Hiring Through a JEDI lens

At CPAWS Yukon, we recognize that the conservation movement in Canada has a complex and often problematic history. There is significant work required in order for it to become an equitable, just, and inclusive space for everyone. In order to address these inequities, we have committed to making our organization as welcoming and as transparent as possible

The goal of this process is to provide a set of tools that will help CPAWS Yukon staff mitigate gender, racial, and other hidden biases as well as structural inequities in our recruiting and hiring processes. It includes structural pieces and guidelines seen through a Justice, Equity, Diversity, and Inclusion (JEDI) lens that we implement to recruit, retain, and promote a broader range of talented people. This is a living document that we’ll update as we become aware of new research and ideas.

Accountability.

Managers are accountable for fair and inclusive hiring practices, including:

– Ensuring all hiring processes follow the process outlined in this document and accompanying checklist;

– Pursuing a safe and inclusive workspace where employees see themselves reflected and feel they have rewarding employment. This means an openness to feedback from staff, and implementing any changes necessary to ensure all employees feel safe at work. This is particularly true for people from groups that have been historically underrepresented within our sector.

– When we feature images or videos that feature people, we’re working towards ensuring that a diversity of prospective candidates can see themselves reflected. This includes in our materials, such as our website, photo and video projects, printed marketing materials, and reports.

Recruit intentionally.

We post all calls for applications on a variety of job sites. In addition to posting on local and national job boards, we make a commitment to recruit outside our traditional network or sector (environment, conservation). We use the relationships we’ve built with various partners to recruit from affinity groups, including Yukon First Nations.

For some positions, it may be a priority to hire a person from a historically underrepresented group. For others, we are putting systems in place to adjust for inequalities and ensure we give the best opportunity possible to hire someone we may have otherwise overlooked. It’s important that we know what it is we are hoping to achieve and why.

Our commitments for Job Descriptions/Postings

Include a statement about our organization’s values and vision, as well as a mention of the traditional territory of the KDFN & TKC on the posting.
“Based in Whitehorse on the traditional territories of the Kwanlin Dün First Nation and the Ta’an Kwäch’än Council, CPAWS Yukon advocates for the territory’s most valuable and priceless resource: our abundant wilderness. We work with First Nations and all levels of government, local organizations, businesses and citizens to ensure the natural wealth we enjoy today is available for our children tomorrow. We represent the views of many Yukoners who want the Yukon to be an example for the world of how people can live in balance with the natural resources we depend upon.”

Have a thoughtful statement of equal opportunity and non-discrimination.
This statement is included on the job posting, and is prominently featured on our website’s ‘get involved’ page as well as on the jobs landing page.

“CPAWS Yukon is committed to operating in a way that upholds justice, equity, diversity and inclusion (JEDI). In our hiring processes, we take active measures to overcome biases and to address systemic imbalances. We are also working to ensure our office is an inclusive and safe place for people from diverse backgrounds. To learn more about the action we’re taking, please visit the transparency page on the CPAWS Yukon website.”
Use clear language.
The job description/posting needs to attract a broad range of candidates and we commit to using clear language that’s free from jargon, acronyms and coded language. Our organization’s values, why the team is amazing, and what sort of culture we have all need to be part of the posting (i.e. why work with us, dog-friendly / kid-friendly, and why the office location is great etc.).

Check gender bias showing up in descriptor words! Language often used by men: lead, direct, head, analyze, assertive. Language often used by women: collaborate, responsive, self-aware, engaged, understand.
Studies show that more women apply if there is a balance between the two.

Break down the job responsibilities by percentage.
While this is always approximate, showing a breakdown of percentages will help potential candidates understand the structure of the job, and what will be expected of them.

Include only the bare necessities.
We keep all job descriptions as brief as possible as we know that potential applicants can be discouraged from applying if they feel they do not meet all qualifications. Postings need to focus on the key responsibilities only and should never include “other duties as assigned”.

