Quite aside from ethical issues, bias in the recruitment process may be detrimental to your business. By favouring certain candidate profiles, you risk creating teams whose make-up is too similar. Here are some tips to avoid falling into this trap.<\/p>\n
First impressions start with the name at the top of the candidate\u2019s CV. From the moment a recruiter sees the applicant\u2019s gender or cultural background, there\u2019s a tendency to make certain subconscious assumptions.<\/p>\n
The simplest way to avoid this is to evaluate the candidate\u2019s qualifications before looking at their name.<\/p>\n
\u201cI think the best way to eliminate bias is not to read the name and instead start with the candidate\u2019s experience.<\/strong> I\u2019ve always made it a point of honour to evaluate an applicant\u2019s CV by focusing on their expertise, regardless of who they may be,\u201d explains Audrey Chr\u00e9tien, CRHA, Division Director<\/a><\/strong>, Industrial, Manufacturing, at St-Amour<\/a><\/strong>.<\/p>\n To ensure the impartiality of the interview process, it needs to be structured and consistent<\/strong>, Audrey emphasizes. For example, using a pre-established interview template for each candidate is an excellent way of doing this. The questions may vary somewhat depending on the position to be filled, but the basic approach should be similar across the board.<\/p>\n \u201cI suggest adopting the same interview method for each candidate by using identical selection criteria and objectives,\u201d Audrey adds. \u201cThe interview should always begin in the same way for every candidate who is evaluated. Ideally, you should ask the same questions to everyone who applies for the same position.\u201d<\/p>\n 3. Don’t focus too much on personality fit<\/strong><\/p>\n Judging whether a candidate\u2019s personality suits the company is a subjective factor that\u2019s sometimes given too much importance. When it comes to making hiring decisions, Audrey encourages sticking to objective criteria such as competencies.<\/strong><\/p>\n \u201cYou don\u2019t have to hire someone who will become your best friend. What\u2019s important is to work with qualified people who do their job. They don\u2019t have to go to your house for dinner on Friday night,\u201d she observes.<\/p>\n Indeed, a candidate with a different personality profile can benefit a business by providing a fresh perspective and challenging colleagues to move outside their comfort zone.<\/p>\n To avoid biased decision-making in your recruitment process, ask for at least one second opinion from someone who\u2019s not part of your immediate entourage or day-to-day activities.<\/p>\n This is where a recruitment agency can add value, since it provides an external and, above all, impartial viewpoint. It\u2019s worth noting that this can counteract not just negative prejudices but also positive biases favouring a certain type of candidate.<\/p>\n \u201cManagers have a natural tendency to hire candidates with the same profile again and again. An agency will suggest someone different. The more rigorous the process is and the more points of view there are, the less risk there is of bias,\u201d<\/strong> Audrey advises.<\/p>\n It\u2019s a candidates\u2019 market right now. For this reason, employers need to become more flexible about who they hire, which has various benefits.<\/p>\n \u201cCompanies are trying things and taking risks \u2013 for example, by hiring candidates aged 55 and over<\/a><\/strong>,\u201d says Audrey. \u201cI think that\u2019s a good thing. Employers who don\u2019t open themselves to diversity won\u2019t survive the labour shortage.\u201d<\/p>\n2. Do standardize your interview questions<\/h2>\n
4. Do involve multiple people in the process<\/h2>\n
5. Don’t close your mind to other industries<\/h2>\n