the national project, the CGA/CMA Connector Program launched this summer in Calgary, Alberta. A Connector Program Portal and Learning Exchange will contribute to building this national community of connectors and connectees.

The Connector Program is a simple yet highly effective free networking program that puts newcomers directly in touch with local business people, civil servants and community leaders who volunteer as Connectors – people who are in the habit of making introductions and connecting others to opportunities. Through one-on-one meetings with several connectors who work in their field, participants:

  • Learn about the local job market;
  • Enhance their networking skills;
  • Build a professional network; and
  • Improve their job search.

Business and community leaders who volunteer as Connectors benefit from:

  • Access to local talent;
  • Increased awareness about their organization and industry;
  • Knowing they are opening doors for people and helping them succeed in Halifax; and
  • Making their communities more welcoming and diverse.

If your community is interested in adopting a Connector program, please contact Fred Morley at the Greater Halifax Partnership at (902) 490-6000 or [email protected].


Anonymous Job Applications: The Next Step Towards Bias-Free Hiring

What can employers do to find the best talent while avoiding discrimination or bias in their hiring practices? This article looks at evidence of subconscious bias in hiring and what employers around the world are doing to circumvent these biases. 

By Bonnie Mah, Maytree

Last month, the Ontario Human Rights Commission confirmed that requiring a job applicant to have “Canadian experience” is discriminatory. This has prompted a renewed discussion on discrimination in hiring, and what employers can do to find the best talent while respecting the rights of job applicants.

anon-jobs-postIt’s time to consider anonymous job applications.

Unconscious bias based on applicants’ names

2011 Canadian study (PDF) found that resumes with English-sounding names were 35% more likely to get call-backs from employers than resumes with Chinese- or Indian-sounding names, despite having identical qualifications and experience.

In the same study, when recruiters were interviewed about their choices, many pointed to concerns about the language and social skills of applicants with non-English names, even when a resume showed Canadian education and work experience. The study suggests that non-English names triggered the recruiters’ implicit or subconscious biases about “foreign” applicants. This led recruiters to overweigh their concerns without fully considering the applicants’ qualifications or information that would offset those concerns.

Anonymous job applications can help

The good news is that employers can reduce subconscious biases in their hiring processes by using anonymous application approaches. In this approach, applicants do not provide personal information on their job applications, or it is hidden from reviewers.

A Swedish study looked at the outcomes of an anonymous applications pilot program (PDF) at a large public sector employer. In this pilot program, the employer asked applicants to certain positions to complete an anonymous application form.

The form instructed the applicant to provide information on education, work experience and current employment, but not to include any information that would reveal their ethnic origin or their gender. The form specifically instructed applicants not to identify the university they attended, as this could indicate ethnic origin or immigrant status.

The study found that when the employer used these anonymous applications, ethnic minorities and women were substantially more likely to be selected for an interview.

Similarly, “blind” audition processes for orchestras – where the musician-applicant performs behind a screen – have been a boon for women. One study (PDF) found that since the widespread adoption of blind auditions in the 1970s and 1980s, the number of women in orchestras has increased significantly, and that the screen increases the chance that a woman will advance out of the preliminary audition rounds by 50%.

For online applications, it is easy to remove personal information such as names and street addresses and replace these with a number or other unique identifier for the first round(s) of screening. For “paper” or email applications, applicants could be asked to put personal information at the end of the resume, so that it will be the last, rather than the first, thing that the employer sees.

These practices aren’t perfect. Candidates will eventually meet the employer in person (or by video), at which point overt or subconscious biases can come into play. But getting past on-paper first impressions is a step in the right direction.

Focus on what matters

By helping employers focus on what matters most – the applicant’s ability to do the job – anonymous job applications can circumvent subconscious biases that can get in the way of good decision-making.

In some places in the world, applicants list their age, marital status, political affiliation and attach a photo with their resume. Canadian employers already recognize that this kind of personal information will not tell them anything meaningful about how the applicant will do the job.

Leading employers around the world are starting to test anonymous job applications, and diversity experts are calling for their use.

It’s time for Canadian employers to take the next step. Anonymous job application processes can help employers overcome subconscious bias to find the best, most qualified person for the job.


With the new Ontario Human Rights Commission’s policy on removing the “Canadian experience barrier” Ratna Omidvar, President of Maytree, provides practical examples that employers can use to assess competencies of a potential candidate.

