Download Today! State of Hiring White Paper
Did you know that 65% of managers guide their hiring decisions based on instinct rather than data?*
With organizations facing a struggle for talent and feeling pressured to fill positions quickly, speed becomes the predominant criteria in the selection process. The result? Hiring managers are left susceptible to unconscious bias and may unknowingly make decisions and choices that exclude certain individuals based on a single characteristic or trait.
Choosing this route could have a long-term effect on an organization’s ability to attract and retain quality talent.
But there is good news! Organizations can address unconscious bias, and in turn gain access to qualified candidates and a diverse and equitable workplace environment.
Download Today!
From building organization-wide awareness to committing to Diversity and Inclusion Initiatives, learn more about the steps your organization can take to combat unconscious bias by downloading State of Hiring, our new exclusive PXT Select™ white paper.
360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
In today’s job market, “Likeonomics” explains the new affinity economy where the most likeable people, ideas and organizations are the ones we believe in, buy from, and get inspired by. The “Likeability Factor” is a subtle but important factor candidates must embrace in order to advance to the next round in the hiring process. This approach holds true for job seekers, career changers, and targeting new clients.
Strong social interaction skills—along with solid expertise and a list of accomplishments—can go far to minimize these barriers to a job offer. This paper demonstrates how to package core competencies and functional expertise that can be articulated with a high Likeability Factor. Getting hired is always about which candidate best responds to the needs of the hiring manager, and not necessarily about the most qualified person.
What is unconscious bias and why does it exist? We all have hidden biases, so it's important to learn what yours are and how to ensure they aren't affecting your business decisions, as well as what organizations can do to prevent these biases from affecting their ability to innovate and remain competitive!
Key videos in the presentation:
https://www.youtube.com/watch?v=NW5s_-Nl3JE
https://www.youtube.com/watch?v=Ahg6qcgoay4
evidence shows that linear models can lead to better organizationa.docxgitagrimston
evidence shows that linear models can lead to better organizational outcomes: graduate-school admissions decisions and hiring decisions.
Improving Admissions Decisions
The value of using linear models in hiring, admissions, and selection decisions is highlighted by work Moore and his colleagues undertook on the interpretation of grades (Moore, Swift, Sharek, & Gino, 2007). They found substantial differences in the grading practices of colleges, even between institutions of similar quality and selectivity. The results show that students from colleges with more lenient grading are more likely to get into graduate school, even after controlling for the quality of the institution and the quality of its students. Due to a variant of the representativeness heuristic called the correspondence bias (Gilbert & Malone, 1995), graduate schools misinterpret the high GPAs of alumni from lenient-grading institutions as indicating high performance. The correspondence bias describes the tendency to take others at face value, assuming that their behavior (or their GPAs) corresponds to their innate traits. This bias persists even when those making the admissions decisions have full information about different institutions' grading practices. It seems that people have trouble sufficiently discounting high grades that are due to lenient grading.
By contrast, it would be easy to set up a linear program to avoid this error. Indeed, Dawes (1971) did just that in his work on graduate-school admissions decisions. Dawes used a common method for developing his linear model: he first modeled the admissions decisions of a four-person committee. In other words, he systematically analyzed how the committee made its admissions decisions relying on three factors: (1) Graduate Record Examination scores, (2) undergraduate grade point average, and (3) the quality of the undergraduate school. Dawes then used the variable weightings he obtained from modeling the experts in a linear model to predict the average rating of 384 other applicants. He found that the model could be used to rule out 55 percent of the applicant pool without ever rejecting an applicant that the selection committee had in fact accepted. In addition, the linear model was better than the committee itself in predicting future ratings of the accepted and matriculated applicants by faculty! In 1971, Dawes estimated that the use of a linear model as a screening device by the nation's graduate schools (not to mention by the larger domains of undergraduate admissions, corporate recruiting, and so on) could result in an annual savings of about $18 million in professional time. Adjusted for today's dollars and the current number of graduate-school applications, that number would easily exceed $500 million.
Improving Hiring Decisions
Hiring decisions are among the most important decisions an organization can make. Virtually every corporation in the world relies on unstructured, face-to-face employment interviews as t ...
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
MAKING OB WORK FOR MEWhat Is OB and Why Is It ImportantTH.docxcroysierkathey
MAKING OB WORK FOR ME
What Is OB and Why Is It Important?
THE VALUE OF OB TO MY JOB AND CAREER
The termorganizational behavior (OB)describes an interdisciplinary field dedicated to understanding and managing people at work. To achieve this goal, OB draws on research and practice from many disciplines, including:
· Anthropology
· Economics
· Ethics
· Management
· Organizational theory
· Political science
· Psychology
· Sociology
· Statistics
· Vocational counseling
How OB Fits into My Curriculum and Influences My SuccessA Contingency Perspective—The Contemporary Foundation of OB
Acontingency approachcalls for using the OB concepts and tools that best suit the situation, instead of trying to rely on “one best way.” This means there is no single best way to manage people, teams, or organizations. A particular management practice that worked today may not work tomorrow. What worked with one employee may not work with another. The best or most effective course of action instead depends on the situation.
