We are all influenced by it: unconscious bias. The so-called "Unconscious Bias" is our brain's solution to dealing with the flood of information that hits us at any given moment. In this way, we can move through complex everyday life and make necessary decisions, such as staff selection decisions in recruiting (Tolstoy-Miller, 2017). This is exactly where this mechanism becomes an obstacle to more diversity in companies. Perception and judgment are clouded and, as a result, the talent and potential of candidates is often unintentionally overlooked.
Definition: Unconscious Bias
“Unconscious cognitive distortions and other faulty tendencies in perception, memory, and assessment” (Wondrak, 2014)
Increased diversity = increased competitive advantage
Building up awareness of unconscious bias in recruiting at your own company is essential for long-term economic success. Because heterogeneous, diverse teams are demonstrably more productive, more creative and more efficient than purely homogeneous teams (Homann & Greer, 2013). The resulting diversity ensures that the needs of all employees are met.
According to recent studies, this represents a significant competitive advantage (Wondrak, 2014). The relevance of this topic is underlined by the growing number of supporting initiatives that address this issue in companies (e.g. Diversity Charter). Through deliberate countermeasures already in the personnel selection process, a similar working environment can therefore be created in the long term. The subsequent improvement of employee relationships will also boost retention (employee retention) and counteract turnover (job change) (Chamberlain, 2016).
In addition, it is increasingly important for companies to position themselves as an attractive employer. After all, we operate in an employee market. Diversity also plays a significant role here, because Applicants prefer companies that stand for diversity (Daugherty & Chowdhury, 2019). To underline this image in employer branding, employers are increasingly relying on modern assessments. In doing so, they rely on intelligent algorithms, which recognize individual potential and thus contribute to recruitment success (Kersting & Ott, 2016).
Overcoming the unconscious bias in recruiting
First of all, it is important that the core idea of valuing diversity is spread among employees and is therefore increasingly being implemented. As part of corporate culture, this philosophy can be seen in big and small decisions. Central to this is the staff selection decision. This can often lead to a dilemma: Does the person fit the vacancy or the existing team? Subconsciously, preference is often given to those who resemble decision makers themselves or other team members in some irrelevant characteristics (Vollmer, 2015).
Let's take a closer look at the individual stages of the recruiting process:
- In the requirement profile, the skills required for a specific position are listed. However, these are often phrased too openly or contain criteria that are not relevant to the specific vacancy (Posthuma & Campion, 2009). Another source of error at this point is interdepartmental agreement, which is often difficult and complicates communication processes. There are often different views on the requirements or misunderstandings arise. This can result in a list of requirements that does not reflect reality. One solution for this is a data-driven requirement profile, which evaluates the existing team and, on this basis, maps out which skills are required. In this way, it is identified who really meets the job's criteria and a stereotypical aptitude assessment is circumvented (Kersting & Ott, 2016).
- The job posting has a significant influence on who is considering an application. Even here, it should be conveyed that the respective vacancy is not tailored to a specific type of person, but is open to all candidates who have the necessary skills. Using stereotypical adjectives — which are attributed to a specific social group, for example — often unintentionally steers who feels addressed (Posthuma & Campion, 2009). It is also important to pay attention to diversity in written and visual language. This can be achieved, for example, by using gender-appropriate language, which should address all members of society. This increases the likelihood that a wide range of applications will be submitted.
- In candidate screening, unconscious bias can result in suitable applications being sorted out too quickly. For example, the image of an application that emerges in a few milliseconds affects the appearance, grades or educational institutions visited and thus represents an unwanted hurdle. According to DIN 33430, two independent people should also make the screening decision based on the same criteria. The use of assessments in candidate screening can once again help here. This evaluates candidates based on their capabilities holistically and regardless of irrelevant features (Savage & Bales, 2016).
- Unconscious patterns of perception also play a role in the interview. To avoid this, standardizing the interview through an interview guide is recommended, which is then used as the basis for the discussion. By additionally recording ideal answers, expectations are steered and interpretive leeway is reduced (Huffcutt & Roth 1998). In addition, it is also useful here to conduct the interview with at least two people and to call on each other to reflect. This multi-eye principle then also helps to communicate personnel selection decisions transparently and comprehensibly. Any “blind spots” are removed and the person is assessed as comprehensively as possible (Wondrak, 2014).
Staff selection as the key to greater diversity in the company
As social cognitions, aptitude assessments are fundamentally prejudiced (Kersting & Ott, 2016). Since the discrimination takes place unconsciously and therefore implicitly, it is harder to recognize than open discriminatory acts. The motivation to face this challenge is a decisive step towards success. Even during the personnel selection process, paying attention to what influences the decision has demonstrably far-reaching positive consequences for the overall development of the company (Vollmer, 2015).
Assessments can play an important role here, as they fundamentally counteract stereotypical assessment because information is collected systematically and goal-oriented (Kersting & Ott, 2016).
Conclusion
In conclusion, it can therefore be said that we are all influenced by unconscious prejudices and learned stereotypes. That is why we should try to become aware of them, to approach them with reflection and not be afraid to revise decisions from time to time. After all, HR managers sit in a key position, which significantly influences diversity and thus productivity in the company. Freeing personnel selection decisions from unconscious influences is therefore not only an honorable goal, but also an extremely important mission.
Identifying the unconscious bias is the first step in the right direction. Let yourself be supported by digital assessments.