Removing the “Canadian Experience” Barrier

On July 15, Ratna Omidvar, President of Maytree, addressed the attendees at a launch event of the new policy, “Removing the ‘Canadian experience’ barrier,” by the Ontario Human Rights Commission. The policy addresses the issue of employers requiring “Canadian experience” which can create barriers for newcomers looking for jobs or professional accreditation.

By Ratna Omidvar, Maytree

The discussion over removing the “Canadian experience” barrier has an extremely personal context for me. When I arrived in Canada in the early 1980s, Canadian work experience was a much more openly articulated criteria. And, of course, as an immigrant you can’t buy it for love or money. It took me and my husband roughly eight years to find a location in the world of work, and I believe we lost some of the best years of our working lives.

Since that time, while much has changed, much has stayed the same. Canadian work experience is still a barrier – and even when employers don’t ask for it overtly, I think that covertly it is a consideration.

In the years that I have worked on this issue, I believe that employers use Canadian work experience as a proxy for mitigating risk – a sort of shorthand for figuring out whether someone will fit into the workplace.

Bigger employers though are recognizing that this proxy of Canadian work experience is impractical. It is unlikely to tell them what they really want to know, leading them to develop other forms of testing competency. They are therefore breaking down job requirements into specific competencies and striving to ask candidates to demonstrate their experience in these. This is part of the larger bias-free movement to assess skills and competencies. Others are no longer asking for place of education at the onset of the hiring process and on online applications. Still others openly welcome international experience by considering this facet in salary considerations.

The truth is, of course, that while there are enlightened employers, they are still few and far between. Part of the solution must be to grow the tent of enlightened employers and make the case that if corporation A can do this, so can corporation B. Maytree has taken on this challenge and regularly engages with close to 150 employers nationally through best practice, tips and tools and webinars through our work with ALLIES and hirimmigrants.ca. Slowly but surely, we are building a community of practice. And much as we think that Canada is the leader in all things immigration-related, the truth is that we can learn from other jurisdictions. In Germany, a campaign has been launched to encourage recruiters and candidates to accept anonymous job applications – so dealing directly with the bias around names, credentials, etc.

However, an essential part of the solution is policy. The power of policy is enormous. It can change attitudes, approaches and behaviours. Federal employment equity policies changed radically who got to work for nationally-regulated employers. Federal bilingual policies changed the face of the public service. Demographics too play a role. The massive entry into the workforce by women had a profound effect on gender neutral hiring systems and policies.

Today there is another demographic train bearing down on us. Good practice by a few employers or institutions is encouraging, because it can show what success looks like. But for large-scale change one needs to consider the translation of some of these efforts into policy.

When we think of policy, we usually think only of governmental policy – be it federal, provincial or municipal. And because of the regulating authority of governments, government policy can have enormous reach. For instance, a policy coming out of the Ministry of Labour to formalize bias-free hiring processes for employers of a certain size is imaginable with a “comply or explain” mechanism. The difficulty may well arise in actually implementing and monitoring the policy. The OHRC policy proposal that we see before us today could result in a series of complaints that are resolved one way or another, and if there is enough scope and scale to these complaints, it is possible that a case can be made for the strong arm of government. However, I don’t think that there is either political or public will to take on more regulations at this time.

So while we build the public and political will at the governmental level, we must also remember that policy exists in every corner of our society, not just in the corridors of government. Just as we encourage progressive policy proposals at the governmental level which would deal with the Canadian work experience conundrum, we should also consider a range of proposals coming from industry and business themselves, or their industry associations to ensure that progress is made. These policy initiatives may well stick stronger because they will be industry-led and -owned. Many large employers are aggressive on diversity and have instituted new processes and approaches that can feed the policy imagination. For example, I can imagine a voluntary move by the financial services industry or the insurance industry or even the University Health Network to remove “place of education” from job applications or even accept anonymous job applications. Or I could see them move towards a self-regulated and self-monitoring approach towards bias-free hiring with systems developed by them for application for their members and member organizations.

I welcome this report as a catalyst towards larger policy improvements and greater policy imagination.


With the new Ontario Human Rights Commission’s policy on removing the “Canadian experience barrier” Ratna Omidvar, President of Maytree, provides practical examples that employers can use to assess competencies of a potential candidate.

In the second part of Ratna Omidvar’s remarks on the new Ontario Human Rights Commission’s policy on removing the “Canadian experience” barrier she also talks about the larger role employers can play in ensuring bias free hiring practices.

