Scaling Inclusion in Hiring - Daniel Chait
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Daniel Chait's presentation on Inclusive hiring at the 2018 Michigan Recruiter's Conference held in Detroit, MI onsite at General Motor's HQ.
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Scaling Inclusion in Hiring - Daniel Chait
- 1. Scaling Inclusion in Hiring Michigan Recruiter’s Conference Detroit, MI Daniel Chait - CEO, Greenhouse
- 3. What do you see?
- 6. Diverse teams are stronger teams.
- 8. Learning from experts Joelle Emerson CEO, Paradigm Strategy, Inc. Shelley Correll Professor of Sociology, Director of the Clayman Institute for Gender Research Candice Morgan Head of Inclusion & Diversity Mary Murphy Associate Professor, Department of Psychological and Brain Sciences Associate Vice Provost for Student Diversity and Inclusion
- 9. Three challenges to scaling inclusion Struggle to change behavior Difficult to track and measure No holistic solutions
- 10. A holistic and scalable approach Measure impact Focus on the entire funnel Operationalize behavior change
- 11. Follow the research and science that can help to overcome bias Impact people’s behavior systematically, not one-and-done Operationalize behavior change
- 12. Candidate flow Job postings Referral programs Resume review Level the playing field Interview content Selection criteria Offer process Focus on the entire funnel
- 13. Measure impact Track demographic data Measure every step of your process Target changes to affected areas Set goals Iterate and improve over time
- 14. It’s about building great teams
- 15. Thank you.
Notes de l'éditeur
- Intro - About me We recently launched a product called Greenhouse Inclusion, to help companies scale inclusive hiring practices Throughout the process, we partnered with experts in the field, and learned so much Today I want to share with you some research & strategies we picked up, that are actionable that you can bring to your organizations First, I want to start here;
- • This is a really powerful optical illusion. • Look at the arrangement of these lines, what do you see? • Your brain is telling you the lines are crooked, but they’re actually completely horizontal and it’s hard to see them that way. • I find optical illusions really interesting, because your brain and your eyes - these powerful devices you rely on - are completely fooling you.
- • Even though your eyes and your brain work really well, they can still trick you and we often make mistakes because of it. • These mistakes aren’t random. They’re mental shortcuts that we all make based on the patterns we pick up from the world around us. • Mental shortcuts are an example of bias. We’re programmed to see something based on our perspective, but we’re not always right. • Of course, shortcuts are necessary to get through the day. We have to make decisions and we have to base those decisions on judgement and experience. • But, those shortcuts can also lead us astray, like in the optical illusion where our brain was telling us something that was incorrect. • Let’s do another quick thought exercise.
- Picture a genius. • Did you picture something along these lines? • Why do you think that is? Well, it’s an example of how the patterns we’ve been exposed to affect the mental shortcuts we take. • When I asked you to picture a genius, a lot of you pictured Einstein. Well, turns out 90% of people believe geniuses are more likely to be men. So if you’re hiring for a role that emphasizes innate brilliance or genius, who do you think you’re going to be more inclined to hire? • These biases creep in from all kinds of influences. They’re learned from people around us, from media, from our experiences. And they don’t just happen with illusions, they also happen when we assess people. It’s happening in the world of talent and recruiting.
- • The reality is, research across disciplines has shown that diversity of all kinds - gender, race and ethnicity, age, nationality - leads teams to become smarter, more innovative, and better at solving hard problems. • Taking a thoughtful, strategic approach to diversity isn’t about not getting sued or avoiding a public relations nightmare. It’s not even just about doing the “right thing,” although I do think that’s important to many business leaders. Instead, developing an effective strategy here is important to innovation and to every company’s bottom line. • Unfortunately, bias can limit companies from accessing those benefits. It undermines objective hiring decisions, and does so in a way that’s especially likely to filter out people from underrepresented backgrounds.
