Albright's Bias Model for the Executive Recruitment

ALBRIGHT'S BIAS MODEL - FOR EXECUTIVE RECRUITMENT

We all have unconscious biases formed by our backgrounds, relationships and life experiences. Knowing about these biases – and implementing standardized processes and practices to mitigate these – will be key to successfully recruit and build diverse teams.

At Albright Partners, we are trained to be aware of and mitigate biases, and we are committed to continuously challenge ourselves and raise our standards for diversity, equity and inclusion (DEI) in recruitment processes.

We will liaise closely with our clients to ensure that specific company DEI principles are adhered to and challenges addressed. Company hiring leaders and HR/P&O partners play important roles in the entire process with huge impact on candidate assessments and are part of the process to ensure fair, consistent and transparent decision-making aligned with company values.

AGE BIAS
•
Judging based on age, whether young or old preference. Tip: be aware of your own affinities, and determine if they are linked to job requirements (e.g., skills, experience).

GENDER BIAS
•
Judging based on gender. Tip: be aware of your own affinities and determine if they are linked to job requirements.

NON-VERBAL BIAS
•
Interpretation/judgement of a candidate’s non-verbal language, e.g., eye contact or handshake. Tip: be aware of your own biases, and determine whether appearance of these non-verbal gestures will impact the candidate’s ability to fulfil the role.

SIMILARITY BIAS
•
When we are drawn to candidates who look like us or share our interests. Tip: be aware of your own affinities/preferences, and determine if they are linked to job requirements.

CONFIRMATION BIAS
•
Looking for evidence to support your initial conclusion. Tip: implement pre-defined, ranked selection criteria.

AFFECTS HEURISTIC BIAS
•
When our brains use quick shortcuts based on our emotions. Tip: ensure calm setting for interview situation both re. timing and place.

HALO EFFECT
•
Positive impression of one trait spilling over to the entire perception of the candidate. Tip: think about all traits and comments during the interview before making your mind up.

HORN EFFECT
•
Negative impression of one trait spilling over to the entire perception of the candidate. Tip: think about all traits and comments during the interview before making your mind up.

CONTRAST BIAS
•
(Un)consciously judging a candidate based on the impression of another candidate. Tip: implement pre-defined, ranked selection criteria.

CONFORMITY BIAS
•
When we align with group-thinking instead of expressing diverse opinion. Tip: implement pre-defined, ranked selection criteria and be curious about candidates challenging the status quo.

RECENCY BIAS
•
When we remember the last thing said at an interview – or the last candidate seen. Tip: think about all traits/comments during the interview and all candidates before making your mind up and implement pre-defined, ranked selection criteria.

STEREOTYPING BIAS
•
Concluding from one person to a group of persons.
Tip: be aware of your own affinities/preferences, and determine if they are linked to job requirements.

Model developed by Karin Madsen, Associate Partner at Albright Partners.

Anchor 1 - BIAS

Anchor 2 - BIAS

Anchor 3 BIAS

Anchor 4 BIAS

AGE BIAS • Judging based on age, whether young or old preference. Tip: be aware of your own affinities, and determine if they are linked to job requirements (e.g., skills, experience).

GENDER BIAS • Judging based on gender. Tip: be aware of your own affinities and determine if they are linked to job requirements.

NON-VERBAL BIAS • Interpretation/judgement of a candidate’s non-verbal language, e.g., eye contact or handshake. Tip: be aware of your own biases, and determine whether appearance of these non-verbal gestures will impact the candidate’s ability to fulfil the role.

SIMILARITY BIAS • When we are drawn to candidates who look like us or share our interests. Tip: be aware of your own affinities/preferences, and determine if they are linked to job requirements.

CONFIRMATION BIAS • Looking for evidence to support your initial conclusion. Tip: implement pre-defined, ranked selection criteria.

AFFECTS HEURISTIC BIAS • When our brains use quick shortcuts based on our emotions. Tip: ensure calm setting for interview situation both re. timing and place.

HALO EFFECT • Positive impression of one trait spilling over to the entire perception of the candidate. Tip: think about all traits and comments during the interview before making your mind up.

HORN EFFECT • Negative impression of one trait spilling over to the entire perception of the candidate. Tip: think about all traits and comments during the interview before making your mind up.

CONTRAST BIAS • (Un)consciously judging a candidate based on the impression of another candidate. Tip: implement pre-defined, ranked selection criteria.

CONFORMITY BIAS • When we align with group-thinking instead of expressing diverse opinion. Tip: implement pre-defined, ranked selection criteria and be curious about candidates challenging the status quo.

RECENCY BIAS • When we remember the last thing said at an interview – or the last candidate seen. Tip: think about all traits/comments during the interview and all candidates before making your mind up and implement pre-defined, ranked selection criteria.

STEREOTYPING BIAS • Concluding from one person to a group of persons. Tip: be aware of your own affinities/preferences, and determine if they are linked to job requirements.