As organizations seek to enhance their teams, it’s important to recognize the unique strengths that employees from immigrant and refugee backgrounds bring to the workplace. Newcomers contribute valuable experience, skills, and perspectives that can significantly improve organizational culture and performance.

This FAQ page, created by the Neighbors United Employment Committee, explores the important role newcomers play in the workplace, the challenges they may face, and offers strategies for employers to attract, hire, and retain newcomer talent.
Please note that this document is intended as a general guide and does not serve as legal or professional advice. For specific guidance related to HR policies, legal compliance, labor laws, or other regulatory matters, employers should consult with HR departments, legal authorities, or relevant professionals to ensure full adherence to applicable laws and regulations.

Section 1: FAQ for Job Posting and Applications

What are some common barriers newcomers face when applying for jobs?
  • Unfamiliarity with standard U.S. resume requirements or expectations. 
  • Unfamiliarity with U.S. workplace standards
  • Unnecessarily long job descriptions can be overwhelming
  • Lack of a professional network
How can we ensure our job posting reaches refugee and immigrant communities?
How can we make job postings more inclusive to attract diverse talent?
  • Ensure the application process is straightforward and accessible.
  • If possible, include the option to apply in languages relevant to newcomers in Idaho.
  • Include an option to apply in person or on paper in case candidates do not have digital access.
  • Avoid unnecessarily long job descriptions.
  • State the English language proficiency required for the job. Be clear if it is a required qualification.
Is wage & benefits transparency important?
  • Providing information on wages and benefits in job postings helps candidates make informed decisions and reduces barriers to applying.
  • When possible, include salary amount or range on job postings. 
  • Transparency in these areas is important for those who are becoming familiar with U.S. employment practices. In some countries, employers do not offer benefits. This would be helpful for those who come from countries that do not provide benefits or allow for salary negotiation.
Should we require a cover letter for all positions?
  • Consider whether a cover letter is necessary for each role. The job posting should state whether one is required or not.
  • For positions that do not require extensive written communication skills, it might be beneficial to make the cover letter optional to avoid discouraging applicants who may not be familiar with this practice.
How can we remove barriers to applying?
  • User Friendly: Make sure your application process is user-friendly and accessible on mobile devices. Many people may only have a phone to use when applying digitally. 
  • Varying Levels of Support: Provide support or guidance for candidates with varying levels of digital literacy. Consider offering alternative application methods, such as in-person, if needed.
  • Partnering: If the applicant arrived through the refugee resettlement program, they may be working with an employment specialist who can help them fill out a job application. Be open to partnering with an employment specialist who can help remove barriers and ease communication. ​
How can we encourage candidates to apply if they meet most but not all job requirements?
  • Required vs Preferred: Clearly differentiate between required vs preferred skills on the job posting.
  • Preferred Skills: Communicate in job postings that candidates who possess the majority of preferred skills and knowledge are encouraged to apply.
  • Communicate Training: If training is provided be sure to mention this in the job posting.

​Section 2: FAQ for Resume Review and Candidate Screening

Where can we find additional support and resources if needed?
What should we keep in mind to avoid unintentional filtering out a strong candidate?
  • Make an effort to keep your resume review fair and unbiased. 
  • Remember that resume formats and experiences may vary from local standards. 
  • Focus on the skills and qualifications that matter for the job, not on the format or gaps in employment.
  • Be curious why there are employment gaps on applicants' resumes rather than assume unemployment. 
  • Do not assume that someone is overqualified for the position they are applying for. Many newly arrived professionals must restart at lower professional levels when arriving as new Americans.
How can we communicate effectively during phone or in-person screenings?
  • Explain your process upfront. 
  • Use simple language, avoid idioms, and speak slowly. 
  • Avoid Yes/No Questions: Instead of asking yes/no questions, verify understanding by asking clarifying questions (for example, ask "What time is your next interview?" instead of "Do you have another interview?")
  • Clear is Kind: Many of us have good intentions and want to make non-English speakers feel comfortable by telling a joke. A lot of times, jokes are hard to understand/translate. A smile and fewer, shorter, words are going to help them understand better than a joke. 
  • Interpreters: If it seems there are language barriers, offer to set up a screening with an interpreter. If a resettlement agency referred the candidate, offer to partner with them for the screening. 
Resources: 
  • Tarjimly, Google Translate, and employer interpreters. 
  • Language lines, Pocketalk devices, or third-party interpreters. 
  • WhatsApp can be used to send voice notes and inform candidates when you will call. ​
Can I use a screening test for technical skills? ​
Only Recommended When Essential: Only use screening tests when essential for the role. Any test given for a role must be administered to all candidates being considered for the role.  ​
How should we consider and navigate work culture differences?
  • Be Curious: Be aware of cultural differences in work etiquette and communication. Understand the candidate's background to prevent misunderstandings. Lead with patience and curiosity. 
  • Collaborate: Collaborate with agencies and employment specialists who have experience working with newcomer candidates to gain insights and support.
Resource: Cultural Orientation Resource Exchange: Refugee resettlement resources (coresourceexchange.org)
What should we do if a candidate has gaps in their employment history?
Focus on Skills and Experience: Understand that employment gaps may be common, especially if they are related to displacement or resettlement. Focus on the skills and experiences the candidate brings to the role rather than solely on the continuity of their employment history.