York Region Ensures Effective Hiring with Foreign Credential Process Guide

The Regional Municipality of York was awarded the 2012 Toronto Star Award for Excellence in Workplace Integration as part of the Toronto Region Immigrant Employment Council’s IS Awards. Read more on why they won the award with their innovative practice. This story was originally published by TRIEC.

The Regional Municipality of York wanted to be inclusive to all applicants, including skilled immigrants who possess foreign credentials and experience. Not able to find a tool elsewhere to help them, the Region developed one of its own – a foreign credential process guide with a flowchart, scenarios, templates and other resources.


  • A foreign credential process guide with a flowchart, scenarios, templates and other resources

By the numbers:

  • 27 per cent of the Region’s employees are born outside of Canada
  • The Region’s employees speak more than 60 languages
  • Employees list ‘support for diversity’ among the Region’s top five internal strengths


To promote an effective hiring process that leads to hiring decisions based on merit and is inclusive of all candidates

What else:

The Region partners with a series of internship and bridge programs, such as the Professional Access and Integration Enhancement (PAIE) program, to recruit and integrate skilled immigrants


A major barrier to employment for new immigrants is recognition of foreign credentials and experience. Wanting to diversify the workplace, The Regional Municipality of York developed an innovative tool to help its recruiters and hiring managers overcome this barrier.

“Many new immigrants are choosing to live in York Region. As the Regional government, we need to take the lead and develop a workforce that reflects the community we serve,” says York Region Human Resources Acting Director Beverley Cassidy-Moffatt. “To support this goal, we developed the foreign credential process guide to ensure consistency in our hiring practices among both Canadian and internationally trained candidates.”

The innovative foreign credential process guide was developed following research among other Toronto region municipalities that did not have anything similar. The guide consists of a flowchart for when and how to assess foreign credentials, scenarios, templates for assessment requests and other resources. Easy to use, the guide is designed to promote an effective hiring process that leads to hiring decisions based on merit and does not exclude diverse candidates. The process is working.

York Region is seeing an increasing number of skilled immigrants within its workforce but the foreign credential process guide is only one of its initiatives to facilitate this process. In particular, the Region has targeted new immigrants for some of the hard-to-fill positions through internship and bridge programs with partner organizations. For example, the Region is a leading employer partner with the Professional Access and Integration Enhancement (PAIE) program. Through this program, the Region has first provided internships to and subsequently hired internationally-trained engineers.

“At the Region, I’ve been able to transfer some of my skills and technical background from the Philippines,” says Leany Moreno, an industrial treatment engineer who first joined York Region through the PAIE program. “There is great opportunity here for me and I am always looking forward to coming to work because of the supportive environment.”

The Region’s efforts to diversify its workforce are starting to show results. A 2011 demographic census shows that 27 per cent of the workforce was not born in Canada. Speaking even more to the impact of the human resources initiative, in a 2011 survey, employees rated support for diversity as one of the Region’s strengths.

Watch the video below to learn more about the Region of York’s efforts to implement an effective hiring process that led to hiring decisions based on merit and inclusive to all candidates.

The Top Five Ways for an Employer to Leverage International Talent

The Waterloo Immigration Partnership provides useful tips on how you can maximize immigrant talent. Check out hireimmigrants.ca local resources section to do the same in your region.

1) Provide an internship opportunity to an internationally trained professional

Through the Immigrant Internship program employers are matched with job-ready, skilled, professional immigrants. Placements offer valuable Canadian work experience to a newcomer and all candidates have been screened and assessed for English usage. Employers benefit from multi-lingual professionals who bring global experience to your company and an opportunity for increasing intercultural awareness. Placement opportunities are a minimum of four months.

For more information contact Lil Premsukh at 519.748.5220.2387 or [email protected]

2) Mentor an internationally trained professional and encourage your staff to do the same

The Mentorship for Immigrant Employment Program brings together internationally trained individuals with local mentors in their field to gain a better understanding of the job market; establish networking contacts; and learn more about sector specific language and professional practice in Canada. The volunteer commitment of no more than a couple hours a month over a 4-6 month period is a valuable opportunity to increase intercultural awareness, learn about your field from an  international perspective and support a newcomer’s efforts to become professionally established in our community.

To become a mentor, or for more information, contact:  in K/W 519.579.9622 and in Cambridge 519.621.1621.