Thus, to be effective you need to do what is appropriate given the situation, rather than adhering to hard-and-fast rules or defaulting to personal preferences or organizational norms. Organizational behavior specialists, and many effective managers, embrace the contingency approach because it helps them consider the many factors that influence the behavior and performance of individuals, groups, and organizations. Taking a broader, contingent perspective like this is a fundamental key to your success in the short and the long term.How Self-Awareness Can Help You Build a Fulfilling Career
The Stanford Graduate School of Business asked the members of its Advisory Council which skills are most important for their MBA students to learn. The most frequent answer was self-awareness.6 The implication is that to have a successful career you need to know who you are, what you want, and how others perceive you. Larry Bossidy (former CEO of Honeywell) and Ram Charan (world-renowned management expert) said it best in their book Execution: “When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings. … Self-awareness gives you the capacity to learnPage 6 from your mistakes as well as your successes. It enables you to keep growing.”9 They also argue that you need to know yourself in order to be authentic—real and not fake, the same on the outside as the inside. Authenticity is essential to influencing others, which we discuss in detail in Chapter 12. People don’t trust fakes, and it is difficult to influence or manage others if they don’t trust you.
As professors, consultants, and authors, we couldn’t agree more! To help you increase your self-awareness we include multiple Self-Assessments in every chapter. These are an excellent way to learn about yourself and see how OB can be applied at school, at work, and in your personal life. Go to Connect, complete the assessments, and then answer the questions included in ...
The readers may be surprised by the name of the article, others may have already experienced the same but knowingly ignore the importance because of so many professional reasons, when we work as an expatriate employee.
How can you tell your employees are disengaged? How can you help them achieve their full potential? What can leaders, managers, and individual team members do to create a culture that promotes engagement? We explore your options in the article below.
Resumes, interviews, and recommendations provide a solid starting point for gaining a basic sense of who a person is. But talent management assessments go a few steps further to collect additional information that organizations can use to better predict whether an individual will find success in a position and perform to their full potential. To select the right person for a specific role and nurture them for continued success, you need to cast even more light on the right information—information that might otherwise remain hidden in the shadows if your organization relied solely on resumes and recommendations.
That’s where talent assessments shine.
More Related Content
Similar to Unconscious Bias and the Hiring Process
In today’s job market, “Likeonomics” explains the new affinity economy where the most likeable people, ideas and organizations are the ones we believe in, buy from, and get inspired by. The “Likeability Factor” is a subtle but important factor candidates must embrace in order to advance to the next round in the hiring process. This approach holds true for job seekers, career changers, and targeting new clients.
Strong social interaction skills—along with solid expertise and a list of accomplishments—can go far to minimize these barriers to a job offer. This paper demonstrates how to package core competencies and functional expertise that can be articulated with a high Likeability Factor. Getting hired is always about which candidate best responds to the needs of the hiring manager, and not necessarily about the most qualified person.
What is unconscious bias and why does it exist? We all have hidden biases, so it's important to learn what yours are and how to ensure they aren't affecting your business decisions, as well as what organizations can do to prevent these biases from affecting their ability to innovate and remain competitive!
Key videos in the presentation:
https://www.youtube.com/watch?v=NW5s_-Nl3JE
https://www.youtube.com/watch?v=Ahg6qcgoay4
evidence shows that linear models can lead to better organizationa.docxgitagrimston
evidence shows that linear models can lead to better organizational outcomes: graduate-school admissions decisions and hiring decisions.
Improving Admissions Decisions
The value of using linear models in hiring, admissions, and selection decisions is highlighted by work Moore and his colleagues undertook on the interpretation of grades (Moore, Swift, Sharek, & Gino, 2007). They found substantial differences in the grading practices of colleges, even between institutions of similar quality and selectivity. The results show that students from colleges with more lenient grading are more likely to get into graduate school, even after controlling for the quality of the institution and the quality of its students. Due to a variant of the representativeness heuristic called the correspondence bias (Gilbert & Malone, 1995), graduate schools misinterpret the high GPAs of alumni from lenient-grading institutions as indicating high performance. The correspondence bias describes the tendency to take others at face value, assuming that their behavior (or their GPAs) corresponds to their innate traits. This bias persists even when those making the admissions decisions have full information about different institutions' grading practices. It seems that people have trouble sufficiently discounting high grades that are due to lenient grading.
