Using Generative AI to screen CVs? 

A recent Bloomberg analysis shines a light on a pressing concern: inherent racial bias in AI evaluations. This study rigorously tested OpenAI's GPT 3.5 by ranking resumes, revealing a systematic preference for certain names over others. 

Specifically, resumes with names commonly associated with Black individuals were consistently ranked lower, exposing a significant racial bias that challenges the notion of AI as a neutral party in hiring.

This finding underscores the urgent need for businesses and HR professionals to critically evaluate the AI tools they integrate into recruitment processes. 

It's a call to action for a mindful approach in deploying AI technologies, ensuring they foster diversity rather than inadvertently perpetuating bias.

As we strive to make hiring more efficient, let's also commit to making it fairer. 

Dive deeper into the research and its implications in the full article linked in the first comment, and join the conversation on using AI responsibly in the workplace.

Link to full article:

https://www.bloomberg.com/graphics/2024-openai-gpt-hiring-racial-discrimination/?accessToken=eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJzb3VyY2UiOiJTdWJzY3JpYmVyR2lmdGVkQXJ0aWNsZSIsImlhdCI6MTcwOTg1NjE4NCwiZXhwIjoxNzEwNDYwOTg0LCJhcnRpY2xlSWQiOiJTQTA1Q1FUMEFGQjQwMCIsImJjb25uZWN0SWQiOiI4QkY3REVFODZERTk0QjdEOEVDRDA1OEQ4RUJDQzAzMyJ9.q4dHdWWVcJO9PMKhwQ-IF5BfvVNVmPAX8hWNyrtwSYY

#ethicalAI #recruitment #informedecisions

CLASSIC QUALITY OF HIRE KPIS

Learn about innovative quality of hire KPIs and additional ways to differentiate yourself as a TA leader: https://informedecisions.io/ebooks-and-guides/achieve-talent-acquisition-greatness/

#recruitment #qualityofhire #informedecisions

Moving from "Time to Hire" to "Quality of Hire"

Forward-thinking companies recognize the limitations of measuring only the temporal aspects of the hiring process and are adopting measures of hiring quality. 

This quality encompasses an employee's effectiveness and long-term impact on an organization's success. 

To gauge this, companies use tools like post hire surveys, performance assessments, and input from managers and colleagues. Retention rates also factor into assessing hiring quality. 

Notable companies such as Microsoft and LinkedIn employ post-hire surveys to gather comprehensive feedback on employees' skills, cultural fit, and performance. 

While these measures offer initial insights into hiring quality, they exhibit drawbacks: 

Subjectivity 

Quality of hire surveys and performance evaluations rely heavily on subjective viewpoints, often limited to the hiring manager's perspective, lacking a standardized benchmark. 

"Ceiling Effect"

Managerial ratings tend to skew positive, making differentiation between employees' performance levels challenging due to reluctance to provide critical feedback. 

Misalignment 

The disparity between hiring and performance evaluation criteria, language, and measures complicates linking the two processes and truly understanding an employee's skills and quality of hire. 

In light of these limitations, collaborating with hiring managers to align language and metrics between hiring and performance evaluation can enhance the precision of quality-of-hire assessments. 

Providing clear scoring rubrics to managers further enhances measurement accuracy. 

Learn about innovative quality of hire KPIs and additional ways to differentiate yourself as a TA leader: https://informedecisions.io/ebooks-and-guides/achieve-talent-acquisition-greatness/

#recruitment #qualityofhire #informedecisions

Basic hiring timeliness KPIs

#recruitment #qualityofhire #informedecisions

Behind the Curve TA Metrics - if you're focused on these, it's time to up your data game!

When it comes to the most basic measures in recruitment, two common indicators
are filling positions and time to hire.

When considering both filling positions and time to hire as recruitment KPIs, it is
important to recognize their limitations. Focusing solely on these basic measures
can lead to a narrow understanding of recruitment success. They do not capture
crucial factors such as candidate quality, fit with organizational culture, diversity
and inclusion efforts, employee retention, and the alignment between hired
candidates' skills and organizational needs.

By solely focusing on filling positions and time to hire, organizations miss
opportunities to assess the long-term impact of their recruitment strategies, the
quality of talent acquired, and the ability to create a diverse and inclusive
workforce. Therefore, to gain a more comprehensive understanding of recruitment
effectiveness, organizations should consider incorporating additional KPIs that
provide insights into these critical areas.

