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.

 

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The 3 C’s of Employee Feedback

SHERYL SANDBERG quote

They say feedback is the breakfast of Champions.

I say for an employee it is also lunch, dinner and dessert.

Whether we realize it or not, we’re always giving or receiving feedback. Sometimes it’s explicit, like in a one-on-one meeting, or it’s implicit, through our tone of voice and body language. Whatever be its manner, performance feedback can either inspire, uplift, and motivate the recipient to do better or it could even lead to de-motivation, resentment and loss of morale.

Feedback is an organisational imperative. To improve one needs feedback, to grow one needs feedback, to know that they are on the right track one needs feedback. Feedback is the invisible guide rope that keeps the team on track towards the organisation goals.

Hence, the ability to give and receive feedback is a skill that needs to be honed. Developing proficiency in this area is essential to building good relationships with and inspiring your team to peak performance.

Constructive performance feedback hinges on the three C’s – Clarity, Consistency and Consideration. These three C’s together help to shape the behaviour of employees and to keep them aligned to the organisation purpose. Lets consider each.

Clarity

Bosses and managers avoid confrontation because they would rather have peace and harmony. As a result the tendency is to soften the edges of the feedback. The feedback – Karan always gives his best only allows Karan to walk away thinking that he is doing okay. The organisation doesn’t get any insight on his ability, contribution or potential.

If Karan is a high performer he is going to be frustrated. If he is a marginal performer he gets affirmed and his mediocrity is reinforced.

Instead a specific feedback would affirm Karan in areas he is doing well and help him precisely focus on areas he needs to improve on.

Considerate

Performance feedback is not an opportunity to get even. Be tough, not mean. When someone drops the ball at work and you have to give him or her feedback, resist the inclination to belittle the person. Focus on the behaviour not on the person.

Discuss the behaviour you witnessed without allotting causes. For example, you could say that the report you needed wasn’t done on time, but don’t assume it was because he is not interested in his job. Instead, talk about the impact of not receiving the report on time and how that affected others. Give him a chance to explain why it wasn’t completed at the deadline.

There is no one way to do a task. In our eagerness to give feedback are we limiting the creativity of the staff. Before giving someone feedback, check to make sure that your expectations are reasonable . Limiting your staff to do everything your way limits innovation, learning in your organization and robs you of the varied skills, experience and perspective of your employees.

Don’t lose sight of your purpose for offering that feedback: to improve the employee’s performance.When a negative feedback is inevitable , make sure to deliver your criticism in private. There’s nothing more humiliating than being criticized in front of your co-workers.

Understanding that every person deserves a modicum of respect is critical to the entire process.

Consistent

When I am happy I am effusive in praise, slow to criticize. When I am not happy I sting with my criticisms and am stingy with praise. That lack of consistency is felt by people who I work with and keeps them off balance. Keep your emotions outside the equation. Being aware of how I behave and how factors impact me is a good start to responding to opportunities for feedback in a consistent manner.

To these three C’s we can also add the fourth C which is Constant. The feedback needs to be part of the routine. Leaders, managers and supervisors need to be praising and critiquing everyday whether it is effort or outcome.

Based  on the way it is delivered feedback can be of two types – Informal & Formal –

Informal feedback is spontaneous and made on the spot when possible. The closer in time and space the behaviour is paired with the consequence , the stronger the connection.  There are different ways to do this. It can be as simple as a compliment (Hey Arun , nice job with the presentation) or  mild rebuke ( Nitin, need you here okay?)

Informal feedback needs to become part of the workplace culture. Its especially important for new employees as they learn the ropes of not only their new job but also the company. Givning feedback early and often leads to the employee getting shaped up and aligned much faster.

The power of informal feedback cannot be overstated. When people get quick feedback the damage mistakes is minimized leading to faster results.

Formal feedback is given regularly on a weekly monthly or quarterly basis. Too many times when someone is called in for a one on one its only for screw-ups. Eric Schmidt the ex-CEO of Google shares an example where an engineer had shown exemplary performance so Eric decided to call him to his room personally. The engineer came in white and ashen faced and asked – “Have I done anything wrong?”. At Novel the culture was that if the CEO calls you for a one on one – it was to get fired.

Positive or helpful feedback makes sure the person knows what went right and what went wrong and points them in the right direction.

