Overcoming Unconscious Bias in Hiring: Strategies and Solutions | Assignments Human Resource Management

BIAS SOLUTION

1. Confirmation Bias: This is a tendency

for people to search for information that

supports a pre-conceived belief about the

applicant formed before the interview.

(Dipboye and Phillips, 1989). This means

that interviewees seek to confirm a

possibly shallow impression of the

candidate's pre-interview, as opposed to

having a more open perspective on the

candidate's abilities.

Listen to the judge: the instructions given to

the jurors by the judge are always the same:

listen to all the evidence before concluding.

The same advice should be given to each

interviewer

2. Intuition: A large part of the candidate

evaluation process is based on intuition

because insufficient data are available to

objectively test each area of the

candidate's suitability for culture and job

requirements. The problem is that

intuition is not reliable because it is

believed to be susceptible to factors not

related to the hiring decision like

emotion, memory, etc.

Awareness: You will need to understand what

prejudices are hiring and how they work.

Managers are looking to educate and train

workers on the topic. Awareness training is the

first step towards unraveling unconscious bias

because it allows employees to recognize that

everyone possesses them and identify their

own.

3. Stereotyping: forming an opinion on

how people of a given gender, religion,

race, appearance, or other characteristic

think, act, respond, or perform the job

without proof that this is the case.

Go blind for the review of the resume: Next,

you must level the playing field by ensuring

that you are focused on the specific

qualifications and talents of your candidate,

not the demographic characteristics surface.

Software programs are useful for you to blind

the process.

4. Inconsistency in questioning: Asking

each candidate's different questions leads

to a skewed assessment of who would do

the job best. Questions aimed at

obtaining specific information about a

particular candidate are only appropriate

in the context of a core set of questions

from all candidates.

Standardize interviews: structured interviews

whereby each candidate is asked the same set

of defined questions, standardize the interview

process and minimize bias by allowing

employers to focus on factors that have a

direct impact on performance. Scorecard that

grades candidate’s responses to each question

on a predetermined scale. The objective is to

make the interview a third independent data

point.

Partial preview of the text

Download Overcoming Unconscious Bias in Hiring: Strategies and Solutions and more Assignments Human Resource Management in PDF only on Docsity!

No

BIAS SOLUTION

1. Confirmation Bias : This is a tendency

for people to search for information that supports a pre-conceived belief about the applicant formed before the interview. (Dipboye and Phillips, 1989). This means that interviewees seek to confirm a possibly shallow impression of the candidate's pre-interview, as opposed to having a more open perspective on the candidate's abilities. Listen to the judge: the instructions given to the jurors by the judge are always the same: listen to all the evidence before concluding. The same advice should be given to each interviewer

2. Intuition:^ A large part of the candidate

evaluation process is based on intuition because insufficient data are available to objectively test each area of the candidate's suitability for culture and job requirements. The problem is that intuition is not reliable because it is believed to be susceptible to factors not related to the hiring decision like emotion, memory, etc. Awareness: You will need to understand what prejudices are hiring and how they work. Managers are looking to educate and train workers on the topic. Awareness training is the first step towards unraveling unconscious bias because it allows employees to recognize that everyone possesses them and identify their own.

3. Stereotyping:^ forming^ an^ opinion^ on

how people of a given gender, religion, race, appearance, or other characteristic think, act, respond, or perform the job without proof that this is the case. Go blind for the review of the resume: Next, you must level the playing field by ensuring that you are focused on the specific qualifications and talents of your candidate, not the demographic characteristics surface. Software programs are useful for you to blind the process.

4. Inconsistency^ in^ questioning:^ Asking

each candidate's different questions leads to a skewed assessment of who would do the job best. Questions aimed at obtaining specific information about a particular candidate are only appropriate in the context of a core set of questions from all candidates. Standardize interviews: structured interviews whereby each candidate is asked the same set of defined questions, standardize the interview process and minimize bias by allowing employers to focus on factors that have a direct impact on performance. Scorecard that grades candidate’s responses to each question on a predetermined scale. The objective is to make the interview a third independent data point.

5. First impressions:^ An interviewer could

make a snap judgment about someone based on a positive or negative first impression clouding the whole interview. For example, letting the candidate wear out of the ordinary clothes or have a heavy regional accent precede the knowledge, skills, or abilities of the applicant. Consider likeability: Likeability as perhaps the hiring process's most challenging issue. Ask yourself, does it matter if you like the person you hire? And how important is it to you? Rating candidates as you would on their other skills during the interview. Do the opposite of your typical first impression reaction: Most people are looking for positive confirming facts for people they like and negative facts for people they don't like. By doing the opposite, you can neutralize your biases.

6. Negative emphasis: This involves

rejecting a candidate based on a small amount of a common occurrence of negative information. Research suggests that interviewees give twice the weight of favorable information unfavorable information. Give a work sample test: Evaluating work sample tests from multiple applicants also helps calibrate your judgment to see how candidate A compares with candidate B. Asking candidates to solve work-related problems or take part in a skill test gives important insights. A skill test forces employers to criticize the quality of a candidate's work as opposed to judging them unconsciously on the basis of appearance, gender, age, and even personality

7. Halo^ /^ horn^ effect:^ The^ halo^ effect

occurs when an interviewer allows the candidate to overshadow one strong point or have an effect on all else. Knowing someone went to a particular university, for example, could be viewed favorably. Everything that the applicant says is seen in this light during the interview. The effect of the horn is the opposite that allows one weak point to influence everything else. Wait 30 minutes: Force yourself to wait at least 30 minutes before deciding whether or not to make a yes. Whether you like the person or not, collect the same information from each candidate during this time. If you do all of the above first, this waiting will be much easier.

8. Cultural noise:^ Because the candidate

wants the job, she or he will give the words that the interviewer wants to hear, even though those words are not entirely true. For example, if this is not the case, an applicant might say that he has no problem reporting to a younger person or Use evidence, not emotions, to assess the person: Words like feel, think, good and not sure are evidence of emotional and biased decision-making unless backed up with evidence. While the candidate is quiet, the fact that he was assigned to two cross-functional leadership teams reporting on critical projects

Overcoming Unconscious Bias in Hiring: Strategies and Solutions, Assignments of Human Resource Management

Related documents

Partial preview of the text

Download Overcoming Unconscious Bias in Hiring: Strategies and Solutions and more Assignments Human Resource Management in PDF only on Docsity!

No

BIAS SOLUTION

1. Confirmation Bias : This is a tendency

2. Intuition:^ A large part of the candidate

3. Stereotyping:^ forming^ an^ opinion^ on

4. Inconsistency^ in^ questioning:^ Asking

5. First impressions:^ An interviewer could

6. Negative emphasis: This involves

7. Halo^ /^ horn^ effect:^ The^ halo^ effect

8. Cultural noise:^ Because the candidate