Separate required and ‘nice to have’ (helpful) skills.
We take out anything that is not required of the candidate. This includes asking for specific degrees, X years of experience, and prior non-profit experience unless it is particularly relevant to the job at hand. We always put a greater focus one describing the desired skills for the role. For example, “the ability to take initiative and produce results is a skill as demonstrated by ___” while “action-oriented, results-driven” describes character.
If we include a separate ‘nice to have / helpful’ skills section, we’ll make clear that those are not required skills/deal breakers during the reviewing process. We’ll make it clear that you don’t need all the skills to apply.

Keep in mind! Include less of the teachable skills and more non-teachable skills. Organizations often overvalue skills and qualifications that are teachable (e.g., familiarity with a specific environmental law or YESAB) and undervalue skills that are less teachable (e.g., ability to work well on a team, ability to accept feedback gracefully and integrate it, communication skills). In fact, those skills that are typically labeled “soft” are in fact some of the most technical skills a person will need to learn. (TREC)

Honor multiple types of education and accept equivalent experience for degrees.
We’re aware that dominant culture values and elevates Eurocentric knowledge over non-White, Indigenous, and non-European knowledges. Job descriptions should encourage applicants to describe any pertinent experience, including professional and personal experience.

Be clear about the wage/salary and the benefits package
CPAWS Yukon has a fixed salary scale, with a starting wage determined by the seniority of the position. When hiring, we always include this wage in the posting, so that potential applicants can judge whether it is sufficient for their needs before applying. We spell out the benefits (when does eligibility start?), and include details about vacation days, statutory holidays & the holiday season closure.
A salary range may be allowed if the posting is for the ED position. We’ll make sure that the range is reasonable, not something like “$28,000 to $75,000, DOE”.

From Nonprofit AF: No one will get offended if you offer somewhere within the range, have valid justification and don’t do crappy stuff like having a pattern of offering women, BIPOC, disabled, older, etc. candidates salaries at the lower end of your range.

Describe the work schedule and flexibility.
We include the normal bi-weekly hours, and let candidates know if hours can be worked from the office and/or remotely, and where we offer flexibility. If availability on the occasional evening or weekends is a part of the job, we’re clear about these expectations by including the why, frequency, and if it’s absolutely necessary. We are aware that including evenings and weekends to our job description may needlessly eliminate qualified candidates who are caregivers of others or may have other life priorities.

Describe the hiring process and timeline.
We want to be transparent about our process, and will include the hiring timeline and anticipated start date in the posting – and then make every effort to stick to it. Also included are details on when and how we plan to interview, for what length of time, how many rounds in total, whether and when writing samples or other supplemental materials are required, and when we hope to make a decision. We’ll make it clear that the candidate can choose to come in for an in-person interview (if they live near the office) or choose an online interview if this works better for them or if the circumstances prevent a meeting in person.
List contact information, in case people have questions.

Reviewing of applications
A hiring committee will be formed to review applications, and it will consist of no more than 3 people. For example: ED, Operations Manager (OM), and direct Manager. Interviews for the ED position are led by the Board of Directors and will include additional committee members.
When reviewing applications, we first focus on the applicant’s cover letter, as it is their opportunity to explain in their own words how they meet the criteria outlined in the job description, and why they are a good fit. It is less open to interpretation than the list of experiences listed in the resumes, which is used as a secondary resource.
We take steps to prioritize diversity. We actively work to identify applicants from under-represented communities where possible, and give their applications extra weighting.
Steps:
1. Update the candidate scoring table template with the top 4 attributes or skills that we believe are important for success in the position (e.g. experience in a similar position). Accomplishments and/or degrees won’t be valued higher than cultural knowledge, relationships people hold, time spent on activism/advocacy, volunteerism etc.
2. In addition to the above scoring categories, additional points are provided if the candidate identifies as being part of a historically under-represented community. This is to help balance any structural disadvantages that may exist. Where someone does not self-identify as coming from a historically under-represented group, but there are indications that they may be, it can be helpful to still use this lens. Why? Because not everyone feels comfortable self-identifying in a job application and we would prefer to use all available tools to adjust for inequalities and biases, even while acknowledging this approach is imperfect.
3. Each person in the hiring committee should review every applicant’s cover letter and resume, to identify their top 5 – 12 candidates, while being conscious of prioritizing candidates who identify as coming from an under-represented community. These candidates can be entered into the scoring table.
4. Members of the hiring committee should compare rankings and discuss their rationales, in order to determine which candidates will be invited for an interview. Where possible, only 3 or 4 people should be invited to interview because the process is emotionally costly – particularly for unsuccessful candidates.

