Recruiter:Are you biased?

workplace-diversity-RS-770“You must work with people whom you don’t like because a workforce comprised of people who are all best office buddies can be homogeneous, and homogeneity in an organisation breeds failure.”                                               Eric Schmidt – How Google works

A diverse Workplace is a high energy workplace. Diversity in hiring and employment allows for the development of a robust, well-rounded teams that can perform better in v.u.c.a environment.

A high diversity workplace is likely to have more differences of opinions, different view-points getting aired leading to vociferous discussions, raging disagreements but in the end a better product a better service. The biggest hurdle to such a diverse workplace is the very human bias towards sameness and conformity. This bias in recruiters can be detrimental to hiring for a diverse and innovative workplace.

What is recruiter bias? Recruiters have been blamed for a lot of mischief but this is one which is not exclusive to recruiters alone – it is part and parcel to all individuals. As Daniel Kahneman in his Nobel Prize winning book –Thinking Fast and Slow says our default thinking mode Thinks Fast and Jumps to conclusions he calls it the System1 our rational mode is the System2 which is lazy and slow. So by  default we think fast and take quick decisions hence – our tendency towards bias.

But this is the very tendency which needs to be avoided if we want a diverse workforce.

How do you change something so deeply ingrained in the human psyche – something over which you have almost no control. It starts with awareness. Just by being aware that such a bias is affecting our decision making will help us in exercising caution. Leading firms are making it mandatory for all employees in decision making roles to undergo bias training.

Human race is not homogeneous. People from countries that fought wars 20 years ago over religious, cultural, racial differences are now on the same table sharing workspaces. The basic instinct of survival – our lizard brain triggers our bias against people who not from the same pond.Recruiters are no different.

Typically the biases to which the recruiters remain susceptible are the following:

Affinity Bias

“Birds of a feather flock together”.

I am reminded of my dad and this very old saying which he used often. Whenever we kids sided with mom during fights – he would call us birds of the same feather. Sarcastic Offcourse. Nevertheless there is truth in this saying.

As we are so we associate – says Ralph Waldo Emerson. We are most comfortable with people we understand, with whom we share some kind of common linkage. As recruiters we tend to hire people with whom we share some sameness. When we talk of culture fit in companies it helps businesses to run smoothly. It is the same sameness which also is a barrier to diversity, inclusion and innovation.

Confirmation Bias

This is when people have prior beliefs and look for ways to substantiate those beliefs. It is an innate tendency to seek out confirmation for our preconceived notions. An example is in the case of college passed out from. The recruiter might form a favourable or unfavourable opinion purely based on the college of the candidate in question. Once the opinion is created He/she looks for evidence to support that opinion. He/she is giving in to confirmation bias. School can be replaced by village, town, state etc for the confirmation bias to trigger.

Gender Bias

This is one of the strongest biases in the workplace. Multiple experiments have repeatedly proven the unconscious bias we have about men and women. At the workplace males are believed to have better leadership qualities even if research shows otherwise. Even when a woman’s voice is thought to be trustworthy, clear, and comprehensible on its own, her credibility is lowered when her voice is compared to a man’s voice – even if the man’s voice was deemed as not-so-reliable or intelligent on its own. In an  experiment by Harward Business School more than a decade ago, the Heidi/Howard Roizen study showed that when the exact same story was told with different names (Heidi vs Howard), participants said the woman Heidi was selfish and not “the type of person you would want to hire or work for,” while the fictitious Howard came off as appealing.

All in all, when women are compared to men, they lose. And as you can imagine, this kind of “gendered listening” is a huge problem in hiring, as you might assume someone is best for the job, but you’re not really hearing what they’re saying.

Racial Bias

Racial bias remains another strong issue. Candidates with ethnic minority names are less likely to receive a call back on submitting a resume. Many companies shy away from hiring minorities for a more difficult reason. They fear customer pushback.

Whatever be the reasons these prejudices exist. Recruitment plays a crucial role in building a diverse, forward-thinking environment in fact it is the first step. Unfortunately, the hiring process is incredibly vulnerable to the influence of unconscious bias, which can hamper objective decision making and ultimately become a roadblock to the pursuit of diversity.

Hence it is important to take steps to contain this bias.

How do we do that?

Time

Give, devote sufficient time to the hiring process. Avoid quick decisions. Let the decision rest for a few days. This would allow the System 2 of Daniel Kahneman to kick in and give us a better more rational decision. Studies have shown that allowing enough time to do evaluations increases accuracy and reduces any bias. So, allow plenty of time to read interview materials and take notes.

