Recruitment and selection

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Want to reach a diversified pool of prospective employees?

Develop a diverse recruitment policy

With a consultant from Agentschap Integratie en Inburgering you can explore how to make your recruitment policy more inclusive. You will learn to create accessible vacancies and how to promote yourself as an inclusive employer. The consultant will examine with you which competencies and language level are required for the job and also carefully screen your vacancy for clarity. You will receive advice on how to increase the likelihood that job seekers with a migration background will find, understand and respond to your vacancy. This can take the form of information, advice, training, work sessions or a combination of these approaches.

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Agentschap Integratie en Inburgering

Call in a VDAB account manager

A VDAB account manager can put you in touch with jobseekers with a migratory background. Each account manager is specialized in a specific industry. They can proofread your vacancies, recommend actions and give personal advice. Ask them to distribute your vacancy among VDAB's local support partners. These partners generally have intensive contact with job seekers and can make your vacancy known to suitable candidates.

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VDAB

Training on accessible communication

With the help of tips and tricks, your HR employee will learn in an interactive way how to communicate more fluently, verbally and/or in writing, with job seekers with a migrant background. Your HR employee will learn how to translate his own recruitment and selection tools into clear and simple language (for example: job vacancies, selection tests and interviews, personnel documents, etc.). He will also learn what forms of communication and support he can employ at each language level (for example: using pictograms or apps, starting up Dutch practice opportunities, etc.).

More info & contact:

Agentschap Integratie en Inburgering

Do you want to hire a diverse pool of prospective employees?

Making your selection policy more inclusive

More info & contact:

Agentschap Integratie en Inburgering

Opleiding waarderend coachen van HR-medewerkers

During this training, your HR person will practice a positive and inquisitive interview technique that invites the job seeker to introduce themselves. By focusing on talents, drives, hard and soft skills that can manifest themselves in various life domains, a CV screening no longer needs to be the focus. Your HR employee learns to make the talents and drives of the candidate visible without focusing on jobs, functions and tasks already performed.

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Stebo

Jobdesign

A job design analysis identifies the tasks and work processes in your department. You will be given tools to organize work processes differently and to separate simple tasks. In doing so, you can deploy qualified personnel for the work they are trained for and create a low-threshold position that is accessible to a more diverse audience. This way you shape your diversity policy, motivate your staff and realize more efficiency on the work floor. Jobdesign can thus provide an answer to the challenge of filling (bottleneck) vacancies and dealing with reintegration, competency gaps, high wage costs and overtime.

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Workinc

I-Diverso

Learning in the workplace

Workplace learning allows you to experience the extent to which your candidate employee possesses the necessary skills. Through different formats of instruction, you can further train and/or teach hard and soft skills. You will also gain insight into how well the new employee is collaborating with his colleagues on the work floor. Various types of workplace learning (IBO(T), BIS, internships, etc.) and learning on the job (article 60/61, volunteer work, etc.) are available. Often the new employee, your management and team also receive coaching in the area of soft skills and integration on the workplace. In addition, you can compensate for the possible loss of productivity in the first few months through reduced wage costs. The possibilities are thus advantageous for you and give opportunities to candidate employees with little experience.

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Workplace Learning

OCMW article 60

Clear and concise info on socio-legal and financial issues?

Advice on inclusive entrepreneurship

Get professional advice on coaching and support options, with a focus on the employment of workers with a migratory background. A consultant analyzes the workplace, your questions and lists possible services, solutions and subsidies. This analysis results in an advisory report with action points for your company, management, team and for the new employee. This way you know which services offer a suitable answer to all your (socio-legal and financial) questions .

More info & contact:

Talentoscoop

Legal advice on employment of foreign workers

You can consult the legal help desk of Agentschap Integratie en Inburgering with any questions about the employment of foreign employee(s), work permits and work permits. The Immigration Law Department will provide you with independent and expert advice. Consult www.vreemdelingenrecht.be for current info.

Interested in more background information? Via the training 'employment of foreign nationals' you receive an overview of the regulations on the employment of foreign nationals, self-employed individuals or volunteers.

