Manage Bias in Hiring: Effective Strategies for Objective Recruitment
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What Are Selection Procedures? Selection procedures are the methods or tools used to make employment decisions. These can include traditional assessments such as paper-and-pencil tests, work samples, psychometric evaluations, probationary periods, educational and work experience requirements, and interviews.
However, these methods vary significantly in how easily bias can affect them. For example, unstructured interviews, which are widely used, are among the least objective techniques for recruitment. Research supports this finding and highlights the importance of using more structured methods.
Understanding Bias in Recruitment
Cognitive neuroscience tells us that most decisions, particularly about people, are influenced by unconscious biases. These biases often work below our awareness, introducing subjective and emotional factors into hiring decisions.
Furthermore, bias can become embedded in recruitment practices, systematically disadvantaging certain groups. Therefore, addressing these biases is critical for improving recruitment outcomes and fostering workplace diversity.
Why Objective Recruitment Matters
Objective recruitment methods not only help find the best candidates but also reduce the costs associated with bad hires. According to the Harvard Business Review, 80% of employee turnover results from poor hiring decisions. Additionally, the Society for Human Resource Management (SHRM) estimates that a poor hire can cost an organisation up to five times their annual salary. This includes the costs of recruitment, training, lost productivity, and hiring replacements.
By reducing bias, organisations can ensure they hire the best people while taking advantage of the benefits a diverse workforce offers.
Strategies to Manage Bias in Hiring
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1. Match Capabilities to Job Criteria
To make hiring more objective, focus on the following steps:
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Define job success: Begin by identifying the critical tasks required for the role.
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Specify competencies: Clearly list the skills, knowledge, and abilities needed for success. Avoid assumptions or stereotypes.
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Rank and weight criteria: Categorise criteria as "non-negotiable," "desired," or "developable" to consider a broader range of candidates.
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Review criteria for bias: Check that your criteria are objective predictors of job performance. Avoid any traits linked to stereotypes.
2. Use Skills-Based Testing
Work sample tests are among the most reliable ways to predict job performance. Therefore, whenever possible:
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Request work samples or examples before interviews.
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Use task-specific tests that reflect on-the-job tasks. This will reduce the risk of bias.
3. Adopt Structured Interviews
Structured interviews are more reliable because they standardise the process. To make these interviews effective:
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Ask all candidates the same questions in the same order.
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Use a scoring system to evaluate answers.
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Take notes during the interview to avoid forgetting important details.
4. Reduce Bias with Technology
Technology can also help to address bias in hiring. For example:
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Blind hiring: Remove identifying details like names, gender, and age from CVs.
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Automated shortlisting: Use algorithms to match candidate skills to job requirements while avoiding biased criteria.
5. Implement Inclusive Practices
Inclusive practices can level the playing field for all candidates. For instance:
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Diverse panels: Include interviewers from different backgrounds to provide balanced assessments.
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Flexible assessments: Offer remote or video interviews and provide accommodations for candidates with disabilities.
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Address anxiety: Share clear instructions and create a welcoming environment to help candidates perform well.
6. Post-Interview Best Practices
After interviews, it’s important to follow best practices to ensure fairness and transparency:
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Provide feedback: Offer constructive feedback to unsuccessful candidates to build goodwill.
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Track metrics: Monitor diversity and inclusion outcomes at every stage, from application to retention.
Conclusion
In conclusion, reducing bias in hiring is essential for building equitable recruitment practices. These strategies, which include structured interviews, skills-based testing, and inclusive practices, ensure that the best candidates are hired while promoting diversity.
By taking these steps, organisations can effectively manage bias in hiring, leading to better decision-making and long-term success.
Sources:
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Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274. http://dx.doi.org/10.1037/0033-2909.124.2.262
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RemarkAble HR. (nd). Problems regarding subjective interview techniques. Downloaded from https://cdn.ymaws.com/www.southpalmbeachbar.org/resource/resmgr/imported/PROBLEMS%20REGARDING%20SUBJECTIVE%20INTERVIEW%20TECHNIQUES.pdf
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Bassi & McMurrer. (2007). Maximising Your Return on People. Downloaded from Harvard Business Review website: https://hbr.org/2007/03/maximizing-your-return-on-people
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Frye. (2017).The Cost of a Bad Hire Can Be Astronomical. Downloaded from SHRM website: https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/cost-of-bad-hires.aspx
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Robert Walters. (2017). Diversity and Recruitment Whitepaper. Downloaded from Robert Walters website: https://www.robertwalters.co.uk/content/dam/robert-walters/country/united-kingdom/files/whitepapers/Diversity-In-Recruitment-Whitepaper-web.pdf
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Kuncel, Ones, & Klieger. (2014). In Hiring, Algorithms Beat Instinct. Downloaded from Harvard Business Review website: https://hbr.org/2014/05/in-hiring-algorithms-beat-instinct
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Beardwell, I., Holden, L. and Claydon, T.(ed.), (2004), Human Resource Management A Contemporary Approach, 4th edition.
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Ng & Sears. (2010). The effect if adverse impact in selection practices on organisational diversity: a field study. https://doi.org/10.1080/09585192.2010.488448
Originally posted on LinkedIn
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