- • There’s a lot of talk and anxiety about this right now, but the world is short on solutions. • And a lot of us are feeling this. Heads of HR, heads of recruiting, the people leading diversity and inclusion efforts – all feel it. • We say people are our most important asset and we know diverse organizations are better in most every measurable way, but the solutions just aren’t landing. The data supports it. • A few examples - • There are fewer women CEOs than CEOs named David. • White sounding names get 50% more callbacks for interviews than black sounding names • So you can see that these errors in perception can create a lot of biased decisions. And when we make biased decisions, those decisions tend to be worse for, and have the most negative impact on people from underrepresented backgrounds •The good news is, research gives us clear guidance into what works.
- • In the process of designing a software solution, we partnered with experts across the board to give us insight into what the problems and solutions are • Through an academic advisory board, learning from practitioners at companies, and seeing results from in-the-field practical consulting we accumulated lots of research, ideas, and strategies to mitigate unconscious bias backed by behavioral science. • I’m going to share some of what we learned throughout this process
- First, there are three main challenges that companies need to tackle. 1. It’s difficult to reinforce inclusive practices consistently across your organization 2. There’s often focus on trying to increase diversity at the top of the funnel, but we know that bias is pervasive throughout the entire process. Companies aren’t focusing more holistically on the entire hiring process. 3. It’s difficult to track and measure progress, so it’s almost impossible to identify patterns and make improvements.
- Whereas a more holistic inclusive hiring process has the following characteristics: 1. It creates a system of behavior change that everyone can use and operationalizes inclusive practices. 2. Strategies are deployed across the entire hiring funnel. 3. And there’s constant iteration and improvement on the process based on data and measuring impact. Let’s dig in on each of these dimensions...
- - Let’s dig into operationalizing behavior change. One of the main challenges companies face is being consistent when it comes to inclusive hiring, it’s very difficult to reinforce learnings and make sure that they actually stick in an effective way that drives results - A lot of research has been done to show how to overcome bias, and we can take that research and use it to inform our hiring process in a way that consistently helps us make more objective decisions. - I’m going to tell a story to help illustrate what I mean. - A while ago there was a series of studies done at Yale that examined the influence of gender stereotypes on evaluations of male and female professionals - For one of the experiments, they looked at the traditionally male job of police chief. The researchers gave participants the resumes of two types of applicants, one male, and one female. - One of the applicants was “street-smart”: they had worked in rough neighborhoods, got along with fellow officers, and had more experience. But this same person also had less education and lacked administrative skills. - In contrast, the other applicant was well-educated and had the administrative skills, but had less experience. - The participants then evaluated both candidates on a number of criteria, some having to do with education, and some having to do with experience, and in different rounds of the study, the researchers would switch whether the male or the female applicant had more experience or more education. - What they found was that the evaluators would shift their criteria in a way that favored male over female applicant. They inflated the importance of either experience or education when the male possessed it, and they would devalue the importance of qualities that the male didn’t have, so that the evaluation was always skewed in the male’s favor. That same level of favoritism wasn’t given to the female candidate. - However, there was one caveat. - If evaluators had committed to and articulated what they thought was most important for the job (education or experience) before they evaluated the candidate, they gave equal evaluations to male and female candidates based on what they had originally said was important. - So you can see that something as simple as defining your criteria up front and sticking to it when evaluating candidates can help reduce bias in a major way. - I recommend providing your team with interview guides that explicitly state the attributes and criteria that are most important and relevant for the role. - You can also automate into your process reminders for interviewers that they should slow down and really justify their decisions. Prompting people to provide explanations for the ratings they’re giving helps them think critically about each attribute they’re assessing for, instead of taking those mental shortcuts and basing their evaluations on gut instincts.. - Making this a part of your interview process helps reinforce behavior change