Section 3: FAQ for Interview Process

How can we effectively communicate with candidates about the interview process?
  • Required Steps: Clearly outline all of the required steps of the interview process and what to expect. Describe the interview format (panel, one/one, group), required tests or assessments (which must be the same for all candidates to avoid discrimination), who will be conducting interviews, and what to bring to the interview.
  • Next Steps: Provide a clear explanation of the next steps, the expected timeline and when and how candidates will hear from you. It may be helpful to also send this in written communication, such as a follow up email. 
  • Stay in Communication: If the process is taking longer than expected, stay in communication with the candidates so they know they are still being considered. 
  • Various Modes of Communication: Some candidates may not be familiar with using online calendar systems to schedule appointments. Confirm interviews by phone and in writing. 
  • Use Partners: If you and the candidate are working with a local partner agency, include the candidate’s case manager in the communication to ensure the invitation was received and next steps are clear.
What considerations should we make regarding the format of interviews? ​
  • Set Candidates Up For Success: Many newcomers are unfamiliar with behavioral interviewing. Consider sharing the format in advance and providing examples of the types of questions candidates will be expected to answer. 
  • Collective vs Individual Culture: Some newcomers come from more collectivist cultures, where it is considered rude to talk about one's personal accomplishments. If candidates continue to speak about the achievements of their team or group, try clearly prompting them to speak about their individual contributions to a project.
  • Skill Evaluation: If using a technical skills assessment for all candidates, be clear about how the candidate’s skills will be evaluated.
Resource: Technical Skills Assessments
How can we help candidates demonstrate their international work experience and qualifications through the interview?
  • Provide Interview Questions: Give interview questions ahead of time, especially if using behavioral-based interviewing. This provides candidates with more time to prepare how to effectively communicate relevant experience and knowledge. 
  • Overqualified: Don’t dismiss someone as being “overqualified” based on their experience. Many internationally educated newcomers are looking for an opportunity to break into their industry in the U.S. and advance within the company. These candidates may be ideal for fast-tracked responsibilities in a company once they are familiar with the work environment.
How do we address large gaps in employment?
  • Understanding Employment Gaps: Remember that gaps in employment are common, especially for people who have been forcibly displaced or who have immigrated to the U.S. 
  • Intentional Language: Be mindful of your language and avoid making negative assumptions about the candidate's gaps. Instead, see it as part of their unique story, which could offer valuable insights. Example: “We understand that people's career paths can take different directions. Can you help us understand more about how you’ve navigated that time and what you’ve learned?”
  • Focus on Experience: Stay focused on professional experience and the ability to do the job. Avoid sensitive topics as these are not fitting for an interview.
  • Focus on Professional Background: While an applicant may have a background that seems very interesting, avoid asking personal questions unrelated to the job. If you would not ask another candidate the same question, it might be an indicator to skip the question. ​
How can we effectively interview candidates who are English language learners?

