Strategic HR Review

Five steps toward recognizing and mitigating bias in the interview and hiring process
Rosalie P. Chamberlain,
Article information:
To cite this document:
Rosalie P. Chamberlain, (2016) "Five steps toward recognizing and mitigating bias in the interview and hiring process",
Strategic HR Review, Vol. 15 Issue: 5, pp.199-203, https://doi.org/10.1108/SHR-07-2016-0064
Permanent link to this document:
https://doi.org/10.1108/SHR-07-2016-0064
Downloaded on: 30 August 2017, At: 16:23 (PT)
References: this document contains references to 0 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 721 times since 2016*
Users who downloaded this article also downloaded:
Downloaded by Kaplan Australia At 16:23 30 August 2017 (PT)

(2016),"How and why to hire a diverse workforce: what you need to know", Strategic HR Review, Vol. 15 Iss 5 pp. 208-213
<a href="https://doi.org/10.1108/SHR-08-2016-0069">https://doi.org/10.1108/SHR-08-2016-0069</a>
(2016),"Five ways to lead with inclusion", Strategic HR Review, Vol. 15 Iss 5 pp. 204-207 <a href="https://doi.org/10.1108/
SHR-07-2016-0061">https://doi.org/10.1108/SHR-07-2016-0061</a>

Access to this document was granted through an Emerald subscription provided by emerald-srm:541474 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please visit
www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of
more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online
products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication
Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

*Related content and download information correct at time of download.

 Five steps toward recognizing
and mitigating bias in the interview
and hiring process
Rosalie P. Chamberlain
Rosalie P. Chamberlain is
Director at Rosalie
Chamberlain Consulting
& Coaching, Denver,
Colorado, USA.
Downloaded by Kaplan Australia At 16:23 30 August 2017 (PT)
DOI 10.1108/SHR-07-2016-0064
Abstract
Purpose This paper aims to build awareness of the impact of unconscious bias when interviewing
and hiring new employees so that employers can hire diverse talent with multiple aspects of diversity to
build a workforce that excels toward excellence.
Design/methodology/approach The five areas discussed in the paper delve into understanding
bias by creating a broader sense of understanding to support inclusion for difference by recognizing
subtle beliefs and behaviors that exclude potential candidates.
Findings Specific strategies include examining the subtle biases and beliefs that block the ability
to see candidates potential; identifying thoughts, interpretations and beliefs that create
misconceptions about people; exploring verbal and non-verbal communications that send implicit
cues borne from or reflecting bias; recognizing the danger of comparisons using biased criteria;
and establishing a checklist that helps the interviewers recognize bias in their thoughts and
assumptions.
Practical implications The marketplace is competitive, and the ability to hire the best candidates is
impacted by what the organization has to offer. If biases are not addressed, the organization can miss
out on those candidates by not seeing the value added by hiring them or because the message being
sent by those in recruitment and hiring is unwelcoming and/or off-putting.
Social implications Addressing bias has been brought to the forefront in the news because of the
past few years of incidents dealing with diversity and inclusion, especially exclusion. Organizations
need to be aware because of potential Equal Employment Opportunity Commission (EEOC)
implications; focusing on the inclusiveness of the culture is the smart and right thing to do.
Originality/value The information and suggestions in the paper are original and taken from the
authors work as a diversity and inclusion consultant and leadership coach. These tips have been
utilized with success at organizations and helped improve the inclusivity of the organizations.
Keywords Stereotypes, Recognizing bias, Unconscious biases, Create a diverse workforce,
Build an inclusive culture, Subtle biases, Prejudices
Paper type Viewpoint
n the current global marketplace, where the need for exceptional talent to create
I preferred products or services is competitive, employers need to understand the
beliefs and behaviors that sabotage the ability to hire and create a diverse workforce.
Exploring and recognizing bias is necessary to build an inclusive culture by identifying
subtle beliefs and actions that exclude potential candidates:
1. Examine and look deeper into the subtle biases and beliefs that block the ability to see
candidates potential. Interviewers must be aware of their assumptions, biases,
stereotypes and prejudices and build an understanding of potential impact. We know
that we all have biases, which show up as either a bias for something or a bias against
something. It is critical to know what these beliefs are and bring to conscious
awareness our unconscious biases. Keep in mind that in addition to bias as it relates
to race, gender, sexual orientation, age, physical and cognitive abilities, ethnicity,
religion and cultural background, many other aspects of diversity may influence our
VOL. 15 NO. 5 2016, pp. 199-203, Emerald Group Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 199
 Acknowledge ones rst impression and then challenge it
later after one has had the opportunity to get to know the
candidate a little better.