3) Integrate Skills International.ca into your company’s recruitment practices

SkillsInternational.ca is a one-of a-kind database for employers to search for, and find internationally trained professionals to fill their recruitment needs.  Candidates are work authorized, language-ready and pre-screened by organizations who work with immigrants in Waterloo region and across Ontario. Use of this no-cost resource in your recruitment strategy will build your competitive advantage in accessing a hidden talent pool of skilled and motivated professionals.

To get started contact Marlene Meechan at 519.664.3402, [email protected]   or visit www.SkillsInternational.ca

4) Conduct mock interviews and/or resume critiques for internationally trained professionals

Internationally trained professionals, while bringing valuable skills and experiences to Canadian employers, often face barriers in getting their foot in the door.  Professional resume development and interview practice are opportunities to better prepare newcomers by building confidence, understanding behavioural and situational interviewing techniques and ensuring their resume meets employer expectations.  While employment specialists in the community assist job seekers, meeting an employer face to face and gaining their perspective can be invaluable to assisting newcomers to become professionally established in our community.

If you are interested in offering your expertise please contact Lil Premsukh at 59.748.5220.2387 or [email protected]

5) Participate in organized networking and recruitment opportunities and in employer learning seminars

The Immigration Partnership provides opportunities for international talent and employers to connect by organizing and presenting networking and recruiting events. These events provide an opportunity for employers to have a complimentary exhibit space to meet immigrants, promote job opportunities and give an overview of their business. In addition, the Immigration Partnership also presents learning seminars for employers i.e.: business owners, human resource professional and hiring managers. Such seminars (usually a lunch and learn) would cover such topics as: how to offer an inclusive workplace, cross-cultural understanding, how to interview and hire immigrants and other topics which employers may indicate as a knowledge/information.

For more information contact Nora Whittington at 519.575.4757.3173 or [email protected]

Check out the hireimmigrants  local resources section to find  immigrant talent and related programs.

People with Jobs – Jobs with People

In this article, Ratna Omidvar, comments on how the changes to the Temporary Foreign Worker program presents an opportunity and a challenge for all stakeholders involved in immigrant employment.

By Ratna Omidvar, Maytree

The recent and relentless coverage of the Temporary Foreign Worker Program has focused national attention on an issue that has silently crept up on us. The truth is that the program has grown at a rapid and exponential rate over the last few years without much public dialogue or consultation. At the same time as employers are looking overseas for talent that they believe they cannot find at home in Canada, we know that there are many thousands of immigrants, refugees and other Canadians who cannot find a job suitable to their skills and experience. As Rick Miner noted in his landmark 2010 study (PDF), it is the classic conundrum of “People Without Jobs; Jobs Without People.”

The changes to the Temporary Foreign Worker program that the federal government announced on April 29 will make it more difficult and more expensive for Canadian employers to overlook talent on the ground.

This presents both an opportunity and a challenge for the ALLIES community.

The opportunity

It calls on us, employers, community agencies, government, and post-secondary institutions, to strengthen our relationships. It calls on us to understand employers’ hiring needs and realities, to identify local talent and showcase it to employers in different ways. Minister Kenney urged employers to “triple” their efforts to find local talent. Let’s make sure we triple our own efforts in serving and connecting our local communities of employers and immigrants.

The challenge

Some habits are hard to break. The affinity for the easy route of the Temporary Foreign Worker Program may have become just such a habit. But the larger community of trainers, educators, NGOs and immigrant-serving agencies may also have fallen into some bad habits by failing to correctly identify the skills, competencies and attributes that today’s labour market demands, or to appropriately prepare, train and coach our job seekers to demonstrate these to employers. Here, too, we must triple our efforts to bridge whatever gaps exist.

Are we up to the challenge? I believe we are. ALLIES’ partners in cities across Canada have their ears to the ground and are connected with both local employers and with immigrant talent. These excellent relationships have brought us solutions such as the Internationally Educated Engineers Qualification program in Winnipeg, along with many other successful bridging programs.

Employers, too, have taken great strides in immigrant employment. Some of these leading employers have been recognized with RISE Awards in Edmonton, Immigrant Success Awards in Toronto, Employer Excellence Awards in Ottawa, and the Best Employers for New Canadiansaward among others. In addition, the hireimmigrants.ca website highlights promising practices from employers across the country.

We have the opportunity and responsibility to turn the situation around to “People with Jobs; Jobswith People.” If we continue to open the lines of communication and develop trust between us, ultimately, we will reap the results.

