How do you avoid stereotyping and bias in hiring and promotion decisions?

It's important to remember that the design and sequence of your hiring process is, in and of itself, a manifestation of your biases. How many words is your job description? Is its language relatively accessible, or does it demand levels of jargon or lexile? How stringent are your hiring requirements? Will you be sharing your interview questions in advance with selected candidates? What will those questions be asking? Have you explored nontraditional, more values-aligned hiring processes that extend beyond the typical resume-interview sequence? Answers to these questions will reveal your biases about who you want applying, what backgrounds you want them to have experienced, and—unavoidably, what privileges you want them to possess.

Creo que debemos bajarle la exigencia, sin llegar a extremos y aceptar que ajustaremos nuestros sesgos hasta cierto punto, no al 100%. Dicho esto, creo que es crucial implementar prácticas de selección basadas en datos objetivos y criterios claros. La IA puede ayudar a analizar currículums de manera imparcial, aunque es vital asegurarse de que los algoritmos estén entrenados con datos diversos para evitar sesgos. Según un estudio de Harvard Business Review, esto podría reducir los sesgos en un 25%. La capacitación en diversidad e inclusión fomentará una cultura más equitativa y promover la transparencia en los procesos y recibir feedback continuo también son pasos importantes para garantizar decisiones justas y equitativas.

Todas las personas tenemos sesgos. Es importante ser conscientes de ellos para poder avanzar y deconstruirnos. Entender de dónde vienen, nos podrá llevar a un siguiente nivel donde nuestras sesgos no entorpezcan futuras decisiones

Recognizing and challenging unconscious biases is crucial, especially in hiring and promotion decisions. Start by acknowledging that everyone has biases, and then actively work to uncover and address your own. Online tests, feedback from others, and exposure to diverse perspectives can all help in this process. By becoming more aware of your biases, you can make more objective decisions that are based on merit and qualifications rather than stereotypes or preferences.

Sem dúvida uma prática eficaz para evitar estereótipos e preconceitos nas decis?es de contrata??o e promo??o é avaliar seus próprios vieses. Reconhecer que todos têm vieses inconscientes é o primeiro passo. Utilize ferramentas como testes online para identificar esses vieses e busque feedback de colegas para obter uma vis?o externa. Expor-se a diferentes perspectivas e experiências também é fundamental para desafiar suas suposi??es e preferências, promovendo um ambiente mais justo e inclusivo.

For any applicants that are reading this article, YOU have ways to 'control' biases in BEING HIRED. Use your LinkedIn profile features to take control of your side of the convo. What can you do? -Use Name Recording to help people know you: Maximize the 10 seconds by pronouncing your name AND adding a tagline/ soundbite about you (what you do, what you bring, or who you are) -Use the PRONOUNS feature: This signals to people how you want to be defined. -Contribute to posts, Articles, and LinkedIn Lives on perspectives on hiring.and career biases: Commenting is a great place to #GetKnownAndNoticed for who you are and what you bring.

Using clear and consistent criteria for hiring and promotion decisions is a great strategy to mitigate bias. By focusing on skills, qualifications, and performance rather than personal characteristics, you ensure that decisions are based on merit. Avoiding vague or subjective terms helps to make evaluations more objective and transparent. This approach fosters fairness and equal opportunity for all candidates.

An unsuspected way of setting objective criterias is to start from your company values. If well defined, they should be 1) a compass for decision-making 2) a guide for behaviors you are looking for in the organization. Look to establish a clear list of behaviors that you will look for in your employees & candidates. Make sure to incude these in your scorecards, and brainstorm (ideally collaboratively, including non HR employees) on how to test for them during the recruitment process.

Es clave utilizar métodos que puedan evitarnos sesgos en la contratación, que sean objetivos y fiables. Por ejemplo, el método CFAM (Cultural Fit Assessment Method) permite evaluar a los candidatos objetivamente mediante un test de ordenar valores universales para saber su mentalidad, los valores que más predominan en ellos y por tanto que van a predecir sus futuros comportamiento y encaje, tanto con la organización como con el tipo de puesto de trabajo que va a desempe?ar.

Within LinkedIn Recruiter, license holders now have the ability to hide member profile photos and replace names with initials for each member within search results or pipeline tabs to reduce bias. We hope license holders consider this feature before requesting feedback and sharing project folders with hiring managers or other collaborators.

Absolutely, implementing structured processes and tools is an effective strategy to reduce bias in hiring and promotion decisions. Structured interviews, standardized tests, and blind reviews help ensure that all candidates are evaluated based on the same criteria, minimizing the influence of personal biases. Using software or algorithms for resume screening and candidate ranking can further enhance objectivity by focusing on relevant qualifications and performance metrics. These methods promote fairness and consistency in decision-making, leading to more equitable outcomes for all candidates.

Build a leadership model to help you make objective promotion decisions. Ideally, this model will be values-based. For each "rank" or function within the organization, define the expected behaviors (internally & externally). This model can be shared company-wide, and used for meaningful development conversations between managers & teams, as a way not only to master your current role, but to envision yourself in the next one. It usefully complements results / skills based decision-making when it comes to promotion, and perpetuates a sound leadership.

Você pode estar filtrando grupos diversos sem perceber. Soube de uma história em uma palestra e nunca me esqueci. A empresa estava reprovando muito mais mulheres do que homens, proporcionalmente. E n?o encontravam uma raz?o clara para isso. Analisando os dados mais a fundo, perceberam que o maior corte vinha na etapa do teste de lógica. E isso tem uma raz?o simples: no geral, crian?as do sexo masculino tendem a ser mais estimuladas em problemas de lógica e matemática do que as crian?as do sexo feminino, que s?o mais estimuladas em temas sociais e relacionais. Essa etapa n?o era essencial para a vaga, a empresa apenas seguia o padr?o do mercado. Ent?o, depois de ajustá-la, come?ou a notar um equilíbrio muito maior nas aprova??es.

Diverse teams create the best solutions to complex problems. So, when you're creating a hiring team (think, interview panel), have a small but diverse audience. Include your colleagues, managers, subordinates, or customers and make sure they're from different backgrounds, locations, career paths, and thought patterns.

Once you've changed your hiring process, you should evaluate the effectiveness. Create processes that measure diversity data like the demographics, performance, and satisfaction of your candidates and employees. By monitoring this data, you can proactively identify gaps, address issues, and challenge biases.

Equitable hiring isn't just about selecting the best candidate. It's also about how you treat all the applicants. I always encourage employers to put on "candidate goggles" and think through how it feels on the other side of the hiring experience. Job seeking is hard enough, so don't waste candidates' time and leave them guessing! Always share the salary so they can figure out if it's worth their while to apply. Share the hiring process and an application deadline so they know if they need to rush. Always share when they will hear from you next, and stick to it, even if a decision has not been reached. It's a matter of respecting the time and energy of job seekers, who are often in a stressful spot.