Innovation Through Inclusion: Addressing Hiring Bias in Engineering
Bias in the hiring process is a complex issue we cannot ignore.
As Engineers, we pride ourselves on solving complex problems, innovating, and shaping the future. However, we continue to grapple with a pervasive issue: bias in the hiring process. Bias, in its simplest form, is an inclination or prejudice for or against someone, often unconscious, subtly influencing our decisions and interactions. This has particularly damaging implications in hiring, often manifesting in various forms related to age, parental status, sexual orientation, gender, and nationality.
Such biases can culminate in a homogenous workforce, stifling innovation and growth. This is especially concerning in engineering, where diversity of thought is essential for addressing complex challenges.
One of the most subtle yet damaging forms of bias is unconscious bias, a blind spot in our decision-making process affecting everything from CV screening to final hiring decisions. Unconscious bias often causes us to favor candidates who resemble us or fit certain stereotypes to the detriment of equally qualified alternatives. This harms the overlooked individuals and the company, which misses out on potential talent, and the leadership, who fail to assemble a diverse and inclusive team.
Backed by Researches
A 2004 study by Bertrand and Mullanathan, “Are Emily and Greg more employable than Lakisha and Jamal?” found that resumes with Caucasian-sounding names received 50% more interview calls than equally qualified candidates with non-Caucasian-sounding names. Alarmingly, a Caucasian-sounding name equated to eight additional years of experience.
Another compelling study, “The Impact of Gender on the Review of Curricula Vitae of Job Applicants and Tenure Candidates: A National Empirical Study” by Steinpreis, Andres, and Ritzke, further highlighted this bias. They asked the participants to rate the qualifications of fictional candidates based solely on their resumes, which were equal in terms of capabilities. Intriguingly, 70% of the CVs with male names were deemed “worth a hire.”
PwC’s video “Blind Spots: Challenge Assumptions” beautifully encapsulates this issue. It emphasizes that we all carry some form of bias, often unconsciously. Accepting this reality is the first step towards addressing it. The video urges us to challenge our assumptions, embrace different perspectives, and effect positive change — especially in hiring, where unconscious biases can have profound consequences.
Check the video below:
Practical Advice to Avoid Bias in Hiring Processes
By now, I hope to have underscored that bias is real and unavoidably part of our psyche. So, how can we mitigate its effects in the hiring process?
Pair Up During Interviews
I’ve found it highly beneficial to conduct interviews alongside another person, ideally someone with a different background. They can counteract unconscious biases by providing alternate perspectives, challenging assumptions, and ensuring a balanced candidate evaluation.
Stick to a Script
Structured interviews help combat bias. By asking each candidate the same set of questions in the same order, we promote a fair comparison and minimize the sway of personal preferences.
Educate Yourself
Bias training for hiring managers is invaluable. It raises awareness of unconscious biases and offers strategies to curb them. This training should be ongoing, as understanding and combating discrimination is an enduring journey.
Avoid First Impressions
Avoid looking for candidates' social media accounts or performing backdoor reference checks. Otherwise, you may create a stereotype and mine the candidates' success. We want to tame bias, not feed it.
Collaborative Decisions
Hiring managers must consider multiple opinions at each stage of the hiring process. Debriefing sessions involving all participants can lead to more accurate and equitable decisions. This collaborative approach helps to reduce bias and fosters a culture of inclusivity and respect.
As engineering leaders, our responsibility is to create teams that are diverse, inclusive, and representative of our world. Acknowledging and actively addressing our biases can help forge a fairer hiring process, leading to a more innovative and successful engineering sector.
I urge you to challenge your assumptions, broaden your perspectives, and effect positive change. People are the most valuable part of a business, and we need to treat them as such. Let’s make bias awareness a part of our regular conversation, drive change, and be the leaders our industry needs.
References
Bertrand,M & Mullanathan,S.(2004). Are Emily and Greg more employable than Lakisha and Jamal? A field experiment on labor market discrimination. The American Economic Review, 94 (4), 991–1013
Steinpreis,R.E.,Andres,K.A., & Ritzke,D.(1999). The impact of gender on the review of curricula vitae of job applicants and tenure candidates: a national empirical study.Sex Roles,41 (7–8),509–28
