Unconscious Bias in Hiring

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In today's diverse and interconnected world, it's important to recognize and address unconscious or implicit biases that can inadvertently influence our hiring decisions. These biases can affect who gets hired, who advances, and who feels valued within an organization. Eliminating bias in hiring is not just about fairness. Biases can lead to homogeneity that stifles diverse perspectives, creativity, and innovative problem-solving. By understanding and addressing these biases, we can make more equitable hiring decisions that enhance the overall performance and culture of our organizations. [[I'm not sure what unconscious bias is. Tell me more.]] [[I'm ready to explore hiring practices.]] [[I want to learn more on my own.]]

Unconscious or implicit bias is when we have automatic, hidden preferences or stereotypes that affect how we think and act without us even realizing it. These biases come from our upbringing and culture, and they can lead us to treat people unfairly based on things like race, gender, age, or background, even if we don't mean to. For example, unconscious bias may cause a sales associate at a clothing store to be friendlier towards customers of the same race and they may not be aware of their actions. [[I'm ready to explore hiring practices.]]

Here are parts of the hiring process that may introduce unconscious bias into the recruitment, selection, and hiring of employees. Which would you like to explore? [[Job Descriptions]] [[Sourcing Candidates]] [[Reviewing Applications]] [[Interviews]]

Unconscious bias can affect the human review of job applications and resumes by leading reviewers to make decisions based on stereotypes or implicit preferences related to an applicant's name, gender, ethnicity, age, education, or other characteristics, rather than solely on their qualifications and experience. Here are a few specific ways unconscious bias can manifest: *''Name Bias'': Applicants with names associated with a particular race or ethnicity may be unfairly judged or dismissed. *''Gender Bias'': Gender stereotypes can influence the perception of an applicant's competency. *''Affinity Bias'': Reviewers might favor applicants with similar backgrounds or interests. *''Age Bias'': Older or younger candidates might be unfairly assessed based on age-related stereotypes. *''Institution Bias'': Preference for candidates from prestigious institutions, regardless of their skills or experience. To mitigate these biases, organizations can implement strategies like blind screening (removing identifying information from applications), standardized evaluation criteria, and bias training for reviewers. [[I want to explore applicant tracking software review of applications.|Applicant tracking software review of applications]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

Unconscious bias can also affect the review of job applications and resumes by applicant tracking software (ATS), despite the assumption that these systems are impartial. Here are some ways this bias can manifest in ATS: *''Algorithmic Bias'': The algorithms used by ATS may be trained on historical data that reflect existing biases in hiring practices. If the data set includes biased decisions, the software may perpetuate these biases. *''Keyword Bias'': ATS systems often rely on specific keywords to filter candidates. These keywords might unintentionally favor certain groups over others. For instance, descriptive terms typically associated with male-dominated fields may disadvantage female applicants. *''Job Description Bias'': The language used in job descriptions, which the ATS scans, can be biased. Words and phrases might attract certain demographics while deterring others. *''Ranking and Scoring Bias'': The criteria set for ranking and scoring applications might prioritize attributes more commonly associated with certain groups, like specific educational backgrounds or work experiences, which can disadvantage diverse candidates. To mitigate these biases, companies can audit their ATS algorithms, ensure diverse and inclusive keyword sets, use unbiased job description language, and regularly review and update the criteria used by their ATS to ensure fairness and inclusivity. [[I want to explore human review of applications.|Human review of applications]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

The way job descriptions are written can cause equity problems by using language that is biased, exclusive, or discouraging to certain groups of people. Here are some specific ways this can happen: [[Gendered Language]] [[Unnecessary Requirements]] [[Cultural Bias]] [[Accessibility]]

The way that employers promote job openings and recruit candidates can incorporate bias by being exclusive or targeting narrow groups of people. Here are some specific ways this can happen: [[Recruiting from Colleges]] [[Relying on Word-of-Mouth]] [[Posting on Limited Platforms]] [[Social Media Targeting]]

Unconscious bias can significantly impact the interview process, influencing the fairness and outcome of the hiring process. Let's consider two categories of interviews. [[In-Person Interviews]] [[Virtual Video Interviews]]

''Gendered language'' refers to using terms that are traditionally associated with a specific gender (e.g., salesman or waitress), and it can discourage people of other genders from applying. For example, research has shown that women are less likely to apply to jobs that include masculine-coded words. Masculine-coded words are terms and phrases commonly associated with traditionally masculine traits or behaviors, which can inadvertently signal that a job or workplace is more suited for men. These words often emphasize characteristics like being aggressive, competitive, and independent. [[I want to explore other ways that job descriptions can include implicit bias.|Job Descriptions]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

''Unnecessary requirements'' are qualifications or requirements that are not truly necessary for the job. Listing them in a job description can exclude qualified candidates. For example, requiring a specific degree when relevant experience would be equivalent can disproportionately affect people from less privileged backgrounds who might not have had the opportunity to advance their education. [[I want to explore other ways that job descriptions can include implicit bias.|Job Descriptions]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