By contrast, it would be easy to set up a linear program to avoid this error. Indeed, Dawes (1971) did just that in his work on graduate-school admissions decisions. Dawes used a common method for developing his linear model: he first modeled the admissions decisions of a four-person committee. In other words, he systematically analyzed how the committee made its admissions decisions relying on three factors: (1) Graduate Record Examination scores, (2) undergraduate grade point average, and (3) the quality of the undergraduate school. Dawes then used the variable weightings he obtained from modeling the experts in a linear model to predict the average rating of 384 other applicants. He found that the model could be used to rule out 55 percent of the applicant pool without ever rejecting an applicant that the selection committee had in fact accepted. In addition, the linear model was better than the committee itself in predicting future ratings of the accepted and matriculated applicants by faculty! In 1971, Dawes estimated that the use of a linear model as a screening device by the nation's graduate schools (not to mention by the larger domains of undergraduate admissions, corporate recruiting, and so on) could result in an annual savings of about $18 million in professional time. Adjusted for today's dollars and the current number of graduate-school applications, that number would easily exceed $500 million.
Improving Hiring Decisions
Hiring decisions are among the most important decisions an organization can make. Virtually every corporation in the world relies on unstructured, face-to-face employment interviews as t ...
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
MAKING OB WORK FOR MEWhat Is OB and Why Is It ImportantTH.docxcroysierkathey
MAKING OB WORK FOR ME
What Is OB and Why Is It Important?
THE VALUE OF OB TO MY JOB AND CAREER
The termorganizational behavior (OB)describes an interdisciplinary field dedicated to understanding and managing people at work. To achieve this goal, OB draws on research and practice from many disciplines, including:
· Anthropology
· Economics
· Ethics
· Management
· Organizational theory
· Political science
· Psychology
· Sociology
· Statistics
· Vocational counseling
How OB Fits into My Curriculum and Influences My SuccessA Contingency Perspective—The Contemporary Foundation of OB
Acontingency approachcalls for using the OB concepts and tools that best suit the situation, instead of trying to rely on “one best way.” This means there is no single best way to manage people, teams, or organizations. A particular management practice that worked today may not work tomorrow. What worked with one employee may not work with another. The best or most effective course of action instead depends on the situation.
Thus, to be effective you need to do what is appropriate given the situation, rather than adhering to hard-and-fast rules or defaulting to personal preferences or organizational norms. Organizational behavior specialists, and many effective managers, embrace the contingency approach because it helps them consider the many factors that influence the behavior and performance of individuals, groups, and organizations. Taking a broader, contingent perspective like this is a fundamental key to your success in the short and the long term.How Self-Awareness Can Help You Build a Fulfilling Career
The Stanford Graduate School of Business asked the members of its Advisory Council which skills are most important for their MBA students to learn. The most frequent answer was self-awareness.6 The implication is that to have a successful career you need to know who you are, what you want, and how others perceive you. Larry Bossidy (former CEO of Honeywell) and Ram Charan (world-renowned management expert) said it best in their book Execution: “When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings. … Self-awareness gives you the capacity to learnPage 6 from your mistakes as well as your successes. It enables you to keep growing.”9 They also argue that you need to know yourself in order to be authentic—real and not fake, the same on the outside as the inside. Authenticity is essential to influencing others, which we discuss in detail in Chapter 12. People don’t trust fakes, and it is difficult to influence or manage others if they don’t trust you.
As professors, consultants, and authors, we couldn’t agree more! To help you increase your self-awareness we include multiple Self-Assessments in every chapter. These are an excellent way to learn about yourself and see how OB can be applied at school, at work, and in your personal life. Go to Connect, complete the assessments, and then answer the questions included in ...
The readers may be surprised by the name of the article, others may have already experienced the same but knowingly ignore the importance because of so many professional reasons, when we work as an expatriate employee.
How can you tell your employees are disengaged? How can you help them achieve their full potential? What can leaders, managers, and individual team members do to create a culture that promotes engagement? We explore your options in the article below.
Resumes, interviews, and recommendations provide a solid starting point for gaining a basic sense of who a person is. But talent management assessments go a few steps further to collect additional information that organizations can use to better predict whether an individual will find success in a position and perform to their full potential. To select the right person for a specific role and nurture them for continued success, you need to cast even more light on the right information—information that might otherwise remain hidden in the shadows if your organization relied solely on resumes and recommendations.
That’s where talent assessments shine.
How can organizations promote individual engagement to meet the extreme challenges and uncertainty of the times? And what can PXT Select™ do to help?
We explore the answers to these questions in Managing Rapid Change Through Employee Engagement.
