Recruiters Going Blind To Avoid Biasing

One of the most notable issues that pop up with Human Resources is the question ‘Is there Bias in Recruitment?‘. Organizations across the world have decided that, instead of answering the question, they’ll deal with the root of the inquiry.

According to research made by Hays, the global professional recruitment experts firm, organizations have decided to utilize blind recruitment in order to become more inclusive and increase their diversity. Notably, this trend appeared at the same timeframe as the other researches which show that more diverse and inclusive firms tend to outperform their less inclusive peers.

The process of blind recruitment has one key difference between the normal method; it involves the omission of identifying personal information such as name, gender, age, and education, from the submitted CVs of prospecting applicants.

Lynne Roeder, Hays Singapore’s Managing Director, said that this method is useful for organizations who want to ensure a diverse flow of talent in their employment methods. Additionally, it is also capable of boosting an employment brand as jobseekers say that this method allows them to better emphasize their strengths as the key points in their interview.

The latest edition of the Hays Journal says that blind recruitment allows companies and organizations to ignore ‘unconscious bias’ during their recruitment process, which, like any form of bias, is counterproductive to ensuring or improving workplace diversity.

The Head of Diversity at Hays, Yvonne Smyth, says that unconscious bias is something that is inherent to all individuals. She describes it in its simplest form as, whether or not a person sees another as belonging to the same group. Details like the same ethnicity, or the same hometown, among others count as unconscious bias, and can influence how someone’s career turns out, due to it altering how recruiter and higher-ups perceive.

A two-year study conducted by the research firm Bersin by Deloitte, showed that organisations which are inclusive and diverse are approximately six times more likely to be innovative in the office, as well as better at anticipating and reacting to change. These more diverse organisations are also two times more likely to meet financial targets. Mckinsey’s Diversity Matters released a report that backed this data, wherein companies who placed in the higher ranks of gender diversity and ethnic representation were more likely to outperform those with lower diversity rankings.

Bias in Recruitment? It seems that organizations, in pursuit of better results, are going out of their way to subvert the idea.

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