Employers often face challenges in hiring by focusing too much on candidates from prestigious schools or companies, a tendency known as the “halo effect.” This practice can lead to less effective hiring decisions, affecting both employers and job seekers.
An expert indicates that relying solely on education and past employment at well-known firms may not reliably predict future job performance. Instead, some organizations are placing greater emphasis on assessing candidates’ skills and behaviors to enhance outcomes. This shift aims to counteract the disadvantages posed by superficial attributes.
Shiran Danoch, an organizational psychologist, shares insights from her career, highlighting the influence of bias in the hiring process. She recounts a situation where a candidate was dismissed due to ethnic bias, despite her apparent qualifications for the role. Such examples underscore the ongoing need to address biases, both those that unjustly favor candidates and those that unfairly hinder them.
Danoch estimates that up to 90% of hiring decisions might be influenced by inherent biases, affecting perceptions of a candidate’s suitability. This means individuals who might excel in a position could be overlooked, while others who are less suitable might be chosen, complicating hiring strategies.
Analysis of interviews reveals a “dominant-skill” bias, where interviewers might focus excessively on one skill, often communication, which skews their overall assessment of a candidate. While strong communicators might impress during interviews, this does not necessarily correlate with capability in other crucial job areas.
Alan Price from Deel, a global HR company, points out the fallacy in equating experience at big-name firms with job competence. Experiencing pressure to hire Ivy League graduates or former employees from top tech firms, he has observed that these candidates do not always translate into high-performing employees.
Price explains that Deel has improved hiring quality by restructuring interviews to focus on job-related behaviors rather than relying on education or past company affiliations. This approach aligns with managers’ satisfaction with new hires, emphasizing practical skills and motivation over pedigree.
While experience is still valuable, it is now considered alongside other factors like functional skills. Assessments are used to identify those who might use industry buzzwords without genuine expertise. This prevents assumptions based on previous positions held by candidates, ensuring a more equitable evaluation process.
David Deming from Harvard notes that while some employers might remove degree requirements, the implicit value still remains. This inconsistency suggests that organizations may seek the appearance of inclusivity without significantly altering their criteria.
Danoch also mentions the “shadow effect,” where candidates are unfairly dismissed due to perceived deficiencies, further exacerbating bias in hiring processes. Strong communication skills, although vital, should not be the only measure of a candidate’s potential.
The halo effect in hiring processes remains a significant challenge for employers seeking to make unbiased and effective hiring decisions. By shifting focus towards candidates’ skills and behaviors, and away from their education or company history, organizations can make more informed choices.
Source: Businessinsider