With 70 percent of US workers disengaged from their jobs, the American workplace has some work to do, especially during this time of economic uncertainty. The simple truth is employee disengagement costs money—serious money. In fact, disengaged employees cost the US economy up to $605 billion per year—not exactly pocket change. Now more than ever, companies need engaged employees to keep their businesses afloat, save money, and discover the solutions needed to navigate our current crisis.
So, what can organizations do to boost engagement during challenging times?
Whether we’re fans of it or not, working from home has become a reality that’s here to stay—with or without a crisis. While some personalities lend themselves well to working from home, others have a more difficult time adjusting to remote conditions.
Knowing how we function in our natural state can help us see our obstacles before they become significant challenges or problems. Sharing this insight with our colleagues and teammates can help us make it through good times and challenging times with a greater sense of self and community.
The PXT Select can help the members of your organization work effectively from home
Coronavirus changed how we work and do business in ways we don’t even know yet. But for all the change going on, one thing hasn’t changed—the need for engaged employees. If anything, organizations require engaged employees now more than ever. Before the virus, employee disengagement levels among American workers reached as high as 70 percent—costing the US economy between $450 and $550 billion per year.
In an environment of economic volatility, today’s organizations cannot afford to ignore employee engagement. Besides saving money, high employee engagement gives organizations the edge they need to not only survive but to thrive in today’s market of uncertainty.
But to create a culture of engagement, leadership needs to play a direct role in developing and implementing an engagement strategy and in finding the right tools to get the job done. That’s where PXT Select™ can help organizational leaders create the CHANGE needed to build high-performing cultures that drive results.
Selecting and developing capable and confident leaders has become more critical today than ever before.
Discover 4 proven strategies to guide you through today's white water leadership challenge.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Assessments aren't created equal. Utilizing assessment technology during the hiring and selection cycles is increasing. This is what you need to know about our technology. To learn more contact me to get your questions answered.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
2. 2 | State of Hiring
In the increasingly complex and ambiguous world we live
in, companies find themselves scrambling to find talent
to fill open roles across all levels. There are challenges
sourcing, hiring, and retaining top talent. This drastic shift
in the labor market has sidetracked proactive efforts
to create a diverse and equitable workforce resulting in
reactive practices filling gaps with whatever is possible1
.
It is no surprise that most hiring managers and
decision-makers with understaffed, burned-out,
and overworked teams view structured hiring
and selection processes as time-consuming.
They favor instinct or intuition for its quick approach,
but this decision makes the hiring process
susceptible to the effects of unconscious bias.
Unconscious bias in hiring and selection can significantly
impact an organization’s ability to hire diverse and
qualified candidates as its automatic and elusive
nature makes it hard to recognize and address.
Mitigating Unconscious Bias
during Hiring and Selection
3. 3 | State of Hiring
Hiring managers and employees alike are susceptible
to unconscious bias and may unknowingly make
decisions and choices, both personally and
organizationally, that can exclude certain individuals
based on a single characteristic or trait.
Thus, unconscious bias could derail an organization’s
ability to be diverse, equitable, and successful. The
stressful experience of being understaffed can leave many
organizations feeling dire, making speed the predominant
criteria in the selection process. This leaves proactive
efforts to hire for Diversity, Equity, and Inclusion (DE&I)
placed lower on the ladder of considerations. But choosing
this route not only increases an organization’s risk of
unconscious bias but may also have a long-term effect on
an organization’s ability to attract and retain quality talent.
In order to better understand the impact of unconscious
bias on hiring and selection and its long-term impact
in the workplace, Wiley Professional Learning surveyed
over 5,000 working professionals. Survey respondents
included individual contributors (43%) and managers
or other leadership positions (57%). About half of
all respondents had some involvement in the hiring
process, with managers representing the largest portion
of this group. In this report, we will share our findings
and suggest the actions your organization can take to
combat unconscious bias in hiring and selection.
Survey Respondents
Individual
contributors
Managers or other
leadership positions
About half had some
involvement in the
hiring process
57% 50%
43%
The Impact of Unconscious Bias
4. 4 | State of Hiring
Unconscious bias is a concept that affects everyone,
individuals, organizations, institutions, and too many
systems to name. Although widely discussed, unconscious
bias remains an abstract concept for many. In fact,
while 77% of respondents reported having familiarity
with the concept, only 12% rated themselves as
being extremely familiar with unconscious bias.
The term unconscious bias was first introduced by
Anthony Greenwald and Mahzarin Banaji2
in 1995 to
contest earlier beliefs that attitudes and stereotypes were
developed consciously or deliberately. Instead, Greenwald
and Banaji argued that past experiences had a residual
effect on attitudes and stereotypes—meaning that past
experiences, even those we forgot having, may still
influence how we form attitudes, beliefs, and behaviors.
Unconscious Bias Defined
Rated themselves
as being extremely
familiar with
the concept
77%
Reported having familiarity
with unconscious bias...