Interviewing
The interview committee will include up to 3 people (with the exception of the ED search, which may require more), including the direct manager.
Interview questions will be shared with candidates prior to the interview.
All committee members should look for ways to accommodate the needs of different candidates. The most charismatic candidate isn’t always the best person for the job. We’re committed to providing a comfortable interview environment, with the space for the candidate to pause, reflect, and ask questions.
Interviews always start with an opportunity for chit-chat, to allow the person to settle into the interview. We then offer introductions of CPAWS Yukon staff, followed by a short introduction of the candidate.

Important: We are not looking for a good “fit”. We’re looking for the best candidate, meaning they meet our criteria. Looking for “fit” means looking for “like me/us” or the person that makes me/us feel most comfortable, which also usually means “like me/us”. “Fit” often further marginalizes folks who face barriers to employment. Watch out for that inner voice saying, “would I like to work with this person?” You are only looking for the person with the skills you need.

All interviewers will:
1. look for answers that show the candidate has the essential skills required to do the job, and whether they align with the defined organizational culture. We are looking for people who can do the job and whose overall values align with the organization.
2. ask open ended and probing questions to the candidate, to help them unpack their different ways of knowing/experiencing the world.
3. understand that different people respond differently to high pressure situations like interviews. Sometimes the best candidate is also the most nervous – focus on what they have to say, rather than how they present themselves.
The direct manager will lead the interview and assess if the candidate does indeed, as per our assumption, meet the skills criteria. The Executive Director (if not a direct manager) and any other participants will support the lead interviewer.
Interview questions should be based on the skills list:
- The function of the interview is to confirm that the candidate indeed has the skills needed, and to learn how to create an environment where the candidate will thrive
- Were there things in the cover letter or resume that needed more clarity?
- Ensure the questions are simple and open ended, don’t use jargon or acronyms, etc.
- It is useful to integrate DEI concepts into multiple questions, rather than a standalone question, as it also gives a chance to weave in our organizational values. E.g. ‘how do you ensure that the voices of all constituents are heard’?
- Always close with these two questions:
  - Is there anything you’d like to tell us about yourself that you didn’t get a chance to, or something you said previously that you’d like to expand on?
  - We’ve asked you a lot of questions. Do you have any questions for us?
We are conscious that it’s important to ask the same core questions to everyone. Of course some follow-up questions or clarifying questions might be different but we’re careful to check our biases as they will come through on what we ask, who we ask, and why.
It’s okay to ask someone to unpack their answer more if we aren’t clear what they said or meant, but we’ll do so without judgment nor offering what we hope to hear. The same goes for reframing questions if a candidate needs it. e.g. “How do you manage your projects” – versus – “We need people to be independent, how do you project manage”?
The hiring committee decides in advance what we’re looking for so that we all have the same understanding of what the skill is. Also, be clear what is negotiable and what isn’t.
Candidates will be compensated for their time (flat rate) if we ask them to complete an assignment as part of the interview process, or if we ask them for more of their time than the job posting stated (e.g. we decide a second round of interviews is required).