''Cultural bias'' involves descriptions that favor a particular cultural background, such as expecting familiarity with specific cultural references or experiences. Including such references can be exclusionary by making people from other cultures feel unwelcome or less likely to apply. For example, "We’re looking for a candidate who can hit the ground running and be the Batman to our Robin in a Silicon Valley startup." This description assumes three things: #The reader understands the informal saying, "hit the ground running" means to get started right away. #The reader is familiar with the relationship between American superhero characters Batman and Robin and knows that Batman takes the leadership role so this job ad is looking for a leader. #The reader is familiar with the fast-paced culture of Silicon Valley startups. By avoiding these types of culturally biased language and focusing on clear, specific requirements and qualifications, organizations can create more inclusive job descriptions. [[I want to explore other ways that job descriptions can include implicit bias.|Job Descriptions]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

''Accessibility'' is diminished when job descriptions use jargon or complex language. This can make the job description difficult to understand for non-native English speakers or individuals with relevant transferable skills from different industries. Clear, simple language ensures that more people can understand and apply for the job. ''Before'': We are seeking a self-starter with a proactive mindset to synergize with our dynamic team and drive innovative solutions. Must possess a robust understanding of market dynamics and leverage cross-functional synergies. ''After'': We are looking for someone who can take initiative and work well with our team to create new ideas. You should understand how the market works and be able to work with different departments effectively. The revised version uses simpler language, making it accessible to a broader audience. [[I want to explore other ways that job descriptions can include implicit bias.|Job Descriptions]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

Here are some resources that may be of interest to you: <a href="https://www.nytimes.com/2024/04/08/upshot/employment-discrimination-fake-resumes.html?unlocked_article_code=1.200.889-.H0G9A8fNqNuM&smid=url-share" target="_blank">"What Researchers Discovered When They Sent 80,000 Fake Résumés to U.S. Jobs"</a> (article from the New York Times) <a href="https://www.acs.org/about/diversity/inclusivity-style-guide/job-descriptions.html" target="_blank">Clear, unbiased wording suggestions for job descriptions</a> from the American Chemistry Society's Inclusivity Style Guide. <a href="https://hbr.org/2023/06/when-blind-hiring-advances-dei-and-when-it-doesnt" target="_blank">"When Blind Hiring Advances DEI — and When It Doesn’t"</a> (article from the Harvard Business Review website) <a href="https://www.gallup.com/workplace/402503/move-beyond-hiring-culture-fit.aspx" target="_blank">"Move Beyond Hiring for Culture Fit"</a> (blog post by HR expert Mona Balasubramanian) <a href="https://www.nytimes.com/2021/03/17/opinion/ai-employment-bias-nyc.html?unlocked_article_code=1.200.xGnc.etQuHZQtQiDA&smid=url-share" target="_blank">"We Need Laws to Take On Racism and Sexism in Hiring Technology"</a> (an opinion piece published in the New York Times) <a href="https://www.thinkwithgoogle.com/future-of-marketing/management-and-culture/structured-interviewing/" target="_blank">"Less instinct, more structure: Borrow Google’s tips for hiring top marketing talent"</a> (blog post about Google's use of structured interviews) [[I'm done for today.]]

Eliminating bias not only benefits the individuals who join your team but also enhances creativity, innovation, and overall performance. As you move forward, keep in mind that mitigating bias is an ongoing process. As a manager, you can influence the hiring process in ways that mitigate unconscious bias. Consider implementing these strategies: *''Job Description'' >''Use Inclusive Language'': Write job descriptions using gender-neutral language and avoiding jargon that may deter diverse candidates. >''Focus on Essential Skills'': Emphasize the necessary skills and qualifications rather than listing numerous "nice-to-haves" which may discourage underrepresented groups from applying. *''Sourcing Candidates'' >''Diversify Sourcing Channels'': Use a variety of platforms to reach a broad audience, including job boards, professional networks, and community organizations focused on diversity. *''Screening Candidates'' >''Standardized Screening'': Use structured screening tools and criteria to assess candidates consistently. >''Blind Screening'': Anonymize application materials by removing personal information (e.g., names, contact information, demographic information, geographic information) from resumes to reduce potential biases. *''Interviewing'' >''Structured Interviews'': Use structured interviews with standardized questions for all candidates to ensure fair comparison along with an evaluation rubric that focuses on essential job skills. >''Diverse Interview Panels'': Assemble diverse interview panels to bring multiple perspectives and reduce individual biases. >''Training'': Provide interviewers with unconscious bias training to increase awareness and equip them with strategies to mitigate biases. *''Decision Making'' >''Scoring System'': Implement a consistent scoring system based on objective criteria related to essential job skills to evaluate candidate performance. >''Panel Discussions'': Encourage collective decision-making through discussions rather than leaving decisions to a single individual. *''Feedback and Continuous Improvement'' >''Collect Data'': Track hiring outcomes and collect data on the diversity of the candidate pool at each stage of the process. >''Analyze and Adjust'': Regularly review the data to identify patterns of bias and adjust processes as needed to address any issues. >''Solicit Feedback'': Gather feedback from candidates and hiring team members to continuously improve the recruitment process.