12%
5. 5 | State of Hiring
So, what does that mean? Take a moment to
imagine a “successful Fortune 500 executive.”
What words immediately come to mind? What
specific physical attributes do they have?
More than likely, the terms “executive,” “successful,” or
“Fortune 500” triggered images and memories from
past firsthand experiences, news articles, movies,
and tv shows that allow you to create a picture of
this person. You probably envisioned a person of
a specific age, race, or gender and may even be
able to describe their personality or values.
These thoughts happen quickly and automatically. This
process, where our brains try to expedite information
processing by pulling references from past experiences
and beliefs, can result in biased judgments. Unconscious
bias is generally defined as the automatic associations
people make between multiple characteristics
and social categories, such as race, age, gender, or
disability, and attitudes/beliefs, generated from
prior experiences, that influence how we interact
with people in those groups, especially in situations
where quick decision-making is needed2
.
6. 6 | State of Hiring
It’s important to understand that unconscious bias is
a normal process. It’s neither inherently negative nor
positive; instead, it is a way for our brains to synthesize
the complexities of the world in easier-to-interpret
patterns and associations. Every person has at some
point initiated and/or experienced unconscious bias,
even if they didn’t know it at that moment. In fact,
86% of survey respondents identified having either
directly experienced or witnessed unconscious bias.
In our survey, most respondents identified multiple
observable traits in their definition of unconscious
bias, including race, gender, sex, and age. They also
associated these traits with common bias outcomes,
including prejudice, judgment, and stereotypes.
Of survey respondents
identified having either
directly experienced or
witnessed unconscious bias
86%
Unconscious Bias: A Human Condition
Some forms of unconscious bias—sexism, ageism, racism—are based on
observable traits and may be easier to identify than others.
More complex forms of unconscious bias are related to specific patterns of
behavior or ways of thinking, making them harder to identify.
Affinity Bias
The tendency to favor individuals
that mirror our beliefs,
appearance, or experience
Halo/ Horns Effect
The tendency to attribute a
person’s overall character as
positive or negative based
solely on one specific trait
Confirmation Bias
The tendency to interpret
information as validation
of preexisting beliefs
RACE
GENDER AGE
Bias Comes in Many Forms
7. 7 | State of Hiring
Identified promotion
and succession
planning
89%
Unconscious bias isn’t limited to an individual’s personal life; we bring it to work, too. Nearly 77% of our survey
respondents “strongly agreed” that unconscious bias can occur in the workplace. Over 50% of respondents indicated
that they have both personally experienced and witnessed coworkers experience unconscious bias in the workplace.
Unconscious bias not only impacts employee experiences, but it also affects
the organizational processes created and used by employees.
We asked respondents to identify what,
if any, organizational processes might
be affected by unconscious bias: In an ideal world, organizations would
use an objective and systematic hiring process.
Some examples include the consistent use
of clearly defined hiring criteria, structured
interviews, interview scorecards, the inclusion
of interviewers with diverse backgrounds, and
the use of appropriate assessments. In the real
world, however, that’s not always the case.
While over 75% of respondents rated clearly defined
hiring criteria and the inclusion of interviewers
with diverse backgrounds as the two most
important processes in reducing unconscious
bias, less than half of responders reported
using these processes in their organizations.
Unconscious Bias in the Workplace
Identified hiring
and selection
93%
Identified
recruitment of
candidates
90%
8. 8 | State of Hiring
The reality is that most hiring managers still
rely on instinct more than data when it comes
to making hiring and selection decisions.
In 2020, Wiley fielded the first State of Hiring survey
with over 3,000 hiring managers and found that 65%
of participants were guiding their hiring decisions
based on instinct rather than data3
. That 65% may
unknowingly be influenced by their unconscious
biases when making important decisions. As hiring
managers develop a comprehensive understanding
of their organization’s needs, they also may become
adept at identifying potential pitfalls in candidates.
During their tenure, many hiring managers develop
a strong sense of confidence in their ability to read
people and fully trust their instinct in hiring and
selection decisions. The high value hiring managers
place on prioritizing experience and instinct in
hiring and selection makes this process
susceptible to unconscious bias, especially when
checks and balances are not put in place.
65%
Of participants guide their
hiring decisions based on
instinct rather than data
So, How Are Hiring and Selection
Decisions Typically Made?
9. 9 | State of Hiring
For example, some hiring managers place a high
value on where a candidate went to college and use
this to determine who gets invited to interview. This
natural affinity toward what’s familiar may feel like
a safe choice, but it also limits the potential to find
unique, diverse, and highly qualified candidates.
With organizations facing a struggle for talent and hiring
managers feeling pressured to fill positions quickly, it is
understandable that instinct is winning over process.