The Canada Job Grant: Challenges and Opportunities for Immigrant Employment

The Canada Job Grant was recently announced in the 2013 federal budget. As a new initiative, it presents both challenges and opportunities for the immigrant employment sector.

By Bonnie Mah, Maytree

The Canada Job Grant is a new initiative that the federal government announced in its 2013 Budget. It has piqued a lot of interest in the immigrant employment sector, and for good reason. The Canada Job Grant could present both challenges and opportunities for our sector. At this time, it exists as an announcement only; however, a few details in the announcement give some indications of how the program might be implemented.

The grant will provide up to $15,000 to individuals for short-term occupational training.

Employers can apply for the grant to train unemployed or underemployed workers. The maximum federal contribution of funds will be $5,000, which must be matched by $5,000 in provincial/territorial funds, and $5,000 from the employer.

The government funds will come from the federal-provincial Labour Market Agreements (LMAs). The federal government plans to negotiate implementation with provinces and territories in 2014-15, and fully implement the program by 2017-18.


Eligibility requirements, shifts in funding, and a shift in approach to training could present challenges for immigrant employment programs and services.

We do not yet know many details about the individuals or employers who will be able to use the grant, nor about the kinds of training and organizations that will be considered eligible. The Budget document indicates that eligible training institutions will include “community colleges, career colleges and trade union training centres,” but we do not know whether programs delivered by community organizations will be eligible. If they are not, this might drive skilled immigrants and employers to programs offered by “approved” institutions.

Further, the Canada Job Grant will be funded through federal-provincial Labour Market Agreements (LMAs), which fund programs and services for people who are not eligible for Employment Insurance (EI). When fully implemented, 60% of LMA funding will go towards the Canada Job Grant, leaving only 40% for everything else that is currently funded through LMAs. This could leave proven programs – such as mentoring for skilled immigrants – vulnerable to funding cuts.

The grant also represents a shift in approach to skills training. It relies on the participation and, by extension, the direction of the employer. Some argue that employers are likely to focus on training for immediate needs, which means that broad-based training that might bring longer-term benefits to workers and the labour market could suffer. In addition, employers might tend to rely on training and institutions that they are already familiar with, which might not be targeted at the specific needs of skilled immigrants.

Others question whether employers will be willing to pay $5,000 for training a new worker in the first place, or in the case of small businesses, whether they will have the resources to do so. If employers are allowed to apply for the Canada Job Grant for training programs that they are already running, then this grant might not actually impact how employers hire or encourage them to consider under-employed workers, such as skilled immigrants.


Since we don’t have many details on how the Canada Job Grant will be implemented, we might have opportunities to share our ideas on how to make it most effective. The federal government has indicated that it will consult with stakeholders such as employer associations, educational institutions and labour organizations. In fact, the first consultation was held on April 19 in Brantford, Ontario. It might be possible to encourage federal and provincial/territorial governments to consider the work that we do with skilled immigrants. Perhaps this is a time to consider whether fees for community-based programs are appropriate, if individuals and employers can use the grant to pay them.

If implemented in a way that makes sense for employers, the Canada Job Grant could encourage employers to take risks on candidates who they wouldn’t normally hire. This could benefit many workers, including skilled immigrants. Targeted outreach about the grant and how it could help them hire skilled immigrant talent could nudge employers in that direction.

It is important for those of us working with skilled immigrants and employers to take part in this conversation. We must monitor and share information about the consultations and possible directions for implementation. We need to provide evidence of the success and potential of our work, and consider how to make the Canada Job Grant work for skilled immigrants and employers.

Related links

Skilled Immigrants Give Metro Labs A Competitive Advantage

Metro Testing Laboratories uses innovative recruiting and training techniques to grow their company.


You’re hiring. Of course, you want the best fit possible. So, ideally, as a BC-based company, you want candidates with Canadian experience and fluent English. Right?

Maybe not. Metro Testing Laboratories is one company that has taken a very different approach — which has paid off handsomely for them in terms of highly successful recruitment and retention.

Metro Testing Laboratories is a 205-employee firm that provides inspection and testing for all phases of construction as well as in-house supplemental testing. They work with local contractors, engineering and architectural firms and municipal and provincial government agencies.

Metro Testing Laboratories doesn’t make Canadian experience mandatory for new hires. “We prefer to train them ourselves into our way of doing things,” says Harry Watson, President, Metro Testing Laboratories. Metro Testing Laboratories also has other techniques for recruiting skilled immigrants. “In our advertising we ask to have a second language. This prompts skilled immigrants to apply,” Harry explains. “We put on free training courses for the type of work that we do, and we also send the applicants out to shadow some of our employees. Then we will often offer them a job.”