More info & contact:

Agentschap Integratie en Inburgering

Customized legal advice

Do you have more complex questions about whether or not your candidate employee is permitted to work in Belgium and which formalities must be legally complied with? Do you need more information on what you should be aware of as an employer when you recruit employees with a non-EU nationality? Contact our immigration lawyer Wim Thiry.

More info & contact:

Legalstay.be

Tips

Reaching diverse potential

Draft your job posting correctly and clearly, with attention to diversity.

Draw a accurate description of the position.

Which hard and soft skills/attitudes does an employee absolutely need for the job, and which are a nice extra? Make a distinction between the 'must-haves' and 'nice-to-haves' in terms of language and competencies. Do this by emphasizing only the minimum required competencies. The more requirements, the fewer candidates will identify with your vacancy. Start with a list of very specific tasks for the job.

Indicate how you will train a new employee.

You can persuade a job candidate when he knows what he can expect when he starts work in your company. Mention whether there are internal/external training opportunities, a mentor/coach is appointed, language courses are provided, etc. This way you can learn more about knowledge and/or work culture more rapidly. For this purpose, there are attractive formulas available such as workplace learning, job coaching, etc. werkplekleren, jobcoaching,…

Distribute your job posting through your professional network and organizations that work with a diverse audience.

By doing so you will reach candidates who might otherwise not find their way to your company. Have your own employees (with an immigrant background) or employees with a migratory background from suppliers or partners spread the word about your vacancy via mail, social media, etc. Contact a VDAB account manager, the workplace architects, your sector fund,etc and ask which local partners they work with. Or distribute your job posting among course participants who are attending a (language) course with the VDAB, an adult education center,... .

Organize a company visit, job day and/or information session.

Participate in job fairs and events.

Need inspiration on reaching out to people from immigrant backgrounds?

Select diverse potential

Provide simple (alternative) selection procedures.

Open hiring is one example. Selection based on CV and cover letter is not common in some cultures, and could be a barrier. It also does not always lead to the best candidate. Keep in mind that a written resume of someone with a migrant background may not be very good, but that doesn't mean that the candidate is less qualified for the position. Invite him to an interview so he can explain his motivation and experience. This will give you a more accurate picture of the language level and competencies present in the candidate. Check here how you can adjust your selection procedure.

Be cautious when using written tests as well as personality tests.

Selection takes time, creativity and adaptability.

Identify the potential you recognize.

Do not disqualify a candidate because of “a gap in his resume”.

Unstable times in the country of origin (due to war, the economy,...) often make work and education difficult. The flight and/or emigration process takes time and requires a lot of competences to succeed. Focus on the learning capacity, motivation and initiatives present in the candidate while he was undertaking the journey to Belgium and finding his way in his new surroundings. By talking about this, you can often reveal the potential of the candidate.

Be aware that self-reflection is a Western attitude.

Not everyone is used to mentioning their talents and positive attributes or explaining why they choose a job or company. When asked about this, practical aspects are often mentioned such as a steady job, close proximity, good pay, taking care of family. Do not interpret this as a lack of interest in the job or your company. Instead, try asking the following question: "What tasks of this job would you most like to perform?"

Focus on competencies and skills rather than knowledge and certifications or diplomas.

Having a driver's license and own transport is not always easy.

Engage in a conversation about values and standards, capabilities and limitations.

For example, show products that meet the quality standard and some that don't. Explain why they do or do not meet the required standard.

Also discuss possibilities and limitations in connection to vacation arrangements (maximum duration of distant family visits), religious rituals in the workplace (praying, headscarf, fasting) and the way you greet and interact (with male and female colleagues, hierarchical superiors, other cultures) in the workplace. By doing so both parties can make a conscious decision to work with each other or not.

Identify and discuss unconventional behaviors.

Pay attention to cultural differences during assessments and/or interviews. Discuss what behavior is expected and why it is important. In our culture, for example, you look at an interlocutor because this is a form of respect. In other cultures however, this may be considered rude. Or for example: Taking the initiative and expressing your opinion, can make a company grow. In other cultures this might be interpreted as criticism or opposition.

Avoid discrimination during the selection process.