  • Clarify Language Requirements: Be clear about language requirements and evaluate the candidate based on the level of English needed to perform the job. If the job does not require high English proficiency, consider adding interpreter services to the interview. 
  • Plain Language: Use brief, clear, and accurate language. Use short sentences and pause between sentences to allow candidates time to process. Speak slower, not louder. Avoid slang and idioms.
  • Rephrase: Be prepared to rephrase questions and provide examples to help clearly communicate questions. Encourage applicants to ask you to repeat or rephrase as needed. 
  • Open Ended Questions: Instead of asking yes/no questions, check for understanding by asking clarifying questions. For example, ask “What time is your next interview taking place?” instead of “Do you know what time your next interview takes place?
  • Resources: ​You can find plain language guidelines here: https://www.plainlanguage.gov/
How can we assess the English language proficiency needed for the position during the interview?
  • Match Interview to the Job: Assess the level of language proficiency that is required for the role and tailor the interview process accordingly. Avoid requiring a level of language proficiency in the interview process that is higher than that required for the work itself.
  • Open-Ended Questions: Be intentional about the interview questions you ask. Ask open-ended questions that require full answers. Set your interview up in a way that has the candidate do most of the talking. This style of interviewing generally starts questions with phrasing such as, “tell me about a time when….”or , “Tell me about a time you could not meet a deadline on time and how you communicated and resolved this”. 
  • Provide Examples: Ensure your job posting and description highlight tasks that require language skills. Tailor interview questions to encourage candidates provide examples of times they have demonstrated these skills. This may include phrasing such as, “conversing with patients about their health concerns”, “digitally recording verbal communication at a rate of 50 wpm” or “conversing with customers to discern which products to offer them”. ​
How can we address different communication styles that may impact the interview process? ​
  • Be aware of different cultural and communication styles: For example, some cultures do not practice eye contact or handshakes between men and women. Assemble a hiring panel that represents diverse perspectives, backgrounds, and lived experiences. 
  • Prepare the Hiring Team: Offer cross-cultural competence and unconscious bias training to hiring committee members.
  • Rubrics: Use a rubric to standardize the interview questions and work tests so that every candidate is evaluated on the same metrics. 
Resources:
Who can we ask to help with interpretation if it is needed during an interview?
  • Hire a professional interpreter. See link in “Resources” below.
  • Internal Support: Determine if your company offers in-house translation or interpretation services. Many public institutions are required to offer English language accessibility services, such as a language line.
  • Refugee Resettlement Agencies: These agencies may be able to offer interpretation services for interviews. To inquire, contact the candidate's case manager or employment specialist.
Resources:
What additional information may be helpful for candidates to know about the
​job during the interview stage?
Taxes and Benefits Deductions: Consider sharing salary and benefits information early in the interview process. Provide contact information or an introduction to HR so candidates can ask additional questions about benefits. Benefits, taxes, and payroll deductions may be new to the candidate. Providing resources early can help candidates ensure they are accepting a position at a salary range that will support their needs. ​

Section 4: FAQ for Pre-Hire and Offer Process

How can I improve the onboarding process?
  • Clear Timeline for Onboarding: Many candidates may not be familiar with the structure of onboarding in a corporate setting. A timeline outlining the first day, week, and month can help set expectations.
  • Task Checklist for New Hires: consider providing the new hire with a simple checklist for their own reference to ensure they know what they need to do on their first day, week, etc. This could include meeting the supervisor, completing safety training, etc.
  • Offer In-Person Onboarding/Orientation as an option: If your organization does most of the new hire paperwork and work verification virtually, you may consider offering an in-person orientation where people can obtain assistance filling out forms and reviewing job descriptions. Extra support may be needed to understand the drug testing process, as well. ​
What resources can I use if I am not familiar with the work authorization documents I am provided?
Work Authorization Check: There are numerous ways to verify authorization to work but an employer cannot decide which documents to accept from the approved I-9 list. If you are unfamiliar with a document there are resources available to employers. Civil Rights Division | Immigrant and Employee Rights Section | United States Department of Justice
How can I know if an international degree is valid in the US? ​
International Degrees and Credentials: To see if a degree or credential earned abroad is valid in the US, these resources can help: 
What should we do if a candidate doesn’t have work references we can contact?
Alternative References: There can be many reasons why it would be difficult to provide international references. Be open to accepting alternative references such as a resettlement case manager or ESL teacher.
What are the pay or benefits differences I might need to explain in more detail? ​
  • Financial Literacy Support: Many newcomers may not be familiar with the U.S. tax system. Consider referring employees to educational programs that address basic financial literacy, including how taxes work, budgeting tips, and how to manage paychecks and savings. Some may not be familiar with the deductions taken from a paycheck (health insurance, taxes, 401K). It may be helpful to walk them through a breakdown of what their paycheck will look like after the deductions. 
  • Calculating Take Home Pay: Some newcomers may lose temporary financial support when accepting a job offer. To ensure they are accepting a sustainable position you may find it helpful to help them calculate their take-home pay from the wages offered. 
  • Agencies that can help with financial literacy and taxes are: 
  • Support with Setting Up Bank Accounts: If the new hire is interested in direct deposit and does not have a bank account, provide resources or guidance on how to set one up. 
  • Detailing Salary and Benefits Structure: While breaking down compensation is essential, ensure that you're also providing clarity on things like paid time off, sick days, holidays, and other benefits new employees may not understand.