Harry notes that his approach of actively seeking out skilled immigrants for its workforce is unusual in his field, where he says most companies tend to be somewhat “tribal” in whom they hire. At Metro Labs, however, the “tribe” is global. “To date we have brought people from 15 different cultures into the group — no small thing for a small company,” says Harry.

Harry admits that it does take some accommodation: “Give the skilled immigrants an opportunity to show they can actually do the work, be patient with them, give them a little bit longer time to adopt the culture,” he suggests. But, he says, the pay-offs are enormous. “Skilled immigrants have definitely contributed to the success of Metro, and they really do feel like a part of the company. I think they feel proud of the company.”

“As BC employers face growing skill shortages, what constitutes the “right fit” is undergoing a transformation,” says Kelly Pollack, Executive Director of the Immigrant Employment Council of British Columbia. “Employers like Harry, who have adjusted their hiring standards and recruitment techniques to include, rather than exclude, skilled immigrants from their talent pool, will have a significant competitive advantage.”

Harry was a presenter at the fall IEC-BC Leader’s’ Summit on Immigrant Employment. Click here to read the Summit Proceedings. Harry and his employee Ali Boromand are featured in an ad which ran in BC Business and in a video on the importance of integrating skilled immigrants into the BC labour force.

What Employers Want When They are Hiring

In the Canadian Immigrant series, “What employers want,” the publication speaks to the people who are instrumental in hiring talent for their companies — human resource managers, recruiters and senior managers who share their insight on what’s affecting the employment of newcomers. (This article was originally published in Canadian Immigrant, September 5, 2012)

By Baisakhi Roy

Much is said about having relevant Canadian experience when applying for a job in Canada. Newcomers also face additional challenges, namely being educated outside Canada, unfamiliarity with Canadian work culture and difficulty in communicating effectively with their colleagues and clients.

Our first interview is with Jason Winkler, chief talent officer, for Deloitte Canada, which provides audit, tax, consulting and financial advisory services through more than 56 offices, and has been recognized for its work in incorporating diversity into its workplace. Winkler speaks candidly of the importance of recruiting immigrant talent, how taking initiative lands you a job and the great Canadian compromise!

CI: What skills should foreign-trained professionals focus on when they come to Canada?

JW: Be a specialist. In Deloitte we have multiple service businesses. So we are always looking for people with well-defined technical skills. People that come in with specific skills like SAP products should make sure that their skills are very well defined.

We are also a professional services firm so we serve clients in many different industries. Therefore, we are always looking for people who are very knowledgeable in a particular industry. We have people from overseas who really understand mining or telecom, so we would actually want their industry expertise. From the perspective of the cultural setup at Deloitte, what is important for us are the candidate’s interpersonal skills — the ability to work with a range of people both with clients on the outside and within the firm. One of our core values is collaboration: with each other and our clients. Regardless of whether they are coming from overseas or not, we look for this skill. A proven record to be collaborative is an important skill.

CI: What are your thoughts on Canadian experience?

JW: All the above skills I mentioned are more important than having Canadian experience with the exception in some areas where we need to understand specific Canadian regulatory or legal requirements; we need candidates to understand that quickly. We value global experience quite a bit. I can think of a number of people that I have hired who have had no Canadian experience, but have wide international experience. It’s not essential, but is it nice to have … people who understand Canada? Sure. But we want to bring global experiences to this marketplace.

CI: What advice can you give newcomers on learning the ropes quickly?

JW: Prepare before you come to Canada. In an area like audit or tax, there are Canadian rules and regulations to be known. It’s an advantage if you can attain that knowledge before you come to Canada. The other way obviously is to get that knowledge quickly when you are on the ground [in Canada] and connect to communities that can help you gain this knowledge. If you are an accountant from another jurisdiction, there are lots of groups and associations where you can start to network and begin to understand the system.

You can also engage in self-training. I’ve met people who have told me that they have actually read the Canadian standards on a particular area. You should know what the overlaps and the differences are. If any recertification is needed, you should know what that process is.

CI: What about the all-important workplace culture? What should immigrants know?

