You’d assume that with the right training, the right team, and the right intentions the risk of bias in hiring is low. That’s why training and awareness around conscious and unconscious bias is still critical. Equally, blind recruiting doesn’t automatically result in a more diverse range of applicants, a fairer interview process, or ensure your new hires feel welcome and can progress in your organization. If you’re manually redacting applications and resumes at least one person is going to see the unredacted versions. Risk 3: Complacencyĭon’t assume that by enabling blind hiring you’ve done enough. It just needs to be applied in the right way.įor example, if an organization is using affirmative action, the recruitment team could put forward equal-split shortlists to hiring managers with blind hiring enabled for the hiring managers when reviewing the shortlist. If you have specific quotas around diversity, or use affirmative action to help improve diversity, blind hiring won’t be possible at every stage of the process-you can’t ensure an even gender split at the interview stage if you don’t know the gender of the candidates.īut despite there being well-publicized examples of blind recruitment trials that backfired, blind hiring can still help-even when trying to meet diversity quotas. Risk 1: Lack of contextĪ two-year gap in employment might seem like a red flag, but could be a very reasonable period to take off for somebody recovering from serious illness. But if you know about them, you can head them off.
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