Personally, I work on the assumption that all discrimination is bad and should be illegal, and something is discrimination if you make an employment decision based on metrics that have no bearing on the ability to perform the job.
The act of choosing one person for a job is, by definition, an act of discrimination.
One discriminates which person will be more useful to the company, one discriminates on the ability to perform the job.
From a certain point of view the fact that a candidate already has a similar job and survived the large number of layoff during recession, it's in itself a proof of his/her ability to perform the job.
Maybe not the best metric, but an objective metric.
Sometime racial/religious/gender metrics (or discrimination if we want) could be justified.
Imagine one needs to hire a sales manager for Iceland (just an example, any country/race applies).
Obviously a person with understanding of Icelandic culture, somebody that can best fit with the potential customers, is preferred.
In this case restrict the interviews only to people from Iceland may not be an unfair discrimination.
However what can be the limit for a "fair discrimination"?
Anyone with a Muslim sounding name should be excluded, because they have to fast during Ramadan, which is usually the time of the compulsory annual company barbeque?
This is exactly the example I was looking for! (thank you).
From some point of view the Muslim people in this example will badly integrate with the rest of the employees.
If a company is looking to keep a small homogeneous and close knit team, maybe is a fair metric to exclude those people with less chance to deeply merge with the rest of the group.
I mean, what kind of ridiculous criteria would you be willing to place on applicants, for the sake of operational expediency in busy HR departments? I'm soooooo sorry that HR departments might actually have to, you know, do their jobs
Hiring a person and then discovering it was a wrong choice is a huge cost for a company.
Some metrics are used only to filter out all people with less probability to be a good match with the role and the company, thus reducing the risk for the company to hire the wrong candidate.
Ideally we should interview every possible person, multiple times, and trying-out several of them for some time, etc.
However such a process would be too expensive, and in most cases practically impossible.
Lets also remember that hiring interviews take the time of some of the company workers, time that is taken away from actual work (i.e. costs to the company).
For this reason only a small group of candidates should reach interview stage, and all of those candidates should be a good match for the role (filtered out).
Just by a coincidence, in 10 minutes from now, I'll have to interview a candidate for a job in my company.
I hope HR filtered out correctly
