How to interview to reduce bias and select the best hire 
Even at the interview stage, research has found that judgments about candidates made in the first 10 seconds can predict the interview’s outcome. These gut instincts, often based on unconscious bias, occur when an interviewer unconsciously tries to confirm an initial judgment rather than truly assessing the candidate. This has been shown to be true even at companies that are actively looking for diversity.

The most effective way to discourage interviewers from focusing on gut instinct impressions is to implement a well-designed, structured interview process. This significantly increases the likelihood of hiring diverse candidates, doubles the chances that you will hire the best person for the job, and can save you time and money because your hiring team will know exactly what to look for.

AcuityWorks offers an interactive workshop on this topic to assist your team with developing a structured interview. Below are tips to get you started.

10 tips  to creating an effective interview:

#1: Identify the criteria needed for the role 
  • List the hard and the soft skills needed for the role. Soft skills (sometimes referred to as ‘values’) are things such as collaboration or resourcefulness. Identify the skills that are essential to being successful in the job position.​
#2: Define your criteria  
  • For each skill write out (1) why this hard or soft skill is important for your team or company, and (2) what this skill requires/what it looks like (how would you know it if you saw it?).
​#3: Rank your criteria 
  • Identify the criteria without which a candidate will not be hired for this role.
  • Rank the others or divide into a ‘required’ list and a ‘nice to have’ list.

#4: Develop high-quality questions and prompts 
  • Develop questions and follow-up prompts for each of your criteria.
  • Focus each question on one skill.
  • Design follow-up prompts to elicit a high level of detail.
  • Consider both behavioral questions (those that ask about past performance) and situational questions (those that ask about hypothetical future job situations). The data is mixed on which is best at predicting future performance and both types have their own drawbacks. In many situations, it makes sense to use both behavioral and situational questions but consider the job you are filling.
  • For further information on behavioral and situational questions, see the following:

#5: Construct a rating rubric  
  • For each question/criterion, decide in advance of your first interview what a poor, average, and excellent response entails.
  • Focus on whether the candidate responds in ways that demonstrate the criteria, not whether the candidate took one approach to get there.

#6: Submit your feedback and ratings before talking with others about the candidate 
  • Record feedback as soon as possible after the interview. Real-time feedback reduces bias because our memory is fresh and we are less likely to unconsciously “fill in the blanks” with stereotypes or be influenced by other people's’ views.
  • If you are on the hiring committee, write down your preferences before discussing the candidate. This reduces groupthink and other biases. and brings everyone’s perspective to the table.  
  • When everyone has recorded feedback, share all interviewer ratings and justifications with the hiring committee. This reduces bias and provides data on how interviewees differ in their evaluations and on the validity of interview questions.

#7: Use the rating rubric when evaluating candidates' responses 
  • Questions you can ask yourself to  help you become aware of your biases:
    • Does this person remind you of yourself?
    • Imagine the candidate is of a different gender or race. Does your perception change?
    • Does the person remind you of somebody you know? Is that association positive or negative?
    • What aspects of the candidate’s application particularly influence your impression (good or bad), and are they relevant to the position?
    • What assessments have you already made about the person? Are your perceptions grounded in solid information?
    • How likable do you find this person?

#8: Provide a justification for each rating 
  • Don’t write vague statements, summarize the resume, or reiterate the qualifications listed in the rating rubric.  Statements like "seems on the ball" doesn't help the hiring committees.
  • Provide specific examples.

#9: Stick to the predetermined criteria  
  • Stay focused on the predetermined criteria. Don’t get distracted by personal characteristics that are not job-relevant, or evaluations that are not supported by evidence.
  • Do not allow evaluations based on new issues that weren’t part of the original criteria.

#10: Provide the same interview experience for all your candidates   
  • Ask all candidates the exact same questions. Consistent questions will prevent interviewers from unconsciously giving their preferred candidates easier questions and will provide a standardized way to evaluate candidates and assess who is the best fit for the job
  • The interview process reflects your company’s values and sets the tone for what is to come. Be supportive, kind, and avoid “gotchas” to all candidates.
  • Similarly, invest in training your interviewers. Experienced interviewers can offer a more positive experience, and know how to probe and inquire into responses when needed. Create an experience that will make candidates want to work for you.


© 2017 Acuity Works