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These are the 2 most common traps for indirect discrimination. Make sure you avoid them

by , 28 April 2016
When looking to appoint someone, you want the best person for the job. And that's why you'll tend to set your selection criteria up a notch.

Now, while this practice is understandable, it can also be dangerous.

You see, if you're not careful with your selection criteria, you will indirectly discriminate against countless prospective employees.

So in order to avoid that from ever happening to you, make sure you stay clear of these 2 common traps for indirect discrimination...


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Trap#1: Overstating formal qualifications

While some jobs, such as doctors' posts for example, require certain qualifications as an inherent requirement, others do not. And if you overstate the formal qualifications for a job that doesn't necessarily require it, you could very easily discriminate against applicants who have adequate skills and potential for it.

REMEMBER: An employee who has adequate experience but not sufficient formal qualifications can, and should, be considered for a job that doesn't strictly require a formal qualification.

Trap#2: Overstating skills

When laying out the required skills for the job, you must ensure that they are completely necessary for the job.

In other words, don't look for skills which are nice little extras, but not completely necessary for the job.

IMPORTANT: Whatever you do, never favour an applicant for the job because of these little extra skills that are not necessarily required for the job. Doing this will definitely lead to indirect discrimination against those applicants who had the necessary skills and potential for the job, but were placed aside in favour of another applicant who had extra, but non-vital, skills for the job.

EXTRA TIP: Don't require skills that are higher than the skills of the person currently doing the job, unless you have very good reasons for doing so.

*As you can see, avoiding indirect discrimination when creating selection criteria for your next appointment can be a tricky area to work with.
But that's where we come in!
To learn all you need to know on creating selection criteria that avoid discriminating indirectly against applicants, simply page over to Chapter A 06 in your Labour Law for Managers handbook, or click here to order your copy today.

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