To sum-up, feedback is a crucial organisational tool. The satisfaction you gain from watching your team work together like a well-oiled machine will make the effort expended on your regular feedback sessions entirely worthwhile.

Prakash Francis is a Talent expert based in Bangalore.

 

Employee : Are you Too Nice?

Two Roads
TWO ROADS IN A WOOD

Two roads diverged in a yellow wood,

And sorry I could not travel both…

…. I took the one not too nice,

And that has made all the difference.

Robert Frost (modified)

Have you been trying to be a nice person at work? Have all your attempts at being nice made you feel miserable? Perhaps you might consider being “polite” instead. This subtle shift can make all the difference to your future.

Being Nice has its pluses. Nice people are an asset to the organisation. They are well liked and are fun to have around. They are accommodating, helpful and Easy to work with. But Too often we find the nice employee gets passed up for promotions.

Does that surprise you?

Russ Edelman in his book Nice Guys can get the Corner office Says that Being too nice impedes career growth. According to him Nice people are so caught up in pleasing others and getting others approval that they don’t stand up for themselves. If you are a nice person, which most of us are, this insight can hurt.

Right from a very young age we are taught not to fight, not to confront, not to be blunt in voicing our opinions, not to hurt others. We are taught to be sensitive to the people around us. That is a very good thing. Thanks to this grooming we are tuned into other people’s feelings being careful not to cause them any kind of discomfort. In the process some of us overlook our own discomfort. And, in a work place this kind of orientation can at times lead us astray.

For instance it can promote conflict avoidance when practical solutions need to be ironed out by confronting the problem. Avoiding Face – offs at all cost leads to a refusal to address important disagreements in a straightforward manner which would help in improving performance.

Being nice is good but there is a point beyond which the rules of diminishing returns take over. If we were to plot the relationship between being Nice and performance it would be an inverted U. Beyond a point being nice becomes a problem.

 

inverted U

  • In trying to be Nice people suppress their view points to go with the flow even if they are strongly opposed to the view. The organisation misses out on valuable inputs and eventually suffers.
  • Out of deference to others nice people end up saying yes to everything and get taken advantage of.
  • Nice people feel awkward in accepting their rightful credit. A nice person believes he is being humble but not valuing your own work has its pitfalls. You miss out on your rightful credit and the just rewards.

To succeed at Work and avoid these eventualities there is one primary tenet which  people having a “Nice Guy” syndrome need to keep in mind.

  • Business is competitive. It is a place where people come together to work and they also compete. “Competition” is an intrinsic part of business. Performance counts. There will be winners and there will be losers. We need to decide with which crowd we might want to throw our lot in.

At the workplace the urge to be Nice needs to be balanced with the requirements of achieving results both individual and organisational. Nice people need to realize the importance of speaking up when they perceive that actions are not taking them towards agreed upon goals. Working in an organisation means times when we work with compromises, it involves mutual give and take. But win-win on paper should also be win-win in reality , Nice types should not allow themselves to be shortchanged.

So how do we move away from this self-defeating tendency ?

To start with it requires a mental shift from “nice” to “polite”.  That means we stay kind and considerate to our office colleagues but are clear about our boundaries. It means we are do not hesitate to speak up.

This mental shift would not be easy for the Nice and sensitive souls but it can be done. It will require practice. Here is how –

Know what you want. Have a clarity on your goals. This will ensure that you get to prioritize your results over others needs and requests. Getting clarity about your goals and internalizing the same would take time. But it will help in setting your boundaries.

Acknowledge Anxiety. When you anticipate others discomfort you might turn anxious. Acknowledge the anxiety and Let it be. Face your fears and move on.

Fake it till you make it: As Sheryl Sandberg the COO of Facebook in her book LeanIn says – sometimes you can’t wait for everything to be feel right. You might not feel confident but Just go ahead and fake it. Fake assertiveness speak up even if you don’t feel like it. See what happens.

If being Too Nice is an issue that is affecting your work it would need more attention. Start reading on this topic and enroll for workshops on assertiveness training. You could even get a coach to help you out.

_____________________________________________________________________________

The difference is too nice – where ends the Virtue, and begins the vice.

Alexander Pope

Prakash Francis is a Talent expert based in Bangalore. 

