Equity and Inclusion Recruitment Question Guide for Managers

Agency Commitment

The Oregon Employment Department (OED) fosters a workplace where all individuals are treated with respect and dignity. Our commitment to diversity, equity, and inclusion helps ensure employees, customers, and community members feel valued and supported.

This guide is intended to support consistency and confidence when evaluating equity and inclusion interview responses. Candidates are not expected to be experts in equity terminology or theory. Managers should evaluate candidates' responses based on demonstrated behaviors, awareness, professionalism, problem-solving, respect, and willingness to learn.

Hiring managers and interview panelists should apply the same evaluation standards to all candidates. Candidates should not receive higher scores solely because they provide examples of allyship or advocacy on behalf of others. Similarly, managers should not score candidates differently based solely on their own lived experiences. Candidates should be evaluated on how well they demonstrate the knowledge, skills, behaviors, and competencies outlined in the interview question.

Example: A candidate describes serving as an ally for a coworker, while another candidate explains how they improved an onboarding process to make it more accessible for all employees. Neither response should receive a higher score solely because it references allyship or lived experience. Instead, managers should evaluate how effectively each response demonstrates the competencies identified in the interview question, such as communication, collaboration, problem-solving, or inclusive practices.

Focus on the candidate's ability to work respectfully with individuals from various backgrounds, navigate differences, foster inclusion, and contribute to equitable outcomes.

Job Postings Language

Managers must include a desired attribute related to equity and inclusion in all job postings. Managers may use the standard desired attribute below or develop one that incorporates specific needs of the position, as long as the Equity and Inclusion Office (EIO) has reviewed and approved the desired attribute.

• Standard desired attribute:
• “Commitment to valuing diversity and promoting inclusion"
• Example of a desired attribute that incorporates specific needs of the position:
• “Understanding data ethics with demonstrated commitment to advancing equitable outcomes, especially when projects affect historically underserved and under-resourced populations. Data ethics refers to the principles and practices that ensure data is collected, managed, and used responsibly, fairly, and transparently."

Contact your Equity & Inclusion partner or email Equity@employ.oregon.gov to develop a personalized desired attribute for your posting. Please allow your E&I partner one week to complete your request.

Including an Equity Panelist

Before scheduling interviews, check with the EIO to see if your Equity & Inclusion (E&I) partner, an Equity & Inclusion Council (EIC) member, or an Empowerment Group member is available to participate on the interview panel. Empowerment Group members offer community-based perspectives and equity-centered experience that align with the contributions of EIC members and E&I partners, making them equally valuable in supporting inclusive and culturally responsive hiring.

To support a smooth process, contact the EIO at least two weeks before interviews whenever possible. Include dates and times, and the interview round(s) (e.g., first-round and/or second-round interviews), if known.

When available, an Equity & Inclusion representative is encouraged to participate in each interview round to help promote consistency and support equitable hiring practices throughout the recruitment process.

If your assigned (OED staff login required) Equity & Inclusion partner is unavailable, email Equity@employ.oregon.gov for assistance.

The Equity & Inclusion team will identify a panelist from outside your immediate team and let you know within 3 business days of the request whether someone is available.

If an Equity and Inclusion representative is not available for one or more interview rounds, you may proceed with the interview process.

Equity Question Requirement for Interview Stages

Include at least one equity and inclusion question at each stage of the interview process, which may include:

• Phone screening
• Video interview
  
• Written assessment (if part of the interview process)
• Panel interview
• Final interview

You may:

• Select questions from the approved list in this guide, or
  
• Work with the EIO to develop an approved equity-focused question

This approach promotes consistency and fairness while allowing flexibility for role-specific needs.

How to Choose the Right Question

When selecting a question, consider:

• The type of work the role performs
• The level of interaction with customers, coworkers, divisions or the community
• The level of decision-making authority
• The skills needed to support an inclusive workplace

Equity Interview Questions by Type of Work

1. Customer Service and Public-Facing Roles

(Examples include but are not limited to Business and Employment Specialists, Public Service Representatives, Adjudicators, and Compliance Specialists.)

These roles often interact directly with the public and must provide equitable, respectful, and accessible services.

Direct Questions (Please provide specific examples from your experience):

• How do you ensure customers from different backgrounds feel respected and supported when receiving services?
• Tell me about a time you had to adjust your approach because a customer was having difficulty understanding or accessing a service.
• What steps have you taken to ensure public benefit services are accessible to people with different communication, language, or support needs?

Scenario Questions

• Good customer service includes helping people navigate confusing processes with patience and clarity. A customer becomes frustrated because they cannot understand an application or process. How might you respond?
• Good customer service includes treating every person with dignity and respect. You overhear a coworker mispronouncing a customer's name repeatedly after being corrected. What might you do?
• Part of good customer service is listening to concerns respectfully and addressing barriers that may affect people differently. An employee shares they are concerned that a requirement or process may impact some communities differently than others. How might you handle the conversation and work toward addressing the concern?
• A respectful and inclusive workplace contributes to better customer service. What might you do if you noticed a coworker being left out or not treated respectfully?
• Good customer service means helping customers navigate barriers to accessing services. A customer is experiencing a barrier, meaning there is something that is making it harder for them to complete a requirement. What might you do?

2. Program, Policy, and Administrative Roles

(Examples include but are not limited to Policy and Program Analysts, Administrative Specialists, and Project Managers.)

These roles influence how programs are designed, implemented, and evaluated.

