{"id":11962,"date":"2020-10-10T11:31:25","date_gmt":"2020-10-10T15:31:25","guid":{"rendered":"https:\/\/ioadvisory.com\/?p=11962"},"modified":"2020-10-14T09:40:43","modified_gmt":"2020-10-14T13:40:43","slug":"hiring-for-best-fit-without-bias","status":"publish","type":"post","link":"https:\/\/ioadvisory.com\/blog\/hiring-for-best-fit-without-bias\/","title":{"rendered":"Hiring for Best Fit, Without Bias"},"content":{"rendered":"

\"hiring<\/a><\/p>\n

\u201cHiring for fit\u201d usually means hiring employees who are a good match for organizational culture. In other words, hiring new people who should be able to blend right in.<\/p>\n

 <\/p>\n

But is \u201chiring for fit\u201d really a good practice? As a Work and Business Psychologist, I understand that there are several unconscious (and sometimes conscious) biases that may explain why things can go poorly when people focus on hiring for the best fit.<\/p>\n

 <\/p>\n

First and foremost, when it comes to choosing employees, many hiring managers and business owners still like to trust their gut instinct. Sometimes this leads to a very quick and superficial hiring process. I wrote about this scenario in What Takes Longer: Hiring an Employee, or Buying a Car?<\/a> This is an example of the Overconfidence Bias,<\/strong> whereby people hold a false and misleading assessment of their skills, intellect, or talent. There are times when things are harder than they look, and hiring is one of those things.<\/p>\n

There are other biases that may be at play that result in hiring people who resemble the current employees.<\/p>\n

 <\/p>\n

Halo Effect<\/strong><\/span><\/h2>\n

\"halo<\/a>The halo effect is where you think that since the person is good at A, they will also be good at B, C, and D. But you need to see if they have the requisite skills and not judge the candidate based on one trait. For example, the candidate you just interviewed is very articulate, that must<\/em> mean that they are also very hard-working, have integrity, and they use sound judgement when they are performing their work. In this previous blog article<\/a>, I share some of the pitfalls associated with focusing on some characteristics while ignoring others.<\/p>\n

 <\/p>\n

Confirmation Bias<\/strong><\/span><\/h2>\n

The confirmation bias means only taking in information that confirms one\u2019s beliefs, and ignoring everything else. It also means not looking for details or not looking beyond the surface since you believe your first impression. This generally means that you form your opinion, positive or negative, based on one detail, such as something on a resume, and simply see everything as confirming that opinion or unimportant. If a hiring manager sees a well-dressed candidate or well-crafted resume and thinks that means they are a good candidate, then he\/she may ignore anything negative after that.<\/p>\n

Based on the halo effect, it\u2019s easy to see that a candidate might be seen as hard-working, full of integrity, and someone who uses sound judgement simply because they are articulate. The confirmation bias can be layered on top of the halo effect. This would mean that instead of taking steps to verify the candidate\u2019s work ethic or integrity via a thorough reference check or psychometric assessment, the employer focuses on the candidate\u2019s clothing and the formatting of their resume. Further, even if red flags appear while doing due diligence, those warnings are ignored or overruled.<\/p>\n

 <\/p>\n

Affinity Bias<\/strong><\/span><\/h2>\n

\"affinity<\/a>The affinity bias happens when a hiring manager or employer identifies with a candidate based on a similar or likable trait and responds warmly towards him\/her during an interview and speaks better of them afterwards.<\/p>\n

\u201cHe attended the same private school as I did,\u201d or \u201cShe was in the same sorority as I was\u201d are examples.<\/p>\n

 <\/p>\n

Similarity Bias<\/strong><\/span><\/h2>\n

Similarity bias means wanting to hire those most like you. While this is a great way to make friends, it\u2019s not a successful tactic for hiring, unless they are applying for your<\/em> job. Hiring managers need to remember that other jobs have different competencies and, on top of that, you want diversity in the workplace. Being an avid hockey fan or playing golf won\u2019t be good determinants of future success; nepotism<\/a> and similar issues are no one\u2019s friend.<\/p>\n

