\n\tThe topic of unconscious biases in recruitment is a well-worn issue and in fact, it is so well-worn, that many people believe it is a thing of the past.<\/p>\n
\n\tThe reality is, that despite our best intentions, unconscious biases – our deeply buried prejudices about people different from ourselves \u2014 continues to shape hiring decisions.<\/p>\n
\n\tIf you prefer a candidate who went to University because you associate this with intelligence, it\u2019s still a harmful unconscious bias. A background of higher education doesn\u2019t automatically mean that person is more intelligent than other candidates.<\/p>\n
\n\tThis bias can happen to all of us. Unconscious biases happen automatically in our brain and are based on social norms and stereotypes we grew up with. So, how can you change something you have absolutely no control over?<\/p>\n
\n\tThe point isn\u2019t to get people to accept that they have biases, but to get them to see how those biases can affect their decisions. Training in awareness is the first step to unravelling unconscious bias because it not only allows you to realise that everyone possesses unconscious biases but assists you to identify your own.<\/p>\n
\n\tThe following list identifies common assumption traps that may limit a fair evaluation of a candidate\u2019s suitability for a role.<\/p>\n
| \n \n\t\t\t\t\tHalo effect<\/strong><\/span><\/p>\n<\/td>\n \n\t\t\t\t\tBias<\/strong><\/p>\n \n\t\t\t\t\t <\/p>\n \n\t\t\t\t\t <\/p>\n \n\t\t\t\t\tAwareness<\/strong><\/p>\n<\/td>\n \n\t\t\t\t\tOne good comment or favourable impression at the beginning of an interview can impress us, blinding us to flaws that present themselves during the rest of the interview. And due to this positive initial impression, we may then tend to over-rate them on subsequent answers.<\/p>\n \n\t\t\t\t\tThe problem can be minimised by structured interview methods that utilise response-rating scales and also by interviewer training to improve our skill in the area of objective questioning and response rating techniques. Keep an objective approach all through the assessment.<\/p>\n<\/td>\n<\/tr>\n \n\t\t\t\t\tPersonal attraction<\/strong><\/span><\/p>\n<\/td>\n \n\t\t\t\t\tBias<\/strong><\/p>\n \n\t\t\t\t\t <\/p>\n \n\t\t\t\t\t <\/p>\n \n\t\t\t\t\tAwareness<\/strong><\/p>\n<\/td>\n \n\t\t\t\t\tUsually related to age, gender, physical features, dress style and first impressions. Because we like the applicant or do not like the applicant, based upon extraneous factors, we may come to the conclusion that they will or will not \u2018fit\u2019.<\/p>\n \n\t\t\t\t\tBeauty is somewhat in the eye of the beholder, and our impressions may be quite different to those of other team members. Team fit requires an objective analysis of areas such as the relationship between various work environments or job factors, the values, the attitudes and traits of the individual.<\/p>\n<\/td>\n<\/tr>\n \n\t\t\t\t\tBlack cat syndrome<\/strong><\/span><\/p>\n<\/td>\n \n\t\t\t\t\tBias<\/strong><\/p>\n \n\t\t\t\t\t <\/p>\n \n\t\t\t\t\tAwareness<\/strong><\/p>\n<\/td>\n \n\t\t\t\t\t\u201cI once hired a person from the ABC Corporation and they turned out to be hopeless. I\u2019m not hiring someone else who has worked there!\u201d<\/p>\n \n\t\t\t\t\tThe reasons for an individual\u2019s non-performance will often be quite independent of the organisation they worked for!<\/p>\n<\/td>\n<\/tr>\n \n\t\t\t\t\tCloning<\/strong><\/span><\/p>\n<\/td>\n \n\t\t\t\t\tBias<\/strong><\/p>\n \n\t\t\t\t\t <\/p>\n \n\t\t\t\t\t <\/p>\n \n\t\t\t\t\tAwareness<\/strong><\/p>\n<\/td>\n \n\t\t\t\t\t\u201cI was motivated and worked really hard when I was in my late 20\u2019s. This job requires a high level of motivation, so I want someone under 30.\u201d Or, \u201cSally did a great job, I want someone just like Sally.\u201d<\/p>\n \n\t\t\t\t\tMotivation is quite a complex construct to measure. An individual\u2019s level of achievement drive will generally vary depending upon the situation they are in, their life experiences and inherited traits.<\/p>\n<\/td>\n<\/tr>\n \n\t\t\t\t\tStereotyping<\/strong><\/span><\/p>\n<\/td>\n \n\t\t\t\t\tBias<\/strong><\/p>\n \n\t\t\t\t\t <\/p>\n \n\t\t\t\t\t <\/p>\n \n\t\t\t\t\tAwareness<\/strong><\/p>\n<\/td>\n \n\t\t\t\t\tWe all have deeply held belief systems and often are unable to recognise when the things we believe are true, and when they are based on inaccurate information. Stereotyping can be both positive and negative, but either way they may lead us to make inaccurate decisions based on false or insufficient information.<\/p>\n \n\t\t\t\t\tThe result of inaccurate stereotyping is that great candidates might not make it to the interview stage, or if they do, they will be perceived as less competent because of the interviewer’s assumptions.<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n \n\tFor starters, just being aware of those biases and how they affect your decisions will help you make better hiring choices.<\/p>\n \n\tBy improving your awareness of unconscious biases, you\u2019ll become more self-aware of whether you are being influenced too heavily by your assumptions, expectations and preferences.<\/p>\n \n\tIn return, you\u2019ll strengthen your ability to make fairer, more informed decisions during recruitment that ensure you hire the best people for your business.<\/p>\n \n\tBe honest, not defensive<\/strong>. Acknowledge that you can\u2019t always trust what your mind is telling you. Focus on what a candidate is actually saying and doing.<\/p>\n \n\tPrior to the interview, establish critical criteria<\/strong> – for fairly evaluating all candidates.<\/p>\n \n\tStandardise your interviews –<\/strong> ask everyone the same interview questions. In hiring the right person, going with your gut during an interview is not the best practice. Structured interviews, where each candidate is asked the same set of defined questions, minimises biases by allowing you to focus on the factors that have a direct impact on performance for the role.<\/p>\n \n\tInvolve your team.<\/strong> If you find that you keep interviewing candidates with similar backgrounds, ask others to also interview the candidates as an added check.<\/p>\n \n\tChange your processes<\/strong>. For example, blind interviews involve removing identifying information from resumes, such as name, gender, age, and even schools, in favour of focusing on skills and experience alone.<\/p>\n \n\tThe impact of unconscious biases can have far-reaching effects on a company, preventing it from hiring the best people for the job and robbing it of the diversity of backgrounds and ideas that can lead to better problem solving and, ultimately, improved business results.<\/p>\n |