eaking the Glass Ceiling
3. We updated our screening process to consider gender
and ethnicity and consciously increased our interview
offers to women and underrepresented minorities.
4. We took into account other aspects of diversity, such as
socioeconomic or educational disadvantage, LGBTQ
status, and current or past military service.
5. We placed greater weight on volunteer service, leadership, teaching and research, and the potential for continued engagement during residency and beyond.
6. We dispensed with threshold USMLE scores and blinded
our selection committee to the scores, which have not
been shown to correlate with performance in residency
7. We instituted “diversity recruitment days.” On those
days, we include more underrepresented faculty and
residents on our interview panel, and we invite our medical school’s chief diversity officer to
speak about what it is like to train at
our institution and live in our city.
8. Our chair committed funding from
our educational endowment to invite
two or three highly qualified underrepresented minority students to
take a month-long visiting elective in
our department, allowing them to get
to know our program and our city.
The changes in our recruitment process have had profound positive effects on our residency. Last year, we matched
seven women and three underrepresented minorities. I am
proud that the same young woman who asked why I cared
about diversity ultimately matched into our program. I feel
honored that she trusted that we truly do care about inclusiveness and empowering all of our residents. I am excited
that her presence will remind our department to continually
focus on ways we can do better in attracting more diverse
candidates to our field. I hope that by reading about my journey, you too will reflect about what your program can do better when it comes to diversity. After all, we are in a unique
position to recruit the future of radiology. Together we can
make radiology a specialty in which women and underrepresented minorities feel welcomed and valued!n
I knew my resident selection practices needed to change.
After my first year as program director, our department recruited
a new vice chair for education who had
been the residency program director at
a different institution and had great success in recruiting diverse classes. He
suggested that the best way to achieve
diversity, equity, and inclusion is to actively recruit women and underrepresented minorities rather than simply
crossing our fingers and hoping that
they would choose our program.
Together, we took the following steps to
restructure our interview process:
1. We revised our website, which now states, “We strongly
value applicants who come from diverse backgrounds, as
we believe this enhances the educational experience for all
residents and faculty.” This change is noticeable to our candidates and defines our values.
2. Our interview panel underwent implicit bias training so
that we were aware of our inherent biases while evaluating
It’s been confirmed that diverse
groups are less inclined to succumb
to “group think” and are more
innovative and creative, benefiting
all members of the organization.
We strongly value applicants who come
from diverse backgrounds, as we believe this
enhances the educational experience for all
residents and faculty.