JW: There is the matter of how Canadians are nice and polite; the great Canadian compromise. Some cultures are very direct and for people coming from such backgrounds, it might be difficult to adapt initially. Then again, from the North American perspective, there are cultures that are more indirect and subtle. We are in the middle zone culturally. It is a difficult adjustment, but we try to maintain a balance.

In Canada, we are very diverse, which if utilized properly could be a great asset to the Canadian economy. Our company is more diverse now than it has been in the past 20 years. We see people coming from other countries quickly find their communities here, more easily now. We take that further and are prompt to assign “buddies” who are not your performance manager. He explains to you about how things work here, sort of helps you find your path. For new immigrants, this is important.

 CI: What specific challenges does Deloitte face when recruiting immigrant talent?

JW: Being able to do the due diligence to actually find out if they are a strong candidate is tough. Because we rely on not just what’s on the resumé, but also doing reference checks, getting hold of people can be tricky. When a candidate is from a different place and culture, how do you actually do the assessment fully? We like a new candidate to meet at least six or eight of us so that they get a chance to find out what our firm is like. We like to get a good sense of the candidate because there are multiple people involved in the hiring process. Also, we usually need people quickly so logistics and the immigration process is another issue that we are constantly working on.

CI: What do you think are the biggest barriers that newcomers face when applying for jobs?

JW: This is not specific to Deloitte, but from what I have heard and seen, the first barrier is language. It’s crucial how you communicate and interact in that first interaction. We observe that basic communication skills are fine, but there is a problem getting to the next level — conversing convincingly. There is still a level of bias out there amongst employers who want to hire people who are “like them.” So if they don’t understand your background and where you come from and you don’t look or sound like them, they would be hesitant in hiring you. I think we can still improve on this front.

There are organizations that take the easier route: they hire people whose name is familiar to them, whose education they are familiar with, etc. The way to counter this is that we must make more effort to familiarize ourselves with foreign education and educational institutions. One of my senior colleagues is from India, so he knows all the universities there and if we get a candidate who is educated there, we go over to him to cross check. And he tells us, ”Yes, that’s a top university or not many people get in there!” We are very lucky to be well networked within our organization and so we can always check up on candidates who are educated outside Canada.

CI: Do you believe diversity in the workplace is important?

JW: Our core culture is delivery to our clients. Our clients are diverse, so if we are not diverse, we won’t match up to their needs. We don’t want our clients to face our team and go, “You don’t look like us!” We actually believe that our workplace is fun, more interesting, more valuable because we are all so different from each other. We come up with better ideas from a diverse workforce. It’s actually sound business.

CI: What are your top tips for being considered for a job at Deloitte?

JW: Assuming that they have the tactical skills and are able to demonstrate them, the first thing would be that they should show that they are willing to invest in themselves in terms of language skills — what are they doing to improve their communication skills?

Also, all of us want to work on a certain type of project and a certain type of location, in a certain way. So the willingness to work at something that is not exactly what you are looking for on your first day is a great asset. A candidate should be able to say, “This is my ideal profile, but I am willing to participate and contribute to other tasks.” It gives us the ability to say that we can give them an opportunity. Then there’s collaboration. We are ready to help people and we expect people to ask for help. The lone wolves don’t do well. People need to be strong enough to realize when they need help. When they make it known that they need help, then their colleagues are incredibly supportive.

If you don’t ask for help, almost by definition, you will not be successful. Focus on these two things: how do you make your client successful and how do you make your colleague successful? Everything else is noise. If you let these two things guide your behaviour, you will be successful.

Promoting Diversity in the Office: Tips for Bias-free Hiring

While many organizations may have the goal of creating diverse workplaces through bias-free hiring, they may not have implemented the many elements needed to achieve this goal.

By Tana Turner, Charity Village

With Canada’s increasing diversity, employers are becoming more conscious about their hiring practices and the need to reflect the population served. They are also aware of their obligations under the Human Rights Code to have non-discriminatory hiring practices.

However, women, persons with disabilities, Aboriginal peoples, and racial minorities continue to experience disadvantage in the labour market, resulting in higher rates of unemployment and underemployment – even when they have comparable levels of education and work experience.

So, while many organizations may have the goal of creating diverse workplaces through bias-free hiring, they may not have implemented the many elements needed to achieve this goal.

The challenge for many is understanding the various types of bias in the hiring process. Some agencies may not have considered that their hiring process may be biased. Others may focus on one type of bias, but neglect the others.

Read more here

Online Tool Helps Employers Determine an Immigrant’s Eligibility to Work

A free online learning tool details the different immigrant categories and helps employers determine if they can legally hire a newcomer.

