past Over the years, more and more companies have made a commitment to hiring a more diverse workforce and have begun publishing their diversity data annually. The results have been mixed at best.
With so many organizations saying diversity-aware recruiting is one of their top goals and making good faith efforts to improve their recruiting practices accordingly, our team wants to better understand why the results are disappointing. What we found surprised us: unconscious biases have the greatest impact on historically underrepresented racial and ethnic groups in the early stages of the interview process.
For example, data showed that while white candidates have higher pass rates at the top of the funnel, Black and Hispanic/Latino talent have higher pass rates in the remaining stages of the funnel: 62% of Black talent and 57% of Hispanic/Hispanic/Latino talent . Latino talent is followed by the widest supply, while only 54% is white talent.
This suggests that diversity is usually a problem early in the interview process, driven at least in part by an unconscious bias. While there is a higher level of proposals in the later stages of the application process, applicants from historically underrepresented racial and ethnic backgrounds put in more effort to prove themselves than their white counterparts.
When opening a new position, start by asking: How can we ensure that our selection is based solely on criteria specific to the position?
To address this issue, I share six strategies that recruiting teams can use to reduce bias in the early stages of the hiring process when candidates arrive and are interviewed.
Review the criteria for your open positions
Research has shown that what people mention on their LinkedIn profiles or resumes has little to no bearing on their future work.
For example, if you require or have a four-year degree from certain institutions, you will be inclined towards this privilege. Selection for leadership experience can also be racially biased due to low representation of people of color at the leadership level.
To avoid this, always ask the first questions when opening a new role: How can we ensure that our selection is based solely on job-specific criteria?
From here, figure out what qualifications and qualifications are absolutely essential to succeed in this role, and instead of focusing on experience, education, or if they’re early in their career, GPA, ask yourself what their story is. ability to decide, cognitive ability and thinking growth.