- - Next, let’s talk about the whole funnel - there are opportunities throughout the entire hiring process where you can encourage inclusivity at key decision points. - At the top of the funnel, we have things like your job post descriptions. Sometimes we don’t realize that the language we’re using can have a huge impact on whether or not candidates even apply to your company. - For example, studies show that gender-coded words can significantly reduce the number of women applying to your open positions - To make your job descriptions more inclusive, start by taking gendered words like “ninja,” “rock star,” or “guru” out of your job titles and descriptions and replacing them with more straightforward titles, like “developer” or “sales representative.” These titles are more inclusive and less likely to turn off candidates who feel they don’t fit the image you’re putting out. - There are lots of resources online that can help you audit your job descriptions, along with some great tools, like Textio, that can help your company make sure you’re writing inclusive job descriptions that are attractive to people of all backgrounds. (https://business.linkedin.com/talent-solutions/blog/job-descriptions/2018/5-must-dos-for-writing-inclusive-job-descriptions) - Another area to focus at the top of the funnel is with referrals. Referrals are a great sourcing strategy, but people tend to recommend people who are much like themselves, so it’s important to watch out for homogeneity. - In a study for the Federal Reserve Bank of New York, 64% of employees referred candidates of the same sex, 72% favored the same race or ethnicity - At Pinterest, they challenged their employees to submit more employee referrals from underrepresented groups. The initiative started within the Pinterest engineering team, and in a six-week period they saw a 24% increase in female referrals. - Nudge our employees to consider diversity when making referrals, and ask employees to actively participate in these initiatives to contribute to your overall company goals. - Moving into the middle of the funnel, conducting your interviews in a structured way can help to guide interviewers to think objectively and mitigate bias. - A couple of ways to implement a structured hiring process are to introduce scorecards for every job that outline pre-determined attributes that you’re assessing for. Preparing your interviewers is key, and providing them with a guide they can use in-the-moment so that they know what types of questions they should be asking, and what they should be assessing helps to make sure you’re evaluating candidates consistently each time. - If you’re looking for more resources on how to implement, Greenhouse.io has a lot of resources on how you can build a structured hiring process to get better hiring outcomes overall. (not sure if we include this) - Another important place you can really make an impact is in thinking about more ways you can level the playing field for candidates of all backgrounds as they enter your interview process - Consider having Interview preparation materials, like a guide to onsite interviews, which make the hiring process more accessible. - Candidates who lack networks of friends that can tell them what to expect, who didn’t attend a school that prepared students well for interviews, or who haven’t interviewed at companies that have a similar process, are at a disadvantage. These candidates are often from underrepresented backgrounds. - Our customer Stripe remedies for this really effectively. They prepare candidates with a thorough, detailed preparatory document prior to interviews to ensure no one has any unfair advantages, or disadvantages, when coming in for an interview. - By providing interview preparation materials to all candidates, companies can help make their hiring processes more inclusive and appealing to a diverse applicant pool, and ensure that all candidates are set up for success. - At the bottom of the funnel, take a look at your offer process. Are you offering fair and equitable compensation to candidates? - Review your pay structures on a periodic basis to make sure that what you’re offering is competitive, and doesn’t suffer from any disparities or gaps
- • Finally, building an inclusive hiring process requires measurement. Without tracking the success of your efforts, it’s difficult to know what’s working and what isn’t. • For example, let’s say a company wants to increase the number of women in the engineering department. They invest in sourcing solutions to help fill their pipeline. • What they don’t realize is that it’s not about a lack of candidates. Plenty of women are applying to engineering positions, but there’s a drop off after the face-to-face interview. It’s a leaky pipeline. • If they were able to collect applicant data from every stage of the hiring process, they would have known that. • When you can spot disparities or inconsistencies, you can pinpoint solutions to improve the specific parts of your process where things are going wrong. • Collecting applicant demographic data, like how candidates fare at each stage of the hiring process, from who applies to who gets offers. enables you figure out whether you might be applying different criteria to candidates from some backgrounds over others. • Measuring and tracking how candidates experience the hiring process is equally important. Collecting data, like candidate satisfaction, feelings of inclusion, and perceptions of whether diversity is valued at your company offers insight into how candidates of different backgrounds experience your hiring process. • It’s important to use data to set goals in this area, so that you can continually improve over time, and measure the impact of your efforts
- •What I don't want to say is that by doing these things, it’s sort of magic button that you'll push to start seeing changes tomorrow. But this can be be meaningful part of your toolkit as you work towards impacting change in your organizations •At the end of the day this is about building great companies full of people doing their best work. •Barriers to finding and hiring those people are sometimes the result of our imperfect brains, racing to make decisions without taking in the full picture •Of course I hope this helps you and your teams better understand and overcome bias, but really my grand vision here is to make people the best part of business. That’s why I started Greenhouse in the first place and what I’m so excited about. •More inclusive hiring is in service of that