Employers sometimes wonder whether a job candidate’s immigration status allows them to work in Canada.

The answer is simple, according to a new online learning tool from LASI World Skills. If a newcomer has a Social Insurance Number (SIN), then he is eligible to work in Canada.

In fact, more than 90 per cent of Canada’s 1.1 million newcomers are eligible to work in Canada, according to the 2006 Census.

The free e-learning tool “This applicant is an immigrant. Would the person be eligible to work here?” explains the difference between permanent residence status and temporary work permits.

There is also a diagram that details the different categories of immigrants by permanent residence status (economic immigrants, family-class immigrants and refugees) and work permit status (live-in caregivers, temporary foreign workers, international students and inland refugee claimants).

When you click on the different immigrant classes, the diagram shows which different potential immigrants (such as university students or educated professionals) move through the class and how they can potentially achieve permanent resident status.

Go to the online learning tool.

Providing an Equitable Offer

Due to socio-cultural differences, skilled immigrants are frequently less likely to express concerns about an offer package. Misaligned expectations between employers and skilled immigrants can lead to job dissatisfaction and employee turnover.

When making an offer, communicate the details of the offer package clearly, including expectations of the job and of the organization, as well as how the salary meets market value for the position, education and work experience.

Calculate Market Value

Aligning hiring offers with market value ensures fairness in the recruitment process and encourages employee retention.

The Working in Canada Tool, created by the federal government, provides wage information by occupation and location.

The PayScale Salary Calculator provides key salary data based on job title and location.

Base Salary Structures Provide a Framework for Pay Decisions

A recurring complaint among employers is high turnover or lack of retention among skilled immigrant employees. The impression is that a skilled immigrant is only interested in gaining Canadian work experience and will leave as soon as a better offer is available. However, in many instances, the failure to establish a fair and equitable compensation package leads to poor retention.

Establishing base salary structures based on prevailing market rates communicates to employees that the company strives for objectivity and equity in pay decisions. Having a base salary structure also supports employment equity legislation and decreases the likelihood that external factors, such as race or gender, influence pay levels.

Additional Resources

Make the Hiring Decision

When making the hiring decision, you need to focus on objective criteria, such as the candidate’s experience, qualifications and competencies. At this stage, it’s important to get feedback from other interviewers to provide a more objective picture of each candidate — and to eliminate subjective “gut feel” or “best fit” judgments.

If more than one candidate meets your hiring criteria, consider holding a second round of interviews or a workplace assessment, where the candidates can demonstrate their skills.

Workplace Assessment

To create a workplace assessment:

  • Identify the many ways that the job or task could be accomplished.
  • Determine whether the assessment questions or situation requires culture-specific knowledge or puts some cultural groups at a disadvantage. For example, subtle word meanings, idioms, colloquialisms or jokes may hold alternate or little meaning for skilled immigrants, leading to an unfair assessment of their skills.
  • Use a variety of assessment tools to ensure candidates have the chance to showcase their competencies in different ways. Plus, ensure the demands of the assessment tool don’t surpass the requirements of the position

Checking References

You should check references, regardless of where the candidate is from.

While a skilled immigrant’s reference may pose some time-zone challenges, this can be easily overcome by building in time in your recruitment process for time-zone differences when checking international references. Also build in time, and budget for language translation, if necessary. To save costs, check references by email.

If you sourced a candidate through a non-profit employment agency serving immigrants, it may help you check overseas references. You could also consider using an international reference checking service.

This guide to checking references has more tips on how to check a skilled immigrant’s references. This reference and criminal checks policy and this Reference Check Form can be adapted to suit your organization’s needs and use this form

If the Decision is No

Give clear, valid reasons to candidates wishing to learn why they were not hired. It’s alright to tell skilled immigrants concrete reasons why you did not hire them, whether poor communication skills, insufficient credentials or other reasons. This gives them an opportunity to fill these gaps.

You may be tempted to turn down a skilled immigrant who is over-qualified for the position. While these candidates often lack the Canadian experience to secure a position matching their level of experience, they may be highly motivated and could be considered for internal fast-tracking or leadership development programs.

Also, turning down a skilled immigrant for being over-qualified can be risky. One over-qualified immigrant, who was rejected for an entry-level position in his field, filed a petition with the Canadian Human Rights Commission. Listen to the discussion on the ruling’s impact on HR practices.