Our relationships with others are always influenced by subjectivity, the so-called cognitive biases.
However, although these mechanisms occur naturally in all our decisions, it is possible and advisable to recognise the patterns and to manage them to avoid allowing our unconscious thought processes, which are by definition irrational at times, to guide our choices, particularly when it comes to recruitment.
The main cognitive biases that impact on recruitment decisions are:
Our history, our culture, our affinities or even more simply our short-term memory, inevitably influences the way we perceive the world as well as the way we apprehend our interlocutors. Many types of cognitive bias have been categorised by the psychological sciences. Among the most common are:
- Mental set anchoring bias: This consists of not being able to detach oneself from the first impression given by a candidate. Example: “He or she arrived a few minutes late for the interview, therefore they might not be motivated by the role”.
- Association bias: This is an excessive generalisation based on a single characteristic of a candidate. Example: “Their CV is thorough and very well presented, they must be a very structured person!”
- Affiliation/Belonging bias: Does a candidate share certain common traits with you? This naturally leads you to think that you are similar. Example: “They went to the same school as me, therefore we’re bound to get on”
- Framing bias: this is when you unintentionally let the candidate know what answers you expect from him/her. Example: “So, you have great organisational and time management skills?”
- False consensus effect bias: One of your candidates has a certain gift that impresses you, even if it is not necessarily directly related to the position to be filled. For example: “She’s a conservatory graduate pianist, she’s definitely talented.How can we regulate the cognitive biases that affect our recruitment decisions?
The use of tests, such as job simulations, personality tests or emotional intelligence tests is among the relevant means to be used to better understand the different facets of candidates and to overcome one’s own representations.
How can we regulate the cognitive biases that alter our recruitment decisions?
Would relying solely on artificial intelligence be enough to eliminate the cognitive biases of recruiters?
No! Because technology also suffers from biases, in this case, algorithmic biases: those induced by the cognitive biases of its own programmers, whose models the algorithm simply reproduces, and those generated by the data it uses to develop.
However, predictive recruitment software solutions can help, if not to make recruitment completely objective, at least to shed more light on it by allowing recruiters to qualify their judgement and evaluation.
The use of tests, such as job simulations, personality tests or emotional intelligence tests are also relevant means to better understand the different facets of candidates and to go beyond one’s own representations.
The aim is to bring contradiction and distance to the way they are viewed, which is also possible by organising recruitment interviews with several people or by using combined assessment centre methods!
Sourcing and pre-selection of your candidates:
At Morgan Latif, we take care of everything! The rigorous evaluation of your potential recruits is based on various tools such as candidate screening and qualification by various consultants, emotional intelligence tests, role-playing exercises and aptitude tests.
We also build genuine, long-lasting relationships with our candidates, taking the time to understand what drives and motivates each individual so we can connect them with organisations that deliver on their personal goals, professional development and cultural fit. We value our candidates’ trust in us to support them on their career journeys, and it’s essential that we deliver on their critical requirements.
We offer advice and guidance throughout the executive hiring process, ensuring that our candidates are not only demonstrating their expertise and valuable knowledge but also encouraging honest and challenging conversations with our clients to establish clear expectations.
In addition to this, we provide effective solutions to ensure that you find your future talent! To find out more have a look at the solutions we provide on our website: http://tzx.gwq.mybluehost.me/.website_e035d92c/solutions
Here is also a link for a case study in combating bias from McKinsey & Company featuring Bernhard Günther dating back to 17th of May 2017.
To discuss this topic with Tabitha please contact her here.
