Con­quer­ing prej­u­dice

The Smart Manager - - Conquering Prejudice Hr -

Ac­cord­ing to Ho­race McCormick, Pro­gram Di­rec­tor of UNC Ex­ec­u­tive De­vel­op­ment at the Univer­sity of North Carolina Ke­nan-Fla­gler Busi­ness School, un­con­scious bi­ases are a fact of life. Ev­ery­one har­bors them—and takes them into the work­place. Un­con­scious bi­ases in the work­place can stymie di­ver­sity, re­cruit­ing and re­ten­tion ef­forts, and un­know­ingly shape an or­ga­ni­za­tion’s cul­ture. Un­con­scious bias can skew tal­ent and per­for­mance re­views. It af­fects who gets hired, pro­moted, and de­vel­oped— and this un­wit­tingly un­der­mines an or­ga­ni­za­tion’s cul­ture.

It is no se­cret that or­ga­ni­za­tions and busi­nesses of­ten rely heav­ily on the pro­fi­ciency of their re­spec­tive hu­man re­sources de­part­ments to ex­e­cute crit­i­cal hir­ing de­ci­sions. Se­lect­ing suit­able can­di­dates from a sea of ap­pli­cants to take up a po­si­tion in a com­pany can be chal­leng­ing, to say the least. That be­ing said, there are un­doubt­edly key fac­tors that de­ter­mine the hir­ing process. The busi­ness and its HR depart­ment should com­pre­hend and ap­pre­ci­ate the same val­ues and con­sid­er­a­tions to en­sure that the new re­cruits meet the req­ui­site qual­i­fi­ca­tions, are able to up­hold per­for­mance stan­dards, and equipped to adapt to the com­pany cul­tur­ally. Re­cruit­ment is of

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