May/June Diversity Dilemma: Hiring a Muslim: Too risky? Rachel, a hiring manager for the HR division at a mid-sized organization is excited about a resume and cover letter she received from an exceptional candidate, Anna. The first phone screening interview goes really well, and the prospect of filling this urgently needed position with such a good fit is gratifying. Anna is such a great match on paper and over the phone; in fact, that Rachel thinks the in-person interview seems pro forma. However, when Anna walks in, Rachel sees that although she is dressed in suitable professional attire, she wears hijab, a scarf covering all of her hair and most of her head and neck. Rachel realizes that Anna is Muslim. She knows very little about the day-to-day life of a Muslim, except that Anna might want to pray periodically throughout the workday after washing, and wonders whether this could be conveniently accommodated. Rachel's office is currently mostly Christian, Buddhist, and non-religious in nature. While there is an atmosphere of tolerance in the office, she is well aware of general public misunderstanding and prejudice against Muslims. Additionally, the position requires outside speaking and representing the company to the public, which concerns Rachel that the organization would then be associated with Islam. If you were Rachel, what would you do? Options: A. You chose a direct, aggressive approach, testing Anna's comfort with business norms by extending an overly warm handshake, looking for any signs of recoil. You grill her extensively on how she handles herself in public, to see if she can compensate for any negativity that may come her way or that might get directed toward your company. B. You find yourself acting differentially toward Anna due to her modesty, and notice that you no longer see her as the go-get-em person you had hoped for. You realize this is your own stereotyping, and ask more about her prior work relationships for more data on her effectiveness. You tell her another round of interviews may be necessary. This buys you time to consider possible accommodations and to compensate for your stereotyping. C. You think about the opportunity for growth that Anna's visible difference brings. Even though some customers may distance themselves from your organization because of her appearance, your company will be positioned in the competitive market as progressive and robust. While religious diversity can be a challenge, it isn't necessarily a problem at all! D. You see the difficulties ahead, and to protect your company you look for reasons not to hire her that are ostensibly unrelated to her attire. You stress the rigorous work demands and make clear that scheduled breaks may not be possible. Also you ask about her longer term plans, a further attempt to get at the impact of religious values on her work life. E. Other: Read more: View the results of January/February 2007 Dilemma, A Promotion — is it because of Affirmative Action? View the results of Sep/Oct 2007 Dilemma, Pierced nose? Wild clothes? What to do with a productive "punk?" View the results of Jul/Aug 2007 Dilemma, What would you do in the face of an unclear law? View the results of May/Jun 2007 Dilemma, Who would you promote? A dilemma about class, merit, and identity View the results of Mar/Apr 2007 Dilemma, What to do about a speech impairment View the results of a previous Jan/Feb 2007 Dilemma, "Delivering the goods" without losing your integrity View the results of a previous Nov/Dec 2006 Dilemma, How would YOU handle negative feedback? back to top

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