Despite the growing number of diversity hiring initiatives, some managers are still plagued by their own inherent and subconscious biases in assessing candidates. Without realizing it, they may tend to hire people who are similar to them, especially as far as their training is concerned, according to new research.

A study of the place of work Indeed, he discovered that the bosses who attended a college of first order preferred to recruit employees who also graduated from a prestigious institution. Specifically, 37% Of managers who said they attended a college said they would like to hire highly-regarded university candidates. This compares to only 6 per cent of managers who have not attended a college.

On the other hand, 41 per cent of managers who had not graduated from a high-school college reported that they considered the candidates’ experience more important when making hiring decisions. Only 11 percent of managers who attended a prestigious school said the same.


“It’s a disturbing trend that the experience and personal background of a manager have such an influence on hiring decisions,” said Paul D’Arcy, senior vice president at Indeed, in a statement. “This kind of bias can prevent companies from finding the talent to make their organizations grow and prosper.”

Research has revealed that the bias toward senior graduates is greatest among managers who hire entry-level positions and executive positions. Despite their desire to recruit employees from highly qualified institutions, most managers agree that going to a highly skilled school does not translate into a leading player. Only 35 percent of all surveyed chiefs said that the best artists usually come from the best schools.

Instead, managers interviewed said that the ability to work well with others, strategic thinking and self-taught are much more revealing of high performance. This finding “shows that we need to pay more attention to hiring practices,” D’Arcy said. “It’s often an unconscious bias that brings managers to hire people with similar backgrounds, but it means that many talented and skilled candidates are being neglected,” he added.

When a manager has gone to school, it is not the only bias that affects hiring practices. Greg Moran, founder and CEO of the predictive recruitment software company Outmatch (formerly Chequed), believes that many hiring managers are victims of their own subconscious biases on factors such as physical attractiveness, size, weight And the charism.

“Reverse bias is extremely rare, but an involuntary and abstract solicitation can occur,” Moran told Business News Daily in an earlier interview. “It’s human nature, employers use their internal reactions to job applicants and hire people like them to get along.” This can be dangerous because employers do not even realize that ” There is a bias in their hiring process. ”

Moran said that to avoid these types of bias, companies should take the time to structure and define their hiring process. For example, they can identify and target the key competencies needed to work and structure their process around those needs.

An unstructured process causes a subconscious bias: “Look at your candidates and ask them, ‘Can they do the work, do they do the job?’ They have already done it, and if not , Do they have the transferable skills to do it? ‘”Moran said.

In addition to conducting a thorough review of the candidates based on their qualifications, Moran recommended involving several people in the interview process (including department heads and managers), conducting background checks and training Correctly recruiters and hiring managers to recognize all types of bias.

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