The Halo Effect: Every farm needs a donkey and unicorns ??

Who cares where you've worked before?

I don't (kind of). When I meet a candidate I try to create a clean slate where they need to demonstrate competency, capability and that they're not a d**khead.

But I've been having some really interesting discussions with Hiring Mangers of late that suggests there is still a broad conscious bias when reviewing candidates whereby if someone used to work at Google, Facebook, Atlassian, Canva, Microsoft, Bain etc then they must be good, I mean why wouldn't they be?

Now let's be real, these companies hire exceptional talent, but did the candidate sat in front of you have the original idea? Did they build the company from scratch or contribute significantly? Should the success of their past employer shine a light on them? This is called the Halo Effect.

And as the title says, every farm needs a donkey and having worked in a global organisation of 400,000 employees, not everyone is exceptional.

However, as we move into an era where job-hopping and career fluidity are increasingly prevalent, it's essential to recognise that work history can create biases that may not reflect a candidate's true capabilities.

Let's dig into it.

The Halo Effect

Work history bias, also known as the "halo effect," is a cognitive bias that affects the way we perceive candidates based on the companies they've previously worked for. This bias assumes that if an individual has worked at a well-known, successful company, they must be highly skilled, talented, and deserving of attention. The reverse is also true: if a candidate has a less impressive work history, they are often unfairly dismissed or undervalued.

While there's no denying that prestigious companies often attract top talent and provide exceptional professional development opportunities, it's a mistake to assume that every employee who has walked through their doors is equally exceptional. Work history bias can lead to a narrow focus on where a candidate has worked rather than evaluating their skills, qualifications, and potential. This bias can result in missed opportunities to uncover valuable hidden gems who may not have had the chance to work for a high-profile company.

The Next Generation of Workers

As the job market evolves, we see a significant shift in the career paths and work preferences of the next generation of workers. This demographic is more inclined to change jobs frequently, explore diverse roles, and embrace a more fluid approach to their careers. For them, the traditional notion of a "stable job" often doesn't apply, and they place greater value on acquiring a variety of skills and experiences.

Here are some considerations when reviewing candidates with a diverse work history:

1. Skills and Competencies Matter More Than Brand Names: Instead of putting too much emphasis on where a candidate has worked, focus on the skills, competencies, and experiences they've gained throughout their career. Candidates who have worked at multiple companies might bring a wide range of skills and perspectives to the table, making them adaptable and versatile assets for your organisation.
2. Look for Problem Solvers and Adaptability: The ability to solve problems and adapt to new situations is a crucial skill in today's fast-paced and ever-changing business world. Candidates who have navigated various roles and industries are often skilled problem solvers and quick learners, making them valuable additions to your team.
3. Embrace Diversity in Backgrounds: A diverse workforce fosters innovation and creativity. By considering candidates from various work backgrounds, you can bring fresh perspectives to your organisation, challenge the status quo, and promote a culture of continuous improvement.
4. Assess Cultural Fit: While skills and competencies are vital, cultural fit should not be overlooked. Candidates who have a history of adapting to different workplace cultures can be assets in a dynamic and diverse organisation.
5. Give Credit for Learning Opportunities: Working at different companies exposes candidates to varying practices, technologies, and business environments. Recognise that each new job is an opportunity for growth and learning, and that candidates who've experienced diverse work settings may bring unique insights to your organisation.
6. Evaluate Transferable Skills: Candidates who have diverse work histories often possess a wide range of transferable skills. For instance, a project manager from a tech company may excel at coordinating tasks and deadlines, regardless of the industry. Recognise these transferable skills and how they can benefit your organisation.
7. Performance-Based Assessment: Consider implementing a performance-based assessment during the hiring process. This approach allows candidates to demonstrate their abilities through tasks or projects, irrespective of their work history. It provides a more accurate and unbiased evaluation of their potential contributions.

So What?

I'm not saying work history bias isn't always applicable, it is. You may only be hiring for a specific niche industry or need specific experience. In particular it's important when you're in a small organisation as the transition from corporate to small can be challenging as any startup founder would know.

Instead I believe it's most important to be conscious of biases created by work history and recognise that you're actually looking more at work experience or accountability, not company brand.

Relying solely on the reputation of a candidate's previous employers can lead to missed opportunities and the exclusion of potentially excellent hires.

Focus on assessing skills, competencies, adaptability, and problem-solving abilities, while also considering their work history as part of a more rounded perspective of a candidate.

Embrace the unique perspectives and transferable skills that candidates from various work backgrounds bring to the table. By doing so, you can foster a more inclusive and innovative work environment.

It's time to recognise that a person's potential goes beyond the brand they've worked for, and the next generation of workers is leading the way in this paradigm shift.

And as for donkeys, they're actually really important and there's a reason farms need donkeys:

1. Protectors: Donkeys are great at protecting the herd from predators. Often, they will chase the unknown predator away from the group.
2. Companionship: They’re easy-going and able to keep the peace.
3. Hard Workers: You can even train your donkey to pull a cart or till a small garden. These hardy critters are stronger than they appear.
4. Responsibility: Donkeys make the perfect pets for children. They usually have great temperaments and are patient.

So founders and business leaders, maybe you don't just need unicorns (if they even exist)...........