Recruiting from only prestigious private universities can exclude candidates from less well-known schools, often affecting underrepresented groups who might not have access to more selective institutions. A more inclusive strategy would be to expand recruitment to include a diverse range of universities, including community colleges, public universities, and historically black colleges and universities (HBCUs). [[I want to explore other ways that advertising jobs can include implicit bias.|Sourcing Candidates]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

Relying only on word-of-mouth to advertise job openings can lead to bias. Employees tend to recommend candidates from their own social circles, which can lead to a homogenous workforce and exclude diverse candidates. More inclusive ways of promoting job openings include participating in community job fairs, partnering with community centers to advertise job openings, and collaborating with professional organizations that support underrepresented groups. [[I want to explore other ways that advertising jobs can include implicit bias.|Sourcing Candidates]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

Posting job openings on certain online platforms can result in bias because platforms may cater to specific demographics. Similarly, focusing only on industry-specific websites can miss potential candidates from non-traditional backgrounds. To mitigate bias, use a variety of job boards, including those specifically aimed at underrepresented groups, and promote jobs through community-based organizations. [[I want to explore other ways that advertising jobs can include implicit bias.|Sourcing Candidates]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

While using social media can amplify the reach of your job posting, using algorithms that target ads based on demographics can reinforce existing biases and exclude diverse candidates. A more inclusive strategy would be to avoid overly specific targeting criteria that could exclude certain groups. Ensure social media ads are broadly targeted and reach a diverse audience. [[I want to explore other ways that advertising jobs can include implicit bias.|Sourcing Candidates]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

The process of reviewing applications can introduce bias at multiple stages, often unconsciously, affecting the fairness and objectivity of hiring decisions. Let's consider two ways of reviewing applications and resumes. [[Human review of applications]] [[Applicant tracking software review of applications]]

Unconscious bias in in-person interviews can significantly affect the fairness and outcomes of the hiring process. Here are some ways such biases can influence a candidate's evaluation and suggestions for mitigating them: *''First Impressions and the Halo Effect:'' >''Problem'': Interviewers may form an initial impression based on a candidate's appearance, handshake, attire, expression, manner of speech, or any number of attributes which can influence their perception throughout the interview. >''Mitigation'': Implement structured interviews with predetermined questions and a standardized scoring system to focus on the candidate's responses relevant to essential job skills rather than subjective factors such as initial impressions, personality, or cultural fit. *''Affinity Bias:'' >''Problem'': Interviewers might favor candidates who share similar backgrounds, interests, or experiences, consciously or unconsciously, leading to unfair advantages. >''Mitigation'': Use diverse interview panels to bring multiple perspectives and reduce the likelihood of affinity bias and use skills-based evaluation criteria. Additionally, train interviewers on recognizing and countering this bias. *''Confirmation Bias:'' >''Problem'': Interviewers may seek out information that confirms their preconceived notions about a candidate, disregarding evidence that contradicts their initial judgment. >''Mitigation'': Require interviewers to document specific examples from the interview that support their evaluation and ensure that these are aligned with the job requirements and skills-based evaluation criteria. [[I want to explore virtual video interviews.|Virtual Video Interviews]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]

Unconscious bias in virtual video interviews can significantly affect the fairness and outcomes of applicant evaluation. Here are some ways such biases can manifest and suggestions for mitigating them: *''Non-Verbal Communication:'' >''Problem'': In virtual settings, interviewers may misinterpret or overemphasize non-verbal cues like eye contact, facial expressions, or body language due to the limitations of video calls. >''Mitigation'': Prioritize the content of the candidate’s answers over non-verbal cues. Train interviewers to recognize and compensate for the differences in non-verbal communication in virtual environments. *''Background, Environment, and Technical Issues'': >''Problem'': A candidate's physical environment during the video interview (e.g., background, lighting, noise) might influence the interviewer’s perception of their professionalism. Technical difficulties, such as poor internet connection or audio issues, can also lead to a negative perception. >''Mitigation'': Focus on the candidate’s qualifications and responses rather than their surroundings. Encourage interviewers to acknowledge and normalize potential environmental distractions and the limitations of technology, ensuring they do not impact the evaluation process. [[I want to explore in-person interviews.|In-Person Interviews]] [[I want to explore other hiring practices.|I'm ready to explore hiring practices.]] [[I want to learn more on my own.]] [[I'm done for today.]]