Section 5: Helping New Employees Feel Welcome and Prepared

Are there resources or tips for supporting an employee with limited English?
  • Language Support: Consider including translation aids and interpretation services in your onboarding process. Please refer to Language Services for a list of local partners who can provide these services.  
  • Clear Language for Company Policies: Simplify language in all employee handbooks, codes of conduct, and job descriptions. Avoid legal jargon and focus on straightforward explanations. Avoid asking “yes/no” questions when possible, such as “Do you have any questions?” An example could be, “What questions about where to go for your drug test can I answer for you?”
  • Incorporate Many Means of Communication: Be mindful that communication might not always be verbal and provide visual aids (like pictures or infographics) to explain things like safety procedures or daily tasks. Texting can also be a useful tool as most English Language Learners are skilled at using Google Translate on their phones to communicate. Most countries do not use email as frequently as the US, and shifting to frequent email usage is a skill newcomers may need to learn on the job. 
Resources: You can find plain language guidelines here: https://www.plainlanguage.gov/
What resources can I use to build an organization that values newcomer talent?
  • Cultural Sensitivity Education: Toolkits and handouts to provide cultural sensitivity and inclusion training to your employees and leaders are listed below. 
  • Building an Inclusive Workplace: Train other employees to understand and respect cultural differences, especially as it relates to communication, work habits, and customs. You could consider creating a cultural exchange program where employees can learn about one another’s backgrounds in a non-work-related context or partnering new hires with an onboarding partner, someone from the organization who can answer day-to-day questions that don’t necessarily need to be answered by a manager. 
  • Job Skill Classes: Refugee resettlement agencies offer job skills classes to job seekers. Consider contacting the employment departments at the agencies to help the new hire and your company navigate cross-cultural differences and expectations.
How can I help newly arrived employees feel more connected at work and in their communities?
  • Local Community Support Networks: Help the new hire get connected with local community services, including resettlement agencies, newcomer support groups, and local cultural centers. Newcomers may feel isolated when they first arrive, and connecting with a support community can be crucial.
  • Mentorship and Peer Support: Pair the new hire with a colleague who may be from a similar cultural background or who has experience working with newcomers. This mentor could help with both professional development and adjusting to life in the new country.
Is there technology support I should provide or consider?
  • Technology Training: If the job requires using specific software or tools, ensure that these are covered in training sessions and that the new hire understands the company’s technological resources (email, internal messaging platforms, HR systems). Many newcomers may not be familiar with the tools used in the workplace, and hands-on demonstrations can be helpful.
  • Access to Necessary Equipment: Ensure that any technology (e.g., laptops, phones) needed for the role is accessible from day one and that the new hire understands how to use it effectively. Providing simple written or video guides could make this process easier.
What emergency or legal help resources should we provide to set up new hires
for success?
  • Emergency Numbers: Provide a list of emergency numbers (e.g., police, healthcare, mental health support) in the employee’s primary language and in English.
  • Legal Services: It could also be beneficial to inform them about legal services available for any questions related to their rights, work permits, or residency status.
  • Resources:​ U.S. Department of Justice Immigrant and Employee Rights Section
To suggest edits or additions to the guide, please email Sadia Abulkadir at [email protected] with the subject line “Neighbors United Employer Resource Guide.”
© COPYRIGHT 2022. ALL RIGHTS RESERVED.
Photos courtesy of Angie Smith Photography and Daniel Olson Photography.