Did you know your subconscious is this evil, vindictive, sexist, racist, hate-filled, judgmental jerk?
That’s what the leftists at Paycom’s blog would have you believe, anyway.
So, to help you combat your “subconscious bias” when interviewing perspective employees, they came up with a 3 point guide so you can keep your evil hidden side at bay.
As if you really needed this, right? In all likelihood, this was written from feelings of guilt within the liberals themselves. It’s a simple enough explanation anyway. Obsessed with race, and dividing humanity up into small groups that are hell-bent against one another, liberals are full of hate and contradictions, but they are experts at deflecting their own faults off on others… It’s a skill they mastered after Hitler put it to good use during WWII.
Nevertheless, we digress… To the madness below!
You do it. I do it. We all do it.
No, I’m not talking about converting oxygen into carbon dioxide – although you may need to take a deep breath before reading further. I’m talking about that unquestionably human habit of prejudging someone or something, whether in a positive or negative light.
That little prejudge is known as unconscious bias. Most people harbor some bias, although they may not realize it. For employers, unconscious bias can cause big trouble if interviewers unfairly favor or dismiss a candidate during the hiring process.
According to Harvard Business Review, when interviewers without standardized questions are left to decide which candidate to hire, their decisions tend to be subjective and unconsciously influenced by fixed thoughts on race, gender and ethnicity. Considering the strict regulations set forth by the U.S. Equal Employment Opportunity Commission (EEOC), interviewers can get into hot water quickly, without even realizing they’re doing something wrong.
To help avoid risk, empower your hiring managers to follow these three steps.
Introduce performance-based questions
As the great equalizers, performance-based questions center on what employees must do to be successful in their roles. This includes questions to assess how they have addressed challenges in other roles, and hypothetical questions to judge how candidates would approach the challenges your company faces. The trick is to ask each candidate the same questions so you have a fair assessment.
If you’re wondering what a performance-based question sounds like, here’s an example: “Thinking about a time in which a project didn’t go as planned, what actions did you take to correct it as quickly as possible?”
Measure applicants’ answers
Performance-based questions are worth nothing unless you have a system to compare applicants’ answers. Next, you’ll want to compare their responses with something called a standardized rubric. Using a rubric means everyone involved in the hiring process agrees on what the important questions are and what an excellent answer would be. Without it, comparisons simply are not apples-to-apples. You easily can create a rubric by asking those who already perform the role what success looks like.
Train your staff
Finally, train your staff to recognize and counter biases during the hiring process. This is especially important when multiple interviewers screen for an open position. Make sure everyone knows to take good notes so they can compare candidates’ answers with the rubric. It’s important that everyone involved is on the same page, especially with which elements indicate future success.
Eliminating unconscious bias in the interview process is hard, especially when multiple parties are involved. That’s why it’s critical to factor performance-based questions into the equation, making it much easier to focus on candidates who possess the right skill set for the position at hand.
So there you have it. Feel any smarter, or do you feel like you just wasted your time?
Fret not, now you have a better idea what kinda of lunacy flows through the liberal mind.
Mr Americana, Overpasses News Desk
March 26th, 2018