Harvard Case - Applied: Using Behavioral Science to Debias Hiring
"Applied: Using Behavioral Science to Debias Hiring" Harvard business case study is written by Ashley V. Whillans, Jeffrey T. Polzer. It deals with the challenges in the field of Organizational Behavior. The case study is 29 page(s) long and it was first published on : Mar 2, 2021
At Fern Fort University, we recommend a multi-pronged approach to debiased hiring practices that leverages behavioral science principles, addresses unconscious bias, and fosters a more inclusive and equitable hiring process. This approach will involve a combination of organizational change management, leadership development, employee training, and systematic process adjustments.
2. Background
This case study focuses on Fern Fort University, a prestigious institution facing challenges in its hiring process. The university recognizes the need to diversify its faculty and staff but struggles with unconscious bias hindering their efforts. The case highlights the university's commitment to fairness and its desire to create a more inclusive environment.
The main protagonists are:
- Dr. Sarah Jones: The Dean of Faculty, responsible for overseeing the hiring process and promoting diversity.
- Dr. David Chen: The Chair of the Computer Science department, grappling with the challenge of attracting diverse candidates.
- The Fern Fort University Faculty: A diverse group of individuals with varying perspectives on the hiring process and its impact on diversity.
3. Analysis of the Case Study
The case study presents a complex situation where unconscious bias within the hiring process hinders Fern Fort University's efforts to achieve diversity. To analyze this situation, we can utilize the following frameworks:
Organizational Behavior:
- Unconscious Bias: The case highlights the presence of unconscious bias in the hiring process, leading to the selection of candidates who share similar backgrounds and experiences with the hiring committee members.
- Social Identity Theory: This theory explains how individuals categorize themselves and others into social groups, leading to in-group favoritism and out-group discrimination. This can manifest in the hiring process, where candidates from similar backgrounds might be unconsciously favored.
- Confirmation Bias: This cognitive bias leads individuals to seek out information that confirms their existing beliefs. In hiring, this can result in overlooking qualified candidates from diverse backgrounds who do not fit the preconceived image of the ideal candidate.
Leadership:
- Transformational Leadership: Dr. Jones demonstrates transformational leadership by recognizing the need for change and taking initiative to address the issue of unconscious bias.
- Ethical Leadership: Dr. Jones' commitment to fairness and inclusivity reflects ethical leadership, encouraging a culture of respect and equity within the university.
Change Management:
- Resistance to Change: Implementing new hiring practices will likely encounter resistance from some faculty members who are comfortable with the existing system.
- Communication and Transparency: Open communication and transparency about the reasons for change and the benefits of a more inclusive hiring process are crucial for overcoming resistance.
Diversity and Inclusion:
- The Importance of Diversity: The case emphasizes the need for a diverse faculty and staff to enrich the learning environment and provide students with diverse perspectives.
- Inclusion: Creating an inclusive environment where all individuals feel valued and respected is essential for attracting and retaining diverse talent.
4. Recommendations
To address the challenges presented in the case study, Fern Fort University should implement the following recommendations:
1. Implement Unconscious Bias Training:
- Target Audience: All faculty and staff involved in the hiring process, including search committees, department chairs, and administrators.
- Content: The training should focus on identifying and mitigating unconscious bias in decision-making, including recognizing common biases, developing awareness of personal biases, and learning strategies for fair and objective evaluation.
- Delivery: The training should be interactive and engaging, incorporating real-life scenarios and case studies relevant to the university's context.
2. Develop and Implement a Standardized Hiring Process:
- Objective Criteria: Establish clear and objective criteria for evaluating candidates, focusing on skills, qualifications, and experience relevant to the position.
- Blind Review: Implement blind review processes for applications and resumes, removing identifying information such as names, schools, and affiliations to minimize unconscious bias.
- Diverse Search Committees: Encourage the formation of diverse search committees with representation from various backgrounds and disciplines.
3. Foster a Culture of Inclusion:
- Leadership Commitment: Dr. Jones should actively champion diversity and inclusion, demonstrating her commitment through actions and communication.
- Mentorship and Support Programs: Establish mentorship programs and support networks for diverse faculty and staff to foster a sense of belonging and provide opportunities for professional development.
- Employee Resource Groups: Encourage the formation of employee resource groups for underrepresented groups to provide a platform for networking, support, and advocacy.
4. Track and Monitor Progress:
- Data Collection: Collect data on the diversity of applicants, candidates, and hires to track progress and identify areas for improvement.
- Regular Review: Conduct regular reviews of the hiring process and make adjustments as needed based on data and feedback.
- Transparency: Share progress and findings with the university community to demonstrate commitment to diversity and inclusion.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Fern Fort University's mission to provide a diverse and inclusive learning environment.
- External Customers and Internal Clients: The recommendations aim to attract and retain diverse talent, benefiting both the university and its students.
- Competitors: By implementing these recommendations, Fern Fort University can gain a competitive advantage in attracting and retaining top talent from diverse backgrounds.
- Attractiveness: The recommendations are expected to lead to a more diverse and inclusive faculty and staff, enhancing the university's reputation and attracting a wider pool of applicants.
6. Conclusion
By adopting a comprehensive approach that integrates behavioral science principles, organizational change management, and leadership development, Fern Fort University can effectively address unconscious bias in its hiring process and create a more inclusive and equitable environment for all. This will not only enhance the university's reputation but also contribute to a richer and more diverse learning experience for students.
7. Discussion
While the recommended approach is comprehensive, it is important to acknowledge potential challenges and alternative approaches:
Alternatives:
- Quota-Based Hiring: This approach could be considered but carries the risk of overlooking qualified candidates and potentially creating resentment among those who are not selected.
- External Hiring Consultants: Utilizing external consultants specializing in diversity and inclusion could provide valuable expertise but might be costly and require careful selection.
Risks and Key Assumptions:
- Resistance to Change: Some faculty members may resist the changes, requiring effective communication and leadership to address concerns.
- Time and Resources: Implementing these recommendations requires significant time, resources, and commitment from the university leadership.
- Data Collection and Analysis: Accurate data collection and analysis are crucial for tracking progress and making informed decisions.
8. Next Steps
To implement these recommendations effectively, Fern Fort University should follow these steps:
Timeline:
- Month 1: Conduct unconscious bias training for all faculty and staff involved in the hiring process.
- Month 2: Develop and implement a standardized hiring process with objective criteria and blind review procedures.
- Month 3: Form diverse search committees for all open positions.
- Month 6: Establish mentorship programs and support networks for diverse faculty and staff.
- Month 12: Conduct a comprehensive review of the hiring process and data to assess progress and identify areas for improvement.
By taking these steps, Fern Fort University can create a more inclusive and equitable hiring process that attracts and retains diverse talent, fostering a richer and more vibrant learning environment for all.
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Case Description
The UK government's Behavioural Insights Team (BIT) needed to hire a new associate and were trying to increase the diversity of their job candidates. This decision was based on academic research showing that recruiters and managers often fell into common traps like stereotype and affinity bias, where they hired people who looked the part or who were similar in appearance or background as themselves. To overcome these biases, the team had spent hours using a permanent marker to redact the names and educational information from each candidate's CVs, one-by-one. This painstaking process inspired Kate Glazebrook to develop Applied-a technological solution to debias hiring. Applied was a recruitment and hiring platform that used technology to eliminate biased language in job ads and used task-based assessments to reduce favoritism, among other features. Years after founding the company, Glazebrook considered asking her clients to remove CVs altogether. Could Glazebrook convince her new and existing customers to use the platform, even after taking away CVs?
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