A diverse and inclusive workforce is nothing short of an asset for companies of all sizes and shapes, around the world. Having employees with different perspectives and experiences can only add more flair to the organizational decision making, and with extensive performance.
However, often some companies are slapped with the accusations of being biased. Well, most leaders deny it right away, but little do they realize that it is happening right under their noses. Mostly, it is not a conscious move, but often, in the world afflicted with fast-paced working style, we fall victim to inadvertent bias.
Whilst the HR department would be sneered at, the onus must be shared amongst all from managers to recruiters to anyone working under them. Do not confine yourself to a thin demographic slice and instead look for a bigger diversified pie.
So, what do we do to get out of the whirlwind? Let’s take you there:
● Fix the Ground Rules
If you are wondering where to begin with, do not look beyond the rules laid down for recruitment. Fix where the root cause of problem lies. For instance, review the job postings, if the drafted content is remotely tweaking the message for minorities, women, race or any other community? It isn’t going to go down well with job seekers if they feel singled out. Often, wages are differentiated based on genders. Consult your HR executives to review the job descriptions and make the needed edits for a fair trial. Fix the glitches at the ground level before they blow out of the proportion and cast you in a different light.
Do Not Overdo Referrals
Most companies offer special incentives to employees if they give good referrals. All is good till you’re hiring the right person. But there is a brimming think tank which claims that employees are likely to recommend someone from their own league such as race, religion etc. Well, the possibility can’t be ruled out, most hiring managers have set strong rules to absorb only if some specific conditions are met. After All, they aren’t any obligation. It’s a matter of convenience since the existing employees are versed with the job duties. So, it’s fairly okay to consider the recommended candidates. Right?
Having heard both the sides on a fair scale, a smart leader would cut through the safety net and instead go for candidates with niche skills and bring in more on the table. So play smart and not just look for an easy way out.
● Blind Hiring
It is one of the common HR practices targeted to eliminate every single trace of bias from the recruitment process. The basic premise is to hire based on meritocracy and fizz away even a possible figment of bias such as financial status, name, language, race, religion etc. to influence the decision. So, when you send your CV with all the supporting information including name, birth date, gender etc., you expect to be judged based on your merits only. However, stats paint a different picture with wide disparities seen in job opportunities and remuneration offered based on gender, religion etc. So, the concept of blind CV germinated that presented the candidates profiles sans the personal details. This eliminates any shred of doubt, if any, in the mind of the candidates and establish fairness in the hiring process.
Diverse Recruitment Panel
Do not paint club candidates based on their race, color, age, gender, etc. Instead have a mix of people in the recruitment panel so that we can embrace diversity. Instead of peas in a pod funda, go for people with a diverse slate to ensure that best candidate becomes part of your company.
Also, there are companies of the likes of Procter & Gamble, which consider interviewing candidates from a diverse section of workforce to incorporate different perspectives and ensure unbiased hiring decision and
To conclude with …
These are some of the solutions that can be of great help if you want to cast off any form of unconscious bias from your hiring process. However, if you wish to avoid the often-exhausting and tedious task, consider the assistance of experienced job consultants which can filter out the most competent crop of employees in the best interest of the employers.