Direct Questions (Please provide specific examples from your experience):

• When making decisions about programs, policies, or services, how would you consider the needs of people with different backgrounds or experiences?
• Can you share an example of how feedback or information helped you improve a process, service, or program?
• What would you do to make sure your work is clear and accessible for different groups of people?
• Tell us about a time you asked for input from people whose perspectives may not have been well represented. How did you use that feedback?

Scenario Questions

• You discover data showing that certain communities are accessing a program at much lower rates than others. What steps might you take to understand and address the issue?
• A coworker says equity considerations are unnecessary because policies should treat everyone the same. How might you respond?
• A process works well for most customers but creates a major challenge for a smaller group. A coworker says it would take too much extra work to adjust the process and is not worth changing. How might you respond?
• A community partner raises concerns that your program unintentionally creates barriers. What might you do next?

3. Operational, Technical, and Internal Support Roles

(Examples include but are not limited to Information Specialists, Procurement and Contract Specialists, Budget Analysts, Human Resource Analysts, and Executive Support Specialists.)

These roles may not interact directly with external customers but still influence workplace culture, accessibility, and internal systems.

Direct Questions (Please provide specific examples from your experience):

• How do you ensure your work supports an inclusive and respectful workplace?
• What steps do you take to recognize and reduce bias in your work?
• Describe how you collaborate with coworkers who have different perspectives or experiences.
• How do you ensure actions and decisions consider the different needs of your coworkers?
  

Scenario Questions

• During a team meeting, a coworker makes a comment that stereotypes a group, and it makes you uncomfortable. How might you handle the situation?
• A team member consistently interrupts another colleague during discussions. How might you address the situation?
• A new process you are implementing may unintentionally create barriers for some employees. What might you do?
• When developing a new process, how might you make sure it will work for people who may have different needs and backgrounds than you?
• Someone tells you a process you created is hard for them to use. How might you respond? 

4. Leadership and Supervisory Roles

(Examples: Supervisors, Managers, and Administrators)

Leaders build inclusive teams, address disparities, and hold their teams accountable for equity goals.

Direct Questions (Please provide specific examples from your experience):

• How would you incorporate equity considerations into your decision-making as a leader?
• What strategies would you use to create an inclusive environment where all employees feel valued?
• How would you support staff in developing their understanding of equity and inclusion?
• How do you create an environment where employees feel safe raising concerns?
• Tell me about a time you adjusted your approach to meet the needs of different employees.
• Tell us about a time you intentionally modeled organizational values through your day-to-day leadership practices. What actions did you take, and what impact did they have on your team or workplace culture?
• How have you educated yourself in previous roles to understand your team's different processing, learning, and communication styles, and how did you ensure your approaches supported everyone?

Scenario Questions

• Data shows disparities in how a program impacts individuals from diverse demographic backgrounds. What steps might you take to address this?
• An employee reports experiencing biased comments from a coworker. How might you handle the situation?
• A team member raises concerns about inequitable practices within your program. How might you respond?
• A community partner raises concerns that your program is not meeting the needs of the people they serve. How might you respond?
• An employee's performance changes due to something happening in their personal life. How would you support the employee while maintaining performance expectations?
• Some team members have intermittent leave or other needs that affect their availability. What is the first step you might take? How might you manage the workload in a way that is fair to everyone?
• Tell us about a time you supported an employee who needed more time or a different approach to fully understand a process or expectation. What might you do differently, and what was the outcome?

Evaluating Candidate Responses

When assessing candidate responses, consider whether candidates demonstrate:

• Inclusive and respectful behaviors in their work and interactions
• Awareness of bias and its impacts
• Ability to navigate difficult conversations respectfully
• Commitment to inclusive practices and equitable outcomes
• Willingness to learn, grow, and seek additional resources

Key Principles for Interview Panels

• Be intentional when selecting equity and inclusion questions.
• Focus on skills, experiences, and approaches, not personal identity.
• Create a respectful environment where candidates feel comfortable responding.
• Evaluate demonstrated competencies rather than familiarity with specific equity terminology.
• Use responses to understand both current knowledge and willingness to learn and grow.

Acknowledging Personal Experiences Shared by Candidates

• If a candidate shares a personal experience related to discrimination, racism, or bias, acknowledge their experience respectfully before continuing the interview.
• Example: “Thank you for sharing that experience." 
  
• Acknowledge the experience before returning to the interview question.
• Example: ''I'm sorry you experienced that. As an agency, we are committed to fostering a respectful environment where this does not happen.''
  

A candidate's personal experiences should not, by themselves, influence scoring. Continue evaluating the response based on the competencies and behaviors demonstrated. This reminder helps keep the evaluation focused on demonstrated competencies rather than the experience itself.

Example 1 – Personal experience without demonstrating competencies

A candidate shares that they experienced discrimination in a previous workplace. While this may provide context and should be received respectfully, the response does not explain what actions the candidate took, how they addressed the situation, or what skills or competencies they demonstrated. Because the response does not demonstrate the competency being assessed, it should not receive a higher score based solely on the personal experience.

Example 2 – Personal experience demonstrating competencies

A candidate describes experiencing discrimination in a previous workplace and explains that they collaborated with their supervisor and colleagues to address the issue, advocated for improvements to workplace practices, communicated respectfully with those involved, and helped develop a more inclusive process for future employees. In this case, the response demonstrates competencies such as communication, collaboration, problem-solving, professionalism, and a commitment to fostering an inclusive workplace. The response should be scored based on how effectively those competencies are demonstrated—not because of the candidate's personal experience itself.

Resources

We encourage you to explore our EIO Resources (OED staff login required) page for additional tools, resources, and information.