 

 

Interview Question:What is your greatest Weakness?

I have come to learn there is a virtuous cycle to transparency and a very vicious cycle of obfuscation.

Jeff Weiner (CEO Linkedin) 

The question “what is your greatest weakness” continues to be one that stresses and stumps candidates. Sort of putting them between the devil and the deep blue sea. On the one hand you do not want to appear insincere, on the other you are not in a position to highlight something that could be red flag for the interviewer.Strengths and Weaknesses - Internal Part of a SWOT Analysis

You might wonder why ask such a question – and make candidates uncomfortable?

The reason is simple. It is to find out how aware you are about your weaknesses and strengths. Further, it gives an indication about how open you might be to receive some constructive feedback. This question in a way helps in developing clarity about your fit for the role.

There are multiple ways to handle this question and the online sources have a number of them listed out. But most of the listed advice is cute to say the least. One often quoted suggestion is to turn a strength into a weakness – I am a perfectionist. The problem is that the interviewer is likely to have read the same blogs, and he is going to know where you are coming from. This kind of response makes you appear evasive, and raises a red flag on your honesty.

Instead consider scenario shared below. Note how this candidate tackles the question in an open, transparent manner.

Interviewer: Ravi, can you tell us about your greatest weakness?

Ravi(candidate) : Sir, I assume you mean with respect to the job I am interviewing for.  

Interviewer: Yes, You are right.

Ravi: I feel I need to work on my organizing ability and productivity. Let me explain. I have a good record at my work so far. I have consistently achieved or surpassed the numbers and have been commended for the same. I have excellent ability to approach and persuade prospects and clients. I am good at asking questions and am good at follow-up. But where I fall short is in not being completely organised. I can be better at managing my time and in organizing myself in a manner that I my productivity improves and I am able to achieve much more. 

Interviewer: Mr. Ravi, does that mean you are saying that you are not productive enough.

Ravi: No that is not what I am saying. What I am saying is that with my existing skills I am good on the job considering my overall performance – but I can do a lot more. But to move ahead in my career –I need to work on my ability to organize myself, so that I can handle greater responsibilities with ease.

Interviewer: If you are good on the job and that is shown by your performance results that means it is your strength. We would like to see an example of your failing.

Ravi: I see where you are getting at. But thing is that I do not like to fail so I try to anticipate such situations and prepare myself accordingly. Based on self evaluation I realize that – if I do not work on my skills of organizing I will have challenges while taking up greater responsibilities and work loads. Hence I am preparing myself accordingly – by reading books on the topic and enrolling for courses.

I hope I have answered to your satisfaction , I would appreciate if you could share your thoughts on areas that I could improve upon.

This is one way to handle the question. Have a frank discussion about your weaknesses.Inability to stay organized is a weakness – yet it is a weakness a number of candidates struggle with especially in the early years. The other thing is that the candidate is open about how he is tackling the situation and his keenness to improve himself.

This answer displays

  1. the candidates thought clarity,
  2. Self awareness
  3. Willingness to work on himself.

All attributes of a positive, career focused candidate.

The writer is a Talent Acquisition Expert based in Bangalore.

 

 

The Secret to a Great First Impression

People will forget what you said. People will forget what you did. But people will never forget how you made them feel.” Maya Angelou

First impressions are not about you!

They are about the person you are trying to engage with.

And as to the question  ” How to make a great First first impression?” the Best response is “Don’t try to impress.”

Engage the person and get interested in him/her.

Trying to impress will get you the opposite result of what you desire.

When we go to social events we come across some people who appear fake. These people are worried about impressing you rather than being genuinely interested in you. It is a turn-off.

On the other hand, what about people we do like. People whom we like to speak to, to engage with? What is it about these people that we get impressed with?

In my opinion, it has a lot to do with being natural, being comfortable in our own skin. Being genuine.

Broadly the traits that lead us to get impressed can be classified into two categories :

  1. Non Verbal
  2. Verbal

These two aspects form the microcosm of our impact on people when we meet them for the first time.