 <\/p>\n

In-Group Bias<\/strong><\/span><\/h2>\n

In-Group Bias is unfairly favouring someone from one\u2019s own group. You might think that you\u2019re unbiased, impartial and fair, but we all succumb to this bias, as humans have evolved to be this way.<\/p>\n

\"\"<\/a>Recent social justice protests and related documentaries and articles have increased understanding that systemic or structural discrimination exists. Although in-group bias may be operating on a subconscious level, it\u2019s easy to see how people who don\u2019t look or seem like us are part of an \u201cout-group.\u201d<\/p>\n

By passing over the candidate who doesn\u2019t instantly match your notion of a good cultural fit or the best fit, you may be missing out. Case in point: this study by Ogilvy Marketing<\/a> suggests young Black talent see barriers to entering the advertising industry and are choosing other career paths. Here\u2019s a direct quote from the article:<\/p>\n

A primary barrier that emerged from the study\u2019s focus groups was that some individuals felt advertising appeared to be \u2018very image-conscious\u2019 and that advertising companies may not be interested in bringing on someone who didn\u2019t fit \u2018the look.\u2019 <\/em><\/p>\n

 <\/p>\n

\"\"<\/a>Hiring for What an Employee Can Contribute<\/span><\/strong><\/h2>\n

Instead of hiring for best fit, consider hiring for potential contributions. Hire people who you are confident can deliver on the job, not just people who are good at sweet-talking during a job interview. Pull back and look at the big picture. Take stock of the skills and abilities that you and\/or the other members of your organization have. Then figure out what other skills and abilities you can add to the mix that will make your organization better able to meet its objectives. During the hiring process, focus on identifying people who have the skills and abilities that you\u2019re seeking. If you\u2019re explicit about the types of behaviours you need from your new hire, you stand a better chance at being able to recognize it when you see it \u2013 even if the job candidate looks different than the people who are already on the team.<\/p>\n

 <\/p>\n

Have you ever wished you could get inside the head of a hiring manager? You can.\u00a0<\/strong>Dr. Helen Ofosu is a Career Coach\/Counsellor with a difference. She has worked for organizations to create hiring and screening tools. She\u2019s created countless pre-screening tests, interviews, simulations, and role-plays for organizations of all kinds.<\/p>\n

 <\/p>\n

Are you ready to go beyond writing a statement or setting up a Diversity and Inclusion Committee or Task Force?<\/strong> Dr. Helen\u2019s training in Work and Business Psychology (officially known as Industrial and Organizational (I\/O) Psychology<\/a>) means she is a genuine expert in evaluating work-related behaviours. She uses those skills to help hiring managers tell the difference between people who say the right things during interviews and people who actually deliver on the job. Plus, she knows how to do it inclusively.<\/p>\n

 <\/p>\n

Reach out today for a free and confidential initial consultation by phone<\/a>,\u00a0email<\/a>,\u00a0or via direct message on\u00a0Twitter<\/a>,\u00a0Facebook<\/a>\u00a0or\u00a0LinkedIn<\/a>.<\/p>\n

 <\/p>\n

More than career coaching,\u00a0it\u2019s career psychology<\/em>\u00ae.<\/p>\n

 <\/p>\n

I\/O Advisory Services<\/a>\u00a0\u2013 Building Resilient Careers and Organizations.\u2122<\/p>\n

 <\/p>\n

Please share this article using any of the social media icons below.<\/p>\n","protected":false},"excerpt":{"rendered":"

Many people talk about hiring for ‘best fit’ in ways that sound compelling. In this blog, Dr. Helen explains how several types of assessment biases can creep into the hiring process. She also makes a case for hiring based on different considerations …<\/p>\n","protected":false},"author":3,"featured_media":11968,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5,302,304,314],"tags":[127,382,78,198,227,169,136,381,380],"class_list":["post-11962","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-diversity-inclusion","category-hiring-staff-hr","category-workplace-culture","tag-ageism","tag-anti-racism","tag-hiring","tag-hiring-staff","tag-hr-policy","tag-human-resources-hr","tag-inclusion","tag-systemic-discrimination","tag-systemic-racism"],"yoast_head":"\nHiring for Best Fit, Without Bias - I\/O Advisory Services Inc.<\/title>\n<meta name=\"description\" content=\"Hiring for 'best fit' can sound compelling. 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