In the end Within a few years, more and more companies committed to hiring a more diverse workforce and began publishing their diversity numbers every year. The result is a Mix bag the best.
With so many organizations stating that recruiting diversity is one of their top goals and working in good faith to improve their recruitment practices accordingly, our team wanted to better understand why results decreased. What we discovered surprised us: Subconscious biases tend to have the strongest impact on historically underrepresented racial and ethnic groups in the early stages of interviewing. question.
For example, the data reveals that while white candidates see higher pass rates at the top of the funnel, Black and Hispanic/Latinx talent see higher pass rates in the rest of the funnel stages: 62% of Black talent and 57% of Hispanic/Latinx talent are offered more after on-site purchase, compared to just 54% of white talent.
This suggests that diversity is often an issue in the earlier stages of the interviewing process, at least in part due to subconscious bias. Candidates from historically under-represented racial and ethnic groups have had to work harder to prove themselves than their white counterparts, despite seeing higher offer rates later in the interview process.
Whenever you open a new role, start by asking: How do we ensure that our selection is based solely on the criteria relevant to that role?
To help with this, I share six strategies that recruiting teams can use to reduce bias in the early stages of the hiring process, when candidates are both engaged and progressing through the ranks. interview.
Rethink your criteria for open roles
Research has found that many of the things people list on their LinkedIn profiles or resumes have little, if any, correlation with their future job performance.
For example, asking for or being inclined to receive a four-year degree from certain institutions exposes you to privilege bias. Screening for leadership experience may also be racially biased, due to a lower percentage of non-white representation at the executive level.
To avoid this, whenever you open a new role, start by asking the question: How do we ensure that our selection is based solely on role-matching criteria?
From there, make it clear which competencies and qualifications are absolutely necessary to succeed in the role, and instead focus on the candidate’s experience, education, or – if they’re just starting their career – GPA Ask yourself what their history suggests- problem-solving skills, cognitive abilities, and a growth mindset.
Restricting access to potentially misleading information
