In the world of Behavioral Event Interviews (BEI) navigating the murky waters of biases is as crucial as deciphering a candidate’s responses. As interviewers, we pride ourselves on objectivity, yet the reality is far more nuanced.
In the high-stakes field of job interviews, where the difference between success and failure can be razor-thin, one often overlooked factor can wield tremendous influence: bias. Imagine this: you’re seated across from a candidate, absorbing their every word, dissecting their every gesture. But what if, unknown to you, your perceptions are colored by unconscious biases, shaping your evaluation in ways you never imagined?
According to a study by Human Resources University of Florida, within the first five minutes of an interview, many recruiting decisions are made. These decisions are not based on the applicant’s suitability or ability to do the work. However, they are based solely on the first impressions.
Let us understand biases in BEI and discover strategies to overcome these hidden foes, ensuring fairer, more accurate assessments for both interviewer and interviewee alike.
The Biases in BEI
Biases can significantly influence the outcome of the assessment. They take over when the interviewing manager’s expectations, opinions, or personal preferences interfere with their judgment of the candidate. These preconceptions can operate both consciously and unconsciously, subtly shaping the manager’s perceptions throughout the interview process.
Let us understand different types of biases that actively take part in clouding judgment.
Identifying the Biases in BEI
Research consistently shows that biases based on factors such as race, age, and gender can significantly impact who gets hired, promoted, and retained within organizations. Left unchecked, these biases not only undermine diversity and inclusion efforts but also perpetuate inequality and reinforce stereotypes.
According to Iris Bohnet, director of the Women and Public Policy Program at the Harvard Kennedy School, biases in the workplace can shape organizational culture and norms, influencing how individuals are perceived and evaluated based on their gender, race, or other characteristics. She emphasizes the importance of “de-biasing” practices and procedures to address these biases.
Biases may reveal themselves in various ways, impacting the selection process. They have been recognized by the Society for Human Resources Management.
1. Stereotyping
When you evaluate someone based on their group rather than their personal qualities, for example, you decide against hiring a man for a receptionist position since women are often friendlier. Alternatively, you might turn down a woman for a job that requires a lot of travel since you know she probably has children and won’t want to travel. These two fail to see the sincere candidate who is right in front of them.
2. First impression
Perceptions impact impressions. Studies reveal that the first 20 inches of your appearance, the first 20 words you speak, and the first 20 steps you take impact perceptions. This kind of first impression prejudice can weed out excellent candidates unless the job necessitates regular meetings with people who bring something new or different to the table (like a sales position).
3. Horn effect
Allowing a candidate’s minor flaw in one aspect to overshadow their strengths in other areas, leads to the unjust rejection of qualified candidates based on insignificant shortcomings. For instance, dismissing a brilliant programmer for grammatical errors in a cover letter, even if grammatical proficiency is not essential for the job, reflects this bias.
4. Halo effect
It is the opposite of the horn effect. It means overemphasizing one aspect of a candidate’s profile, such as engagement with people or public speaking, to an extent that it influences the perception of their abilities in all areas. This evaluation of their background and abilities is unfair. Don’t allow one outstanding CV element to overshadow a candidate’s weaknesses.
5. Inconsistency in asking questions
Instead of asking everyone similar questions, you change them based on the candidate, which stops you from seeing the whole picture. For example, you might ask a local university graduate a lot about their coursework, but assume a graduate from an esteemed university knows everything they need from their classes.
6. Non-verbal bias
Body language is the language of the subconscious, and when the judgments are based solely on this aspect rather than skills or qualifications, it can lead to unfair evaluations, especially for candidates with different cultural norms or neurodivergent traits. In some cultures, showing respect means looking down while listening, while in others, it’s about making direct eye contact. But neither way shows how good someone will be at a job—it’s just a difference in how people behave without talking.
7. Central tendency
It occurs when you have created a picture of a perfect imaginary candidate and you’re always searching for that candidate in everyone you interview. You end up thinking everyone is just average and keep looking for that super rare, perfect candidate.
8. Contrast effect
It happens when you compare candidates to each other instead of a standard. If the first candidate falls short of the benchmark, the next one might seem better than they are. It gives average candidates an advantage, while strong candidates might seem less impressive if they come after other strong candidates.
9. Affinity bias
You might favor a candidate because you share similar interests, like the same sport, went to the same school, or grew up in the same area. However, these commonalities may not reflect their actual skills or abilities.
Recognizing the importance of these biases, experts emphasize the need for organizations to take proactive steps to identify and mitigate these biases in their hiring practices. The detrimental effect of unconscious biases often leads to decisions that favor certain individuals or groups at the expense of others.
Strategies to Overcome the Biases in BEI
Here are some strategies to identify and overcome biases.
Embrace a Culture of Understanding
Adopt a broad perspective and implement strategies that simplify and standardize procedures.
How:
- Provide education and training.
- Raise awareness about biases and create an environment where individuals identify and acknowledge them.
Revamp your Job Descriptions
Crafting compelling job descriptions is a crucial aspect of talent acquisition and serves as a window into a company’s culture.
How:
- Create job descriptions in a manner that uses neutral language instead of masculine or feminine language. The use of masculine language, such as “competitive” and “determined,” tends to deter women from applying as they perceive these environments as less inclusive. Conversely, words like “collaborative” and “cooperative” tend to attract more female applicants.
- If you use software to screen resumes, ensure to use gender-neutral descriptors and verbs. For instance, alternating between “build” and “create” can help mitigate bias.
Implement Practical Assessments
How:
- Using work sample tests to replicate the tasks that candidates will encounter in the role are the most reliable predictors of future job performance.
- By evaluating work samples from multiple applicants, organizations can effectively calibrate their judgment and compare candidates’ performance.
Assess Likeability
First impressions count: studies suggest they heavily influence hiring decisions. Likeability also plays a role, as employers often prefer candidates they connect with. However, this inclination towards natural chemistry or shared interests introduces another layer of bias into the hiring process.
How:
- Measure the candidate’s skills.
- Assign a likeability score to manage this factor more objectively and systematically.
While Behavioral Event Interviews (BEIs) offer a structured framework for evaluating candidates, it’s crucial to remain vigilant against biases that can cloud judgment and lead to skewed assessments. By acknowledging and actively mitigating biases, interviewers can ensure fair and objective evaluations focusing on candidates’ true capabilities and potential for success within the organization. By fostering a culture of awareness and accountability, organizations can harness the full potential of BEIs to make informed hiring decisions and build diverse, high-performing teams.
https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process
https://www.thomas.co/resources/type/hr-blog/what-interview-bias-and-how-avoid-it
https://www.aihr.com/blog/interviewer-bias/
https://www.jobsage.com/blog/wp-content/uploads/2021/09/types-of-unconscious-bias-cover.jpg
Written By: Dr. Jimmy Jain
Edited By: Afreen Fatima
Society of Design Thinking Professionals