Structured Questions

A set of structured questions asked to all the candidates in the same sequence sets the stage to compare apples with apples and prevents bias. Research has found that structured interviews are more predictive of on-the-job performance.

The idea is to standardize the interview process to make it more fair, objective, and accurate.

Accountability

Increased accountability reduces the effect of any kind of bias and increases the accuracy of evaluations. Hence a culture/requirement for interview note taking, and evaluators using named forms, and each interviewer selection decision is justified, documented and filed. Here again the google system of using a hiring packet is worth emulating. The Hiring Packet contains all known information about the candidate based on his progress through the interview process. All members of the hiring committee get the exact same information and every decision is based on the same set of data ensuring that there is no room for bias. An important tenet they follow is that only information in the packet is considered, if its not in the packet it doesn’t get considered.

This goes to show to what extent the top firms are willing to go to get the best talent on board. The talent selection process should reflect the vision, value and goals of the firm. The best available talent that helps the organisation to realize its vision should get hired. If individual biases are impacting the hiring process in a negative manner immediate corrective action needs to be taken.

Prakash Francis is a talent expert based in Bangalore.

 

Are you Good at Conducting Interviews?

“Nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.”   Larry Bossidi – GE

Interviewing is a skill that needs to be mastered. You can get the most from the interview by carefully planning in advance what you want to learn from candidates as well as what they will need to learn from you.

Each interview needs to be in a positive frame of mind remembering that, as a prospective employer, you are also a salesperson for your firm and the position you want to fill. As you evaluate the candidate, he is also evaluating the position and you as a potential employer. Remember your behavior during this interview reflects directly on you and the firm.

Here are a six tips to have an effective interview.

Be Prepared

To start with be prepared with a list of questions. Depending on the position it is good to take the help of a subject matter expert to decide on what you want to ask the candidate.

The questions need to be a mix of open ended, behavioural and yes and no times. The objective being to evaluate the best fit from among the probables. The questions need to be structured based on the type of behavioural competence expected of the candidate. For instance to check his ability to handle stress – you could ask “What is the most stressful situation you have found yourself in at work? How did you handle it?”. To check attention to detail – “tell me about a time when you were confused by a customers request. What steps did you take to clarify things?”

Go through the resume

It is never a good idea to open the resume for the first time after the interview has started. Go through it in beforehand and also check his/her linkedin profile. Possibly you could scan the recommendations section and see what his/her colleagues have to say. This gives multiple reference points to evaluate the answers.

Follow up on the answers.

Devil is in the details. Having list of questions gives a broad direction to the interview but the real understanding of the candidates level of competence is in being able to ask specific questions based on the answers she provides. Being able to probe in an encouraging manner helps one to get a clear picture of the how well the candidate has performed a similar role in the past.

Take Detailed Notes

Jotting down as the candidate explains is key because a you will need it for reference and comparison with other candidates and b as you write down it helps to focus thoughts and you are able to frame better follow up questions for the candidate to process. It is important that you write in a legible handwriting or half your time will be spent deciphering what you have written. I mention this because when I started out in this line I used to scribble during interviews and later would be left scratching my head as to what I had written a few minutes ago. I have come a long way now.

Listen

As an interviewer your job is to listen to what the candidate has to say. Your job is to evaluate the candidate so you should be listening , most of the time. Let the candidate talk. That doesn’t mean the interviewer should not talk at all. Probably a quarter of the time should be good enough. You need to be able to explain the position, the job, and the company the culture, and answer any other pertinent questions the candidate might have. But the majority of the time needs to be spent evaluating what the candidate has to say.

Be Courteous

Sometimes the interviewers are in such a hurry to get the interview over that they right away jump into experience part. A little courtesy won’t do harm – unless you are planning on stressing the candidate for some reason. Even if that is the case it would be a good idea to mention as much towards the end of the interview. Coz, even the candidate is evaluating you, and good candidates have options. Unless you are Miranda Priestly ( Devil wears Prada) you don’t have to be rude.

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There is a chasm that separates politeness and being chummy. However attractive or like-minded the candidate might be – suppress the urge to bridge that chasm. This is not the time to make friends. You are at an interview get on with the job.

In the modern workplace where knowledge is the most important resource the ability to assess a candidate and select the best fit can be crucial differentiator to the financial viability of a project or even of a firm. That is the reason why leading organisations place so much importance on the hiring process.

Prakash Francis is a Talent Expert based in Bangalore.