biases. Some of these include, but are not limited to, communication style; language/
accent; veteran status; socioeconomic; geographic location; political affiliation;
personality; education; family status; organizational level; experience; thinking style,
physical size, etc.
Bias can show up in interviews for both the interviewer and the interviewee. Although
this is unavoidable, it is important to be aware of ones internal thoughts and
judgments.
First impressions it is common to have a first impression so much so that there is a famous
saying that you never get a second chance to make a first impression. Although this may
be true, the interview process can be stressful, and too much reliance on the first
impression can be ineffective. A good rule of thumb is to acknowledge ones first
Downloaded by Kaplan Australia At 16:23 30 August 2017 (PT)

impression and then challenge it later after one has had the opportunity to get to know the
candidate a little better. One notable example of how bias can come in is confirmation bias,
which is when one seeks out information that will support a pre-conceived belief about the
candidate. Concerning a first impression, if the first impression was lower on the scale, it is
important to examine to ensure that questions and conclusions being made by the
interviewer are not geared to support what the interviewer is expecting to see. It is not
unusual that we often see what we expect to see, and our expectations come from our
biases. Some of the most useful questions are those that are clear and supportive for the
criteria needed for the job. If the first impression was higher on the scale, examine to ensure
that the questions and conclusions do not lead the interviewee to respond the way the
interviewer wants them to answer. If ones biases are not checked, ones experience can
be influenced by their bias.

2. Identify thoughts, interpretations and limiting beliefs that are common responses and
create misconceptions about viable candidates. Internal language is a helpful place to
start examining if there are biases present. When inner thoughts occur, there is a
tendency to interpret the candidate incorrectly and have limiting beliefs about the
potentiality of the person as a viable employee. Be aware of these thoughts and avoid
making statements to or about the candidate that reflect the limiting assumptions.
Thoughts and phrases such as:

I really like him/her. Although likeability is something we want to have for

camaraderie, teamwork and performance, it can be based on bias. The important
factor here is to base it on facts and data, rather than opinion and preference.
She/He will fit in. What does fit in mean? Fit in with what? Cultural fit and fitting
in may not be the same thing, and the determination may be made by bias a
preference for or a bias against something.
Thinking he/she is very articulate. As though they wouldnt be [. . .]. A bias may be
lurking because of an assumption that someone is an exception to your belief about
a particular group.
Thinking someone is a credit to their race, gender, culture and a particular group
as though they are an exception. One example of how this shows up is thinking

PAGE 200 STRATEGIC HR REVIEW VOL. 15 NO. 5 2016

 someone is very articulate as though they would not be and is stereotyping and
possibly unconsciously determining the group as inferior.
Thinking someones accent is difficult to understand. This results in an
unconscious decision to stop listening and negating the value of the candidate.
Making assumptions about candidates when an interviewer first reads a resume.
Notice the internal thoughts that occur during that process.

3. Explore communication, both verbal and non-verbal, that attracts or detracts.

Verbal and nonverbal communication is important in interactions with others.
Although many of the little things we do and say have a positive intent, there can
also be messages that we send without realizing there may be an adverse impact.
It is important that we do not create a sense of paranoia, being over politically
correct or being overly sensitive. However, the awareness of impact provides the
opportunity to understand how some messages can have a negative impact and
can come from biases:
Body language. Awareness of personal reactions to difference, whether from an
appearance standpoint or something that is said, is critical. Notice if you have a
thought or opinion. If you do, be curious about your thought before you physically
react through a physical expression.
Downloaded by Kaplan Australia At 16:23 30 August 2017 (PT)