Decision-making process
Before the decision-making process starts, we need to decide who makes the final decision on the candidate, in case the interviewing committee disagrees on a candidate. In almost every instance, it will be the direct manager.
- Assess, per the checklist, if the candidate meets the skills criteria
- Caution against prioritizing someone based on skills and/or experience we don’t need for the position (e.g. if this is an entry-level position, we hire for entry-level criteria as per determined in our need, which means that a PhD doesn’t give a candidate a better chance). We have set the criteria based on what we need: hire for that.
- Consider if we are looking to fill an immediate need or if we’re looking for a long-game approach to staffing. This is something that comes up often when we interview individuals who are newer to the workforce – think of their possible contributions to our long-term vision and strategy too.
- If we have two candidates that equally meet the criteria, and one self-identifies as being from a historically under-represented community, then priority is given to the person from that community.
Reference checks
Never ask people to provide references unless it is the final step before offering someone the role (assuming there are no red flags). Many people are not in a position to inform their best references (i.e. a direct supervisor) until this point in the process, and it can put people in a very uncomfortable position.
While reference checks often seem like an extra step, we know that they do provide a great opportunity to cross-check claims and learn more about how to best support the new candidate (e.g. what management style works best; strengths and weaknesses so we can build or support, how can we facilitate a better workplace for them, etc.).

Offering the Position
Use the correct Employment Agreement Template for the position. There is no need to have an offer letter and employment agreement. It’s much better to have one legally binding document that needs to be read, understood and signed.
When making the offer, and assuming the reference checks are complete, complete the following steps:
1. The direct manager calls the person and offers them the position. If they tentatively accept, discuss any details to finalize prior to sending them an employment agreement. If they need time to think about it, give them that and ask for a clear deadline that’s within our capacity.
2. If we get their voicemail, we leave a brief message and let them know that we’ll send them an email. Include something in the email to the effect of ‘further to my voicemail’ and give the same information you’d give by phone. Ask them to call you back.
3. If they tentatively accept the position, email them the employment agreement. Include the Job Description (as posted) and the CPAWS Yukon Human Resources Policies (and all related documents) with the contract. In the body of this email add a warm note, letting them know that you are excited to bring them onto the team, etc..
4. Either as part of the offer process or on the first day, walk the person, line by line, through the Job Description to ensure that it is clearly understood and that the employee knows what your expectations are for the person in that role.
Once we know that the successful candidate has accepted the position, it is important to reach out to any other candidates who were interviewed to let them know the outcome. It is usually better to contact them via email, but make sure you offer to make yourself available to answer any questions they have. This allows them to process the news, and then speak to you at a time when they feel ready. Ensure to include 2-3 points of feedback to help them with future interviews.
Sometimes you may interview someone who you think is amazing, but not quite the right fit for the job you are advertising. Keep them in mind for other opportunities within your organization, or if you know of another position at a partner organization, you may want to offer to connect them. It’s important to make sure they have given you permission before you do this.

Onboarding
In addition to following the onboarding process as described in the HR Policy and the onboarding checklist the Operations Manager uses, we also commit to:
- Share the strategic plan for the organization as well our most recent annual report
- Share our organizational values and how they show up in day-to-day behaviours at our organization.
- Optimize the start date for both parties, based on the availability of the supervisor / other staff, office holiday closure, etc.
- Consider a mid-week start to not overwhelm them.
- Give them space to settle in: HR stuff, reading, researching, getting to know the team, time for them to set up their own workspace and learn programs, etc.
- Create personal touch opportunities: a warm welcome on the first day, snacks at staff meeting, let them choose a CPAWS merch gift, etc.
- Create the opportunity for quick wins: we give them their own project to get started on. This ‘real’ work is a nice addition to / give a break from the onboarding work.
- Map out an agenda for the first month to provide an overview of topics to cover, when, and by who.
- Ask for feedback. Make sure it’s weaved into our values, offer various ways (formal/informal), with the entire team and/or one-on-one, etc.
- Be open to adjust the job description based on the new hire. We acknowledge that any individual brings different things to the position and this should be reflected in what we ask from them.
- Prepare the existing team for someone new: we’re a new team now and they’re an equal part.
- Think beyond office space to welcome them to the community if they’re new to Whitehorse or the Yukon.

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