Organizations and individuals are becoming more conscious of the fact that everyone has implicit bias, which arises from our natural tendency to form generalizations, preconceptions, attitudes, and associations in our heads. Implicit biases have a negative impact on recruitment, retention, and opportunities for advancement in the workplace. As a result, it’s critical to learn to comprehend our human intricacies and develop ways to reduce bias in the hiring process. Training for managers will help raise awareness about bias, and help them in managing and disrupting their own misunderstandings while also becoming a part of a communal solution.
Managers hire people based on unconscious racism, ageism, and sexism. This affects their
judgement in a negative way, causing them to make judgments that benefit one individual or group at the expense of others. Biases, if left unchecked, can shape a company’s culture and standards. Managers must develop the ability to de-bias their practices and procedures.
Here are some strategies for recognizing and reducing biases.
- Seek to Comprehend – Managers must think generally about methods to simplify and standardize the hiring process when it comes to biases and hiring. To begin, they must first comprehend what hiring prejudices are and how they function. Diversity training for managers is the first step. The goal is to start a debate within the company regarding prejudices and to generate suggestions for how the company as a whole might reduce them.
- Work on Job Descriptions – Job postings are crucial in attracting top personnel and typically serve as the initial impression of a company’s culture. Even little word choices can have a big impact on the number of applications received. Masculine language, such as words like “competition” and “driven,” makes women feel like they don’t belong in the workplace. Words like “collaborative” and “cooperative,” on the other hand, tend to attract more women. This impact can be mitigated by using software that highlights stereotypically gendered words. Remove the terms and replace them with something more neutral. The idea is to look into these modifications and see how they effect the pool.
- For the Resume Assessment, Go Completely Blind – Next, ensure that you are focusing on your candidate’s specialized credentials and talents, rather than superficial demographic indicators, to level the playing field. You must consider what each individual brings to the table. Again, software programmes that blind you to the process are beneficial. A blind, systematic review procedure for applications and resumes will increase your chances of including the most qualified individuals in your interview pool, as well as unearthing some hidden gems. When a process isn’t decided a priori, it’s possible for bias to creep in.
- Give an Example of Your Work for a Test – The best predictors of future job success are work sample exams that simulate the types of tasks the candidate would be undertaking on the job. Evaluating work sample tests from numerous applicants also helps you calibrate your judgement so you can evaluate how one individual stacks up against the others. By asking candidates to solve work-related challenges or take a competence test, you might learn a lot about them. Employers are forced to evaluate the quality of a candidate’s work rather than instinctively assessing them based on their looks, gender, age, or even personality when they take a competency test.
- Interviews Should be Uniform – Unstructured interviews, which lack predetermined questions and allow a candidate’s experience and competence to emerge spontaneously via dialogue, are frequently unreliable indicators of job success. Structured interviews, in which each candidate is asked the same set of questions, standardize the interview process and reduce bias by allowing employers to concentrate on the aspects that directly affect performance. It is suggested to use an interview scorecard that rates candidates’ responses to each question on a specified scale. Ideally, interviewers are unaware of the specifics of each candidate’s performance on the CV review and work sample. The idea is for the interview to serve as a third source of data.
- Take Likeability into Account –. It’s normal to gravitate toward folks you click with right away. The opening few seconds of an interview can have a significant impact on the interview’s outcome. Employers like to recruit people they like on a personal level. This inclination toward natural chemistry or common interests, on the other hand, is something to be aware of. The question of likeability is possibly the most difficult in the hiring process. During the interview, you should rate applicants as you would for their other talents. By assigning a numerical value to likeability, you can better manage it.
- Set Goals for Diversity – Diversity goals are beneficial because they bring the issue to the forefront in organizations. However, be cautious while discussing the concept with coworkers. They can be contentious for businesses since they can undermine persons hired in those categories or provoke criticism from traditionally disadvantaged populations. Data can assist you in gaining support. Having a diverse staff has substantial business benefits. Leaders evaluate their performance against the diversity targets they set out to achieve at the end of every hiring process.
At the end of the day, having a vibrant, engaged staff with a wide range of opinions improves and expands our professional discussions. Reducing bias in the hiring process has become a hot topic and a major focus for HR departments.