Hiring: Beyond good intentions: practical steps to inclusive hiring

Hands holding a circle of multicolored paper cutout figures on a purple background, symbolizing diversity and unity

There’s been a lot of buzz lately about the value of Diversity, Equity and Inclusion (DEI) programs. At Hudson we believe that a thriving workplace starts with embracing diversity. In our wonderfully diverse world, our hiring practices should reflect our commitment to inclusivity and equity. While many organisations express a desire for diversity, good intentions alone won’t bring about change.  

Why diversity matters:  

Diversity isn’t just a moral choice; it’s a business imperative. Diverse teams drive innovation and critical thinking, which in turn can boost your bottom line.  

A Framework for Inclusion 

To support our clients to achieve their diversity objectives, we’ve developed a robust set of activities that include blind shortlisting, unbiased hiring and strong partnerships with industry to build diverse talent pools. In partnership with our clients, we can create a workplace where everyone feels they belong. 

Start with yourself  

Unconscious bias can sneak into hiring decisions without us even realising it. Often, hiring managers may lean toward candidates who share similar backgrounds and experiences without thinking about it.   

A great starting point in addressing unconscious bias is self-awareness. We encourage everyone to reflect on their own preferences and tendencies. By recognising affinity bias—the inclination to favour those who resemble us—managers can approach hiring decisions with intention.  

A few practical strategies:  

Unconscious bias can sneak into hiring decisions without us even realising it. To create an inclusive hiring environment, everyone can enact several actionable strategies: 

  • Start with yourself: Recognising personal biases is the first step to making equitable hiring choices. A few common biases are  

        – Affinity bias where we might unconsciously favour people like us, for example a candidate with similar background, education or experience. 
        – Halo effect which involves seeing only the good in someone because of a personal affinity with that person
        – Confirmation bias is the tendency for people to seek information that confirms their pre-existing beliefs  

  • Create a learning list: We recommend that hiring teams create a personal learning list, incorporating literature and resources that highlight the experiences of underrepresented communities. This expands perspectives and cultivates empathy, enabling managers to better understand the challenges diverse candidates face.  
  • Question your decisions: Encourage reflection on how bias may influence hiring choices. 
  • Independent assessments: Allow people to evaluate candidates independently before group discussions to minimise peer influence. 
  • Change the context: Consider whether you would assess candidates differently based on various attributes such as gender identity, race, age, physical ability and more.  
  • Understand the benefits: Recognise the personal and organisational advantages of reducing bias, including increased productivity, creativity, cultural awareness, and innovation.  

 

Addressing unconscious bias in hiring is a multifaceted challenge that requires self-reflection, education, and commitment to improvement.  At Hudson, we’re here to support every step of the way. Together with clients we can meet hiring needs and assist with cultivate a diverse and inclusive workplace that thrives on innovation and collaboration. For support in implementing your DEI strategies in hiring or to continue the conversation, contact us at diversity@hudson.com