Also, be careful when you broach the subject of hiring into the conversation. Certain subjects can become controversial, especially when they undermine the people who are hired in those categories or even lead to a lash back from the advantaged groups. Research suggests that diversity in the workforce can be of immense business advantage. At the end of the day, it is the leader’s job to determine what they’ve done to set out to achieve certain diversity goals, if they have any. This would also encourage the company to keep diversity and equality on top of the hiring process.
Stick with a method that does work, and substantially reduces error in predicting the outcome. Humans are biased, emotional and inconsistent when interviewing. As a result, only one in five interviews increase the odds that a hired candidate will be successful. Unconscious bias or stereotypes can create a non-level playing field for legitimate job seekers. It is rare that an interviewer ever goes home to find out the candidate who was hired was not successful elsewhere. One notable example of this being Jan Koum, who was declined a job offer at Facebook and then ended up selling his startup Whatsapp to Facebook for $19 billion.
Implement these steps at the forefront of your hiring process. Recognize what you’re doing wrong with your recruitment process. Make sure you keep experimenting with what works best in your context. Hiring managers are powerfully and unconsciously influenced by their biases. It can be extremely difficult to remove bias from an individual. Although, it is quite possible to design a process that makes it harder for biased minds to skew the hiring process with their judgment. Stop wasting your resources by trying to de-bias the mindset. You should instead design a smarter hiring
process that makes biases powerless, thus breaking the link between biased and discriminatory beliefs. This will also help your organization save millions of dollars from hiring a candidate not suited for the job. Most companies and individuals make less investment in human capital, particularly when using interviews to evaluate candidates. Interestingly, most organizations spend 70% of their operating budgets on workforce expenses. Rarely do these organizations measure the success of the hiring managers in their ability to select the right candidates. It is also rare for hiring managers to hold themselves accountable for becoming better interviewers. Using the aforementioned tips you can evaluate the qualifications and suitability of the job candidates, by comparing interview-based predictions with the performance on the job. It is quite possible that your organization’s return on human capital interview will increase over time as you acknowledge and reduce bias over time.