But instinct is fallible. Therefore, it is critical for hiring
managers to understand its role in introducing,
sustaining, and exacerbating unconscious bias.
Where there are people, unconscious bias exists. And unconscious bias in the workplace, especially in hiring, is inevitable.
But here's the good news, organizations that address unconscious bias are likely to gain access to qualified candidates,
have a greater ability to retain existing employees, and have a diverse and equitable workplace environment.
Instinct Is Fallible
Combating Unconscious Bias in Hiring
10. 10 | State of Hiring
Awareness Is Key
In our analysis of respondent data, we came to an
important conclusion: Awareness is key in mitigating the
effects of unconscious bias. We found that respondents
who reported more familiarity with unconscious
bias were more likely to identify incidents of
unconscious bias and reported more occurrences
than respondents less familiar with unconscious bias.
Conversely, our data suggests that respondents who
had no awareness of unconscious bias were the
least likely to agree that both “unconscious bias can
occur in the workplace” and “unconscious bias in
the workplace can make it difficult for individuals
to build relationships with their colleagues.”
These results highlight the important relationship
between awareness of unconscious bias and the
ability to identify and acknowledge its effects.
People cannot fix a problem they do not know they
have. To reduce the impact of unconscious bias in
the workplace, organizations must offer employees
opportunities to learn and reflect on this issue.
As organizations build strategies for awareness, we must
remember that the ability to identify unconscious
bias is not innate but requires ongoing education.
1.
Three Key Steps to Address
Unconscious Bias in Hiring:
11. 11 | State of Hiring
11 | State of Hiring
Awareness Training
Is Just the Beginning
Like many things, unconscious bias is a complex
topic, and its impact can’t be reduced with just one
training. While a single training may help workers learn
to identify unconscious bias, this increase in awareness
may also lead to a range of feelings, including denial,
helplessness, and anger. Using “one and done” training
for this complex issue does not allow the time and
space needed to reflect on these internal conflicts5
.
Successful unconscious bias awareness-building
must be viewed as an ongoing process with trainings
developed to guide individuals through each stage
of change. This includes first helping people learn
what unconscious bias is, how to identify it, and
understanding its impact on relationships.
Organizations must consider the far-reaching
implications unconscious bias can have on the
workplace and overall culture. Training is the first
step, followed by small group discussions and
workshops to guide people through self-reflection
and strategies to manage and change their
biases. These multiple experiences also provide
opportunities to practice skills, gain valuable feedback,
strengthen relationships, and track progress to
help promote and maintain positive change.
80%
Of respondents who reported
familiarity with unconscious
bias also strongly agreed
unconscious bias can make it
difficult for individuals to build
relationships with colleagues
12. 12 | State of Hiring
With a clear and shared understanding of unconscious
bias, organizations will be better prepared to assess
existing organizational structures and policies. As
shown by the results of our survey, the hiring and
selection process is highly prone to unconscious
bias and can have a far-reaching impact on other
processes. Therefore, it requires ample attention and
a consistent approach to help minimize the impact
of unconscious bias in the decision-making process.
Our survey indicated that 93% of respondents
think hiring and selection can be impacted by
unconscious bias. Specifically, respondents identified
in-person/virtual interviews (62%) and application
or resume screening (51%) as the top two areas
where unconscious bias is most likely to occur.
For 85% of these respondents, the inclusion of
specific factors, particularly the candidate’s name,
photo, or pronouns, increased the likelihood of
unconscious bias. When looking at how these
respondents felt organizations should address
unconscious bias in hiring, 85% felt that having some
sort of structured process in hiring is important
in addressing this risk of unconscious bias.
And although there is no magic formula for what a
successful structured process looks like, as organizations
needs evolve, so must the process. Successful
organizations use data alongside managerial instinct.
Assess Existing Organizational Structures
62% thought
that in-person/
virtual interviews
are impacted
51% thought that
application or
resume screening
are impacted
2.
93% of respondents
think hiring and
selection can
be impacted by
unconscious bias
For 85%, the inclusion of
the candidate’s name,
photo, or pronouns,
increased the likelihood
of unconscious bias
13. 13 | State of Hiring
Existing research has long advocated for the
inclusion of structured data in hiring and selection
decisions as it can improve a hiring manager’s ability
to select the right candidate. In their study, Kuncel,
Klieger, and Ones6
argued that while managers are
skilled at both identifying the needs for a position
and are great at evaluating candidates, they may
not always be good at synthesizing the results.
Instead, they suggested an optimal hiring and
decision process should use structured data to build
a strong pool of candidates by which managers can
make a final selection. Having multiple data points
improved hiring and selection decisions by 25%.
Nowicki and Rosse’s study found that managers,
who were successful in hiring the best candidate
for a role, attributed their success to a thorough
hiring process in addition to luck and intuition.
