We, as hiring managers, always know that hiring is subjective. For example, the shortlist of candidates I choose among 100 candidates would be different from the pool of candidates that another person in my position would choose because of the following two reasons; perception and bias. First, the way I perceive as what is the culture of the team and which soft skills are needed for the specific position would be different from the way he/she does. Second, we are prone to conscious or subconscious bias such as likability or relatability which may have no correlation to the candidate’s job performance, once hired.
explains how subjective hiring processes are.
I wondered “Is it only in this company that managers make hiring decisions based on shifting and oftentimes very personal factors?” Then I became an HR person, and I had the opportunity to talk to lots of other HR people. Here’s what I learned: deciding which candidate to hire is nearly all art, and very little science. — Liz Ryan. Founder and CEO, Human Workplace; Author, “Reinvention Roadmap”
How to minimize this subjective aspect of hiring processes? There are three magic sauces to add.
First, set the hiring strategy.
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Second, set the priority
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As a long-time executive in Silicon Valley, Katie Dill knows what it takes to hire and build a solid team. “I really like to hear things through stories,” she says. “So, I ask to hear a story about something they have worked on that they really liked and that they felt best utilized their greatest skills.”
Lastly, use the scientific method
According to a 2018 McKinsey report, companies in the top-quartile for workforce diversity are 33% more likely to financially outperform their less diverse counterparts.
Collect data and translate data into action
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