While we might think we recruit the ‘best’ person based on merit, the reality is that our automatic assumptions and stereotypes about people can impact our decision-making – often without us even being aware.
This means we can unintentionally overlook or exclude some people during the recruitment process.
As QUT Professor Paula McDonald recently shared when she highlighted the ‘plasticity of merit’: ‘an uncritical reliance on “merit” can perpetuate bias and inequality… Privilege and prejudice can be baked into merit-based evaluations.’
For example, studies shared by UK Professor Binna Kandola and Jo Kandola show common biases and stereotypes that undermine the notion that we always hire objectively:
- The gender of the people currently doing the role will influence who is seen as most suitable for it.
- Someone wishing to work flexibly will be viewed less favourably.
- When candidates write on their resume that they have been involved as a volunteer at an LGBTQ+ organisation, this can reduce their chances of being shortlisted by 40%.
- Leaders from racial minority backgrounds are less likely to be shown the respect accorded to white peers, leading to their competence being questioned.
- Studies examining implicit attitudes towards people with disabilities show they are viewed as being high on warmth, but low on competence.
That’s why it’s important that hiring decisionmakers are educated to recognise stereotypes and bias, and techniques to challenge them. One simple behavioural nudge to increase the diversity of hires is to remind employees to consider diversity right before they hire. Another way to nudge more inclusive decisions is to focus attention on missed past opportunities for supporting diversity.
Reminding employees to consider diversity right before they hire can increase the diversity of hires.
It’s equally important to pay attention to the hiring decision-making process in organisations.
The process can narrow the pool of candidates when:
- There’s a priority for speed in hiring.
- The process is not clearly explained upfront.
- Interview questions aren’t standardised for all candidates.
- Roles are defined unnecessarily tightly (e.g. technical credentials only).
- Excessive weighting is placed on experience and length of service.
- Insufficient focus is placed on demonstrated capabilities and future potential.
- There’s low recognition of skills that are easily transferable.
- Recruitment processes are designed based on neurotypical assumptions.
What steps can leaders take?
Here’s a summary of actions leaders can take to help mitigate bias and widen candidate talent pools. It draws on our new Guide to Fair and Objective Hiring for business leaders and talent acquisition professionals.
1. When designing a role and sharing information about the job, then ...
- Include a statement from the CEO or a senior leader on your organisation’s values and commitment to diversity and inclusion.
- Choose words carefully – for example, words such as ‘competitive’ or ‘exceptional’ can deter some candidates.
- Explicitly mention under-represented groups you hope to attract. For example, new research has shown that mentioning neurodivergence in job advertising, on the application form and in other recruitment materials is the number one signifier to applicants that an employer is inclusive for neurodivergent employees.
- Explain the process to be followed.
2. When briefing a recruiter or agency, then ...
- Share your expectation of receiving a broad candidate pool with a range of diverse skills and lived experiences.
3. When preparing to shortlist candidates, then ...
- Consider receiving the shortlisted resumes as anonymous CVs with references to gender, age and ethnicity removed.
- Ask candidates if they have any special requirements for the interview (such as access requirements to the interview premises or use of digital technologies)
4. When you’re setting up a selection panel, then ...
- Aim for a diverse group of leaders to sit on the panel. Most importantly, train the selection panel members to recognise and challenge unconscious biases.
5. When you’re interviewing, then ...
- Provide questions shortly beforehand to assist candidates with managing anxiety.
- Use competency-based questions that relate to the inherent role requirements and ensure all candidates are assessed on the same questions.
- Give adequate time to the process.
- Ensure the environment is conducive for varying processing styles and abilities.
6. When you’re selecting, then...
- Ask interviewers to write notes and scores before group discussions to reduce potential for groupthink.
- Consider ‘culture add’ as well as ‘culture fit’ to identify how a candidate may add to the diversity of the team mix and enhance the team’s thinking approaches.
7. When you’re onboarding a new team member, then...
- Provide workplace adjustments for team members who choose to disclose specific needs, so the environment is inclusive for varying processing styles and abilities.
If you’d like to learn more about our workshop for hiring managers, please contact us at info@diversitypartners.com.au.
Are you a Talent Acquisition Manager? We can analyse your organisation’s recruitment policy and practices, and sample job descriptions, providing tailored recommendations that enhance your opportunity to attract a wide candidate pool.
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