This included more thorough reference checking,
interviewing, and determination of job requirements7
.
In our survey, over 75% of respondents rated clearly
defined hiring criteria, including interviewers
with diverse backgrounds, skills assessment, and
structured interviews as the top four structured
hiring processes that could reduce unconscious bias.
Data Complements Instinct
In our survey, over 75% of respondents rated these as
the top four structured hiring processes that could
reduce unconscious bias:
Clearly defined hiring criteria
Skills assessments
Structured interviews
Including interviewers with
diverse backgrounds
1.
2.
3.
4.
75%
14. 14 | State of Hiring
Unsurprisingly, respondents from organizations that
used one or more of these structured processes were
more likely to be confident in their organization’s hiring
process, with respondents from organizations that
used interviewers with diverse backgrounds having the
highest confidence in their organization’s hiring process.
Existing research and our current findings both paint
a clear picture: The use of structured processes
in hiring and selection can enhance a manager’s
ability to not only select great candidates, but
also reduce the impact of unconscious bias.
To start building a consistent structure for your
organization, you should first determine clear steps
in your process. They might include using Applicant
Tracking Systems (ATS), personality assessments,
assessing hard skills, and defined interview criteria. It
could certainly be more or a combination of different
data points. Then, you want to allocate weight to
each step of the process to quantify the various
data points. Finally, you should have more than one
interviewer to assess each data point. The goal is to
use data to complement the human perspective.
Possible Steps to Help Structure a Consistent Hiring Process
Assessing
Hard Skills
Defined
Interview
Criteria
Personality
Assessments
Applicant
Tracking
System (ATS)
Multiple
Interviewers
15. 15 | State of Hiring
Another key strategy to reduce unconscious bias in the
workplace is to develop and prioritize DE&I practices.
In the United States, Title VII of the Civil Rights Act of
1964, specifically the Equal Employment Opportunity,
states that organizations cannot discriminate against
potential job applicants on race, religion, gender,
ethnicity, nationality, and sexual orientation8,9
.
But it’s not just required by law, diversity within
organizations is considered integral to organizational
success. It increases creativity, innovation, loyalty,
teamwork, and productivity. It also reduces the
likelihood of unconscious bias and ensures that
underrepresented groups have equal access to jobs
they are qualified for10
. Despite this, only 50% of
our respondents stated that their organization
started a DE&I program in the past two years. Even
more surprising, 45% of individual contributors
were unsure whether their organization even
has one. Whether this is a result of the current
job market and momentary de-prioritization of
DE&I initiatives or just a lack of awareness, it is a
significant barrier to the facilitation of change.
Commit to Diversity and Inclusion Initiatives
3.
45%
? Of individual
contributors were
unsure whether their
organization even
has a DE&I program
Of respondents stated
that their organization
started a DE&I program
in the past two years
16. 16 | State of Hiring
The benefits of diversity are apparent; in our survey,
94% of respondents agreed that diversity benefits
the workplace in some way. Respondents whose
organizations have DE&I practices had more
confidence in their organization’s hiring process to
consistently hire the right person for each role.
Additionally, these respondents had more confidence
in their own ability to identify unconscious bias and
rated themselves as more likely to act if they were
to witness a colleague experience unconscious bias.
It's crucial for employees to be aware of their own
levels of unconscious bias so they can acknowledge
the benefits of diversity in their organization.
Specifically, we found that respondents with a
greater awareness of unconscious bias were twice
as likely to acknowledge the benefits of diversity
and significantly more likely to agree that diversity
increases innovation and boosts creativity.
Positive company reputation
Inclusion of different
perspectives
Top Three Benefits of Diversity
Diversity Means Organizational Success
Increased creativity
93%
96%
91%
17. 17 | State of Hiring
When we asked respondents what the most important
process was in increasing organizational diversity,
the majority listed hiring and selection of candidates.
Interestingly, these same respondents also listed
hiring and selection as the process that presented
the greatest challenge to increasing organizational
diversity. While the exact cause for this paradox is
unknown, the susceptibility of hiring and selection
toward unconscious bias may be at its root.
The cyclical relationship between unconscious
bias and diversity reminds us that organizations
that struggle with unconscious bias are less likely
to be diverse and will also struggle to achieve
organizational success. Conversely, diverse
organizations are more likely to reduce unconscious
bias and achieve organizational success.
For organizations struggling with understaffing and
mass hiring, putting time-consuming DE&I practices
on the backburner may seem like a logical choice,
but as indicated in our survey, a lack of DE&I initiatives
increases the risk of unconscious bias and limits
an organization’s access to qualified candidates,
increasing the likelihood of poor hiring and selection
decisions. The decrease in candidate pool and increase
in instinct-based hires perpetuate this cycle.