Non Verbal

The cornerstones of good Non-Verbal engagement are –

Eye-contact

They say Eye contact begets eye contact. Typically people are comfortable in holding our gaze for 2-3 seconds but with mutual consent this gaze gets prolonged. Scientifically it is proven that there is a neurological connect, during good eye contact, ( activation of mirror neurons), which creates a bond. This ability to maintain a good eye contact has a huge impact on how we are perceived by others. Good eye contact paves the way for the next key factor of Non Verbal impact The smile.

jackma-kcxG--621x414@LiveMint

Smile

The transition from an eye-contact to a smile takes just a few milli-seconds. First the eye contact , followed by a smile then perhaps an imperceptible nod. The smile here refers to a “genuine” smile. A smile that involves all the muscles around the mouth and the eye. Infact scientists even have a name for this smile , it is called the ” Duchenne” smile after the neurologist who goes by the same name.

Both eye contact and the smile do not involve a tactile touch. The next cornerstone of non Verbal engagement involves a physical touch, that is the Handshake.

Handshake

The rules for a good handshake are simple. A firm clasp, a gentle shake and a confident stance. The duration would not be more than 3-4 seconds. Again it is based on mutual consent. More than 6-7 seconds and things can get weird. Mentioning your name during the handshake leads to better name retention.

These are the fundamentals for good non – verbal engagement and this entire routine (Eye-contact , Smile and Handshake)would take less than 10 seconds. These 10 seconds pave the way for the next stage which is the “Conversation”.

Conversations are the “Building Blocks” of a relationship. Infact they are the life blood of healthy relationships. Business or personal. While the Eye-contact , Smile and the Handshake help in creating the initial “impression” it is the actual conversations that will determine what impression you leave the person with.

Having a good engaging conversation is not about being witty, or in cracking jokes. If it comes naturally to you well and good. Else stay clear. Don’t try to be funny.

Engaging in conversations is as simple as showing genuine interest in what the other person has to say and in response, sharing your thoughts in a positive, non-intrusive manner. It is all about giving the other person the “Gift of your Attention”.

There is a ton of literature online about how to become a good conversationalist. The advice revolves around asking questions, active listening, nodding your head appropriately etc. Perfect advice no doubt. But if it doesn’t come naturally to you, don’t do it. People see through the fake stuff. Often we fall into the trap of showing these outward signs of listening to the person, while actually we are thinking about what to say next. We get in to an auto mode. That ultimately kills conversations.

The key to good memorable conversations is to stay true to yourself and be genuinely interested in the other person. It is about how you make the other person feel. Because that is what they are going to remember. Nothing is worse than a person realizing that he was speaking to a wall.

Incase you are not interested in what he/she has to say – politely dis-engage. Move onto the person you find interesting to talk to.

Best way to get better at conversations is to have more of them.

I am reminded of an old story of a wise man named Chidananda.

Chidananda was a great writer and once he was called to speak about writing to a bunch of college students. He went on stage and asked “How many of you really want to be writers”?

All hands went up.

“In that case” he said “ I suggest you all must go home and write”

With that he left.

So, if you want to genuinely engage with people for the first time or the nth time – meet more people and start having more conversations.

I do the same.

Prakash Francis is a Talent Acquisition Expert based in Bangalore.    

 

 

 

In a Rut

Do you feel like you are trapped , stuck in one place? Are your dreams getting un-stuck? Are you running and running and running only to stand still , maybe you are even sliding backwards.

old_car_stuck_in_a_rut

What do you do when you find yourself in such a situation?

Do you start fantasizing about your dream vacation – that long desired trip to Malibu , Tahiti or Monaco?

Or perhaps you start working longer hours, working harder. Kicking screaming frantically flailing your arms throwing in all that you have got.Digging in, waiting out.

What if you have waited long. And, nothing has changed.

What then?

What should you do?

Should you try out a totally different track?

 

What would that be?

Why are’nt you taking that?

What is stopping you?

 

 

 

A case for Interning

What does Steven Spielberg has to teach us about Interning?

intern_nation_are_we_exploiting_a_generation_of_workersSteven Spielberg was a movie fanatic who was desperate for a job in the film industry. One day he landed at the Universal Studios , looking for a job. No one had one for him. So he just hung around. He showed up day after a day even though no one wanted him there. But he hung around and volunteered to do anything that was required to be done.

By doing unpaid jobs at the studio he got to watch movies being shot. He learnt by watching  and interacting with folks in the industry.

Eventually the studio invited him to do a short film. And rest ….. well you know it.