Recognizing and Addressing Unconscious Bias in the Recruitment & Hiring Process

Last Updated: December 16, 2021

Unconscious bias can negatively influence recruitment and hiring efforts, making it more difficult for candidates from traditionally underrepresented groups to get hired.  Learn to recognize and overcome unconscious bias, as increasing diversity results in significant benefits to an organization’s culture and bottom-line, writes Molly Brennan, Founding Partner, Koya Leadership Partners.

Every day candidates are hired—or not hired—based on factors that have nothing to do with their ability to do a job well. One of the main reasons for this is unconscious biasOpens a new window —also known as implicit bias. Unconscious bias refers to a bias that happens automatically, is outside of our control and is triggered by our brain making quick judgments and assessments of people and situations, influenced by our background, cultural environment, and personal experiences.

Unconscious bias can influence hiring decisions in ways that HR managers and other company leaders might not even realize. This unintentional discrimination negatively impacts recruitment and hiring efforts, potentially resulting in prejudicial decisions and judgments about candidates, and often making it more difficult for candidates from traditionally underrepresented groups to get hired.

Overcoming unconscious bias is critical, as increasing diversity in any organization results in numerous, significant benefits to a company’s culture and bottom-line. Diverse teams bring a variety of perspectives and experiences to the table, leading to more creativity, innovation, and problem-solving. Diverse teams experience stronger, more inclusive cultures, and can better understand and meet the needs of diverse clients, partners, and other important stakeholders.

In fact, the Business Roundtable, a group of CEOs from major US corporations, just issued a statementOpens a new window redefining the purpose of a corporation as no longer just shareholder value. “Major employers are investing in their workers and communities because they know it is the only way to be successful over the long term. These modernized principles reflect the business community’s unwavering commitment to continue to push for an economy that serves all Americans,” said Dimon.

Corporations are working overtime to create stronger, more inclusive cultures that will attract and retain the next generation of workers and create value that is measured in more than stock market value. Hiring practices—including the recognition that the role unconscious bias plays—are a critical factor in these strategic shifts.

Learn More: 3 Expert Opinions on the Rise and Applications of HR ChatbotsOpens a new window

The good news: There are actionable steps that hiring managers can take to mitigate unconscious bias so hiring decisions can be focused on whether the candidate is truly qualified for the job. Here are some initial steps:

  • Train your team. Educating recruiters and hiring managers is a critical first step. Hold internal trainingOpens a new window s about unconscious bias, explaining what it is and how to develop processes that diminish its impact.

  • Take a close look at your job descriptions. There are a number of studies that demonstrate that the impact of bias can begin the second a potential candidate reads a job description. Words like “aggressive” or “competitive” may attract more men—and discourage women from applying. Words like “friendly” and “collaborative” are apt to attract more women. Additionally, be mindful of the requirements that you include. Insisting on an Ivy League education and/or experience at a Fortune 500 company may be exclusive, limiting your candidates to a homogeneous group. Use neutral descriptions and you’ll appeal to a more robust pool of candidates. Similarly, in some fields, particularly tech, candidates often come from the same schools, programs, and previous organizations. Push recruiters and hiring managers to look beyond.
     
  • Use structured, consistent hiring processes. These include the following guidelines:
    • Develop clear core competencies before beginning a search to determine the qualities that ideal candidates should offer, and compare all prospects against the same list.
    • Ask each candidate the same interview questions to ensure that your assessments are impartial and unbiased.
    • Focus the interview questions on factors that directly impact job performance.
    • Have the same people interview all candidates so prospects can be consistently and fairly assessed.
    • Create and use an “interview scorecard” and grade each candidate’s responses to each question, then compare candidates’ scores at the end of the interview process.
       
  • Use “blind” techniques. Level the playing field with redacted resumes. Frustratingly, research has shown that candidates with “non-white” sounding names don’t get as many calls for interviews as more traditionally Caucasian names. When certain details (e.g., name, hometown, school, address) are excluded, it helps increase hiring diversity. It can also be invaluable to review “blinded” work samples to determine candidates’ core competencies in a fair, impartial way. Interesting to note: it’s now common practice for professional symphonies to hold “blind auditions,” putting musicians behind curtains so performers are judged solely on the sound and quality of their music. As a result, the number of women hired by symphonies has increased significantly.
     
  • Expand your recruiting network. Use a variety of recruiting methods to increase the diversity of a candidate pool. Look beyond personal networks, as internal teams tend to refer people that are similar to themselves in terms of race, education, and background, which can contribute a homogenous workforce. Instead, proactively expand candidate pipelines through LinkedIn, professional associations, and other networks that will allow you to move past first-degree relationships.

Unconscious bias in the recruiting and hiring process can undermine an organization’s diversity efforts. It’s critical to understand what unconscious bias is—and how to avoid it—to build a truly diverse team. The tips outlined above can help your organization incorporate informed, equitable hiring practices that lead to a more diverse, inclusive culture and team—and reap all of the associated benefits.

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Molly Brennan
Molly Brennan

Managing Partner, Koya Leadership Partners

Molly Brennan is a Founding Partner at Koya Leadership Partners, a leading national executive search firm. Molly has identified and placed exceptional leaders for a range of mission-driven clients, including Amnesty International USA, Habitat for Humanity, Sierra Club, Slow Food USA, and Natural Resources Defense Council. Molly’s particular areas of focus include leadership, retention, and diversity, equity and inclusion initiatives. Her thought leadership has been widely quoted and published in leading publications, such as Stanford Social Innovation, Philanthropy Digest and by the Society for Human Resource Management.
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