It's a Cycle
18. 18 | State of Hiring
With the social and political unrest seen around the world
recently, we’ve all witnessed the impact of biased actions.
However, we often forget about our more immediate
community and how we can start by making a difference in
our own environment. We spend a large portion of our time
at work, whether virtual, hybrid, or in person; it's the perfect
place to strive for a more equitable and safer environment.
As discussed in this paper, respondents reported the
importance of recognizing, understanding, and acting on
unconscious bias to strengthen hiring practices within
their organizations. If companies want to remain relevant
for candidates and continue to build towards their
diversity and inclusion efforts, they need to make sure
they are working with a structured and consistent hiring
approach; it is imperative to supplement intuition with
facts and data. Using people data, companies can foster
awareness and create high-performing workforces.
Conclusion
19. 19 | State of Hiring
PXT Select™ assessments empower your organization
to hire confidently with validated and actionable
assessment data. Learn about your candidates at
a deeper level, discover the power of job fit, and
consider multiple factors that will impact their
success on the job. Comprehensive and holistic, the
assessment measures the three areas that impact an
individual’s approach to situations in the workplace:
Cognitive Ability
Can they do the job?
Behavioral Skills
How will they do the job?
Interest
Will they enjoy the job?
With over 30 years of experience, scientific research,
and innovative technology, PXT Select assessments
give organizations a competitive advantage by
helping them align their talent needs, interview
better, hire smarter, and ultimately retain longer.
With the right people working in the right roles—
your organization and people will thrive.
To discover how to use data to reduce hiring
bias, connect with our team of experts.
To learn more, connect with your PXT
Select Authorized Partner.
Reduce Hiring Bias with PXT Select™
20. 20 | State of Hiring
Study Notes and
References
i. https://hbr.org/2021/09/the-great-resignation-doesnt-have-to-threaten-your-dei-efforts
ii. Greenwald, A. G., & Banaji, M. R. (1995). Implicit social cognition: attitudes, self-
esteem, and stereotypes. Psychological review, 102(1), 4.
iii. https://www.pxtselect.com/LandingPages/state-of-hiring.aspx
iv. https://www.forbes.com/sites/forbeshumanresourcescouncil/2020/11/13/how-to-
leverage-skills-tests-to-reduce-unconscious-bias-in-hiring/?sh=7b74339b5d6f
v. https://hbr.org/2021/09/unconscious-bias-training-that-works
vi. Kuncel, N. R., Klieger, D. M., & Ones, D. S. (2014). In hiring, algorithms beat instinct. Harvard business review, 92(5), p32-32.
vii. Nowicki, M. D., & Rosse, J. G. (2002). Managers’ views of how to hire: Building bridges
between science and practice. Journal of Business and Psychology, 17(2), 157-170.
viii. Miles, A., & Sadler-Smith, E. (2014). “With recruitment I always feel I need to listen to
my gut”: The role of intuition in employee selection. Personnel Review.
ix. Title VII of the Civil Rights Act of 1964 | U.S. Equal Employment Opportunity Commission (eeoc.gov)
x. Uhlmann, E. L., & Cohen, G. L. (2007). “I think it, therefore it’s true”: Effects of self-perceived objectivity
on hiring discrimination. Organizational Behavior and Human Decision Processes, 104(2), 207-223.
xi. https://www.managementstudyguide.com/organizational-diversity.htm
xii. Allen, B. J., & Garg, K. (2016). Diversity matters in academic radiology: acknowledging and
addressing unconscious bias. Journal of the American College of Radiology, 13(12), 1426-1432.
xiii. Onyeador, I. N., Hudson, S. K. T., & Lewis Jr, N. A. (2021). Moving beyond implicit bias training: Policy insights
for increasing organizational diversity. Policy Insights from the Behavioral and Brain Sciences, 8(1), 19-26.
21. 21 | State of Hiring
10% Healthcare
1.2% Human Resources/Learning and Development
8.3% Manufacturing
1.8% Consulting
7.4% Government
6.8% Technology
3.6% Banking
4.5% Construction
Insurance 3.3%
Pharmaceutical 3%
Engineering 2.2%
Finance/Accounting 3.5%
Communications 1.5%
Retail 3.6%
Education Services 1.7%
Legal 0.9%
Hospitality/Tourism/Travel 1.9%
Medical Devices 0.9%
Investment/Brokerage 0.3%
Agriculture 2.6%
Consumer Packed Goods 1.2%
Utilities 1.9%
Biotech 1.1%
Transportation 1.7%
Other 8.9%
4.6% Not For Profit
1.8% Business Services
3.8% Education/Academia
Real Estate 1.5%
Military/Defense 1.3%
Entertainment/Art 1.1%
Industries Represented
by Survey Respondents