Notice/Pause/Awareness/Curiosity/Choose. Once you see an opinion, you can

pause, be aware, be curious, then you can choose your response. It is a
common practice to put ones self imaginatively in someone elses shoes. Add
a step by noticing what happens to you in your shoes when you are in contact
with a difference that you may not be familiar with or may not understand.
Listening. Effective listening is listening to understand, rather than the tendency
to immediately respond. Looking for cultural influences that are important to
someone can be helpful. Be aware of any reactions you may have to an
interviewees questions that could arise regarding areas of diversity and
inclusion. In an open and inclusive environment, it can be taken for granted that
respect for differences is the norm. However, if ones individual biases are not
known, a reaction to what you hear may not reflect the open and inclusive
culture of the organization.
Group interviewing. In the event of a team/panel set up for an interview, be
aware of how you interact with your colleagues in the process. Being respectful
and carefully listening to the other team members questions and the candidate
will notice comments. The treatment of different aspects of diversity of the
interviewing team members is a visual testimony of walking the talk of respect
for perspectives and opinions.

4. Understand the danger of comparisons over non-biased criteria. To calibrate

something is to adjust or mark (something, such as a measuring device) so that it
can be used in an accurate and exact way; to measure (something) in an exact and
precise way(Merriam-Webster). We often calibrate individuals to others because

While human resources is often the driver of a companys

focus on diversity and inclusion, it cannot be just an HR issue
or a diversity committee/council issue.

VOL. 15 NO. 5 2016 STRATEGIC HR REVIEW PAGE 201

 we have standards for jobs, top performers, colleagues, etc. Although criteria and
standards for achievement are important and often necessary, calibration errors
can have a negative impact, both in performance evaluations and in the interview
process. The important factor here is that the interviewer may miss the unique
qualities of the candidate.
In making your final recommendations, make decisions based on facts rather than
opinions, either your own and someone elses opinion.

5. Establish a recognize bias checklist of questions that are helpful in determining

personal thoughts, judgments and reactions:
What assumptions am I making?
How might I be stereotyping an individual into a particular group?
What old messages influenced my perception of a particular group or topic?
What is the impact of the message on myself, the firm, the individual?
Am I resistant to certain subjects or aspects of diversity and inclusion? If so, which
ones?
How true are the assumptions and judgments I am making?
How can I influence change in future circumstances by being aware of my biases
Downloaded by Kaplan Australia At 16:23 30 August 2017 (PT)

and actions?
If I had a judgment journal and noted every time I made a judgment about someone
else or myself, how fast would I fill it up?
These tips are keys to self-awareness, and they will improve an employers ability to
recognize and mitigate bias before and after candidates, and new employees come
through the door. These suggestions can be utilized in every area of the organization
to create inclusion on a day-to-day basis. The focus is often on attracting, hiring,
developing and retaining top talent. If the focus is shifted to hold a strong imperative to
retain the top talent, then development and advancement is an integral part of an
employees career.
It is not enough for organizations to value diversity and not focus on inclusion. Inclusion is
where the rubber meets the road. Self-awareness is the number one skill individuals can
build to understand how they are showing up in whatever role they have within the
organization, including top management and administrative personnel. Regardless of your
role within the workplace, you interact with others and your interaction has an impact. Our
behaviors and actions send messages everyday about our beliefs which influence
decisions. Understanding how bias drives our decisions is the best way to pause and
assess if the message is attracting or detracting.
In addition to the hiring decisions that are made, bias needs to be recognized in
marketing messages that brand your organization. Customer service is another area
where awareness is a necessary factor to ensure those being served are treated with
respect, thus creating repeat customers and contented customers. While human
resources is often the driver of a companys focus on diversity and inclusion, it cannot
be just an HR issue or a diversity committee/council issue. It is the organizations issue
and if handled responsibly and thoughtfully can create a culture that is inviting, open
and known as an employer of choice. The diverse strengths and talents that you bring
into the organization must be leveraged and maximized. This requires inclusion, which
promotes engagement and motivation and drives innovation. Creating an inclusive
culture develops performance excellence and organizational success. A culture of
inclusion attracts top talent. Individual awareness requires examining the biases and
the impact on the organization.

PAGE 202 STRATEGIC HR REVIEW VOL. 15 NO. 5 2016

 Corresponding author
Rosalie P. Chamberlain can be contacted at: rosalie@rosaliechamberlainconsulting.com
Downloaded by Kaplan Australia At 16:23 30 August 2017 (PT)

For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: permissions@emeraldinsight.com

VOL. 15 NO. 5 2016 STRATEGIC HR REVIEW PAGE 203