Learn about insightful ways to measure your quality of hire here: 

#recruitment #qualityofhire #informedecisions

FIVE WAYS TO MAKE YOUR JOB INTERVIEWS MORE INCLUSIVE AND DIVERSE

Job interviews are a crucial part of the hiring process, but they can also perpetuate discrimination and bias if not handled properly.

Here are five ways to make your job interviews more inclusive and diverse:

1. Review the position’s description and requirements: Make sure that the language you use in your job description and requirements is gender-neutral and doesn't exclude any particular group of people.

2. Train your interviewers: Provide training to your interviewers on unconscious bias and cultural competency. This will help them avoid making assumptions about candidates based on their appearance, race, or background.

3. Create a structured interview process: Use a consistent set of questions for all candidates and avoid relying on the interviewer's gut feeling. This will help reduce bias and increase the diversity of your hiring.

4. Be mindful of your body language: Be aware of your nonverbal communication during the interview, including maintaining eye contact, smiling, and nodding when appropriate.

5. Encourage diversity in your recruitment process: Consider recruiting from a variety of sources and actively reach out to diverse communities. This will increase the diversity of your candidate pool and give you a better chance of hiring a diverse and inclusive team.

By implementing these strategies, you can create a more inclusive and diverse hiring process that will help you to find the best candidates for your organization.

Remember, diversity and inclusion are not only values, but also drives better performance and innovation.

4 WAYS TO CREATE A POSITIVE CANDIDATE EXPERIENCE AFTER THE INTERVIEW

1. Don’t ghost - sounds intuitive, right? yet, so many companies don’t get back to candidates after they invested time and effort in the hiring process.

2. Don’t stall - waiting for an interview answer can be a nerve-wracking experience. If the time to make a decision is prolonged, keep the candidate informed and notify them when they can expect an answer, even if it’s a general range.

3. Provide feedback - in case you reject a candidate, don’t just respond generically with the “we decided to move forward with more suitable candidates” line. They invested their time and hopes in the process and what you can give back to them is extremely valuable — feedback. For example, “we feel your storytelling and data/python capabilities need to improve.” For even better feedback, be as specific as possible and, if possible, share examples from the interview. Some candidates might push back on the feedback, but most will appreciate the opportunity you gave them to improve for their next opportunity.

4. Collect feedback - both from candidates that were rejected and hired. Besides the fact that it will help you learn and improve your hiring practices, you are giving candidates a voice, which is a way to show respect and appreciation.

8 WAYS TO CREATE A POSITIVE CANDIDATE EXPERIENCE DURING THE INTERVIEW

For many, an interview is a stressful situation. As an interviewer you have the power both to create a positive experience for the candidate that will allow them to be at their best or induce more stress and create a negative candidate experience (see our #interviewhorrorstories).

So what can you do to help a candidate be at their best?

1. Smile - welcome the candidate with a smile — it’s as simple as that. This will immediately make the candidate feel welcomed and relieve stress.

2. (very short) Small talk - “How was getting here?”, “How has the process been so far?”, “How are you feeling today?” These types of questions help the candidate ease into the interview.
Disclaimer: do not get caught up in a conversation that can flow to irrelevant directions that might bias you, such as the candidate lives in the same neighborhood as you, and take up precious interview time.

3. Introduce yourself - your name, role, and short background.

4. Manage expectations - regarding interview goals, duration, stages (if they exists), note taking (”I will be taking notes throughout the interview in order not to rely on my memory, but on what you actually say”), allotted time for questions (”We will allocate 10 minutes at the end of the interview for your questions”).

5. Allow time for thought - some of the questions asked in an interview require pulling specific facts and stories from memory and some require heavy information processing. Not all candidates are “quick on the draw.” Allow candidates time to think and let them know it is ok to take their time. In cases when a reasonable amount of time has passed you can offer the candidate to go back to the question later.

6. Leave time for candidate’s questions - we sometime get so caught up with asking the candidate questions and gathering as much information as we can that we do not leave enough time for their questions. Remember, you can also learn a lot from a candidate’s questions and that the candidate also has to choose you. It’s your responsibility to provide them with sufficient information to make an #informedecision.

7. Thank the candidate for their time - again simple, but shows respect to the candidate’s time.

8. Share information on the next steps - “Expect to hear from us in the next X days, In case we move forward the next steps of the process are…”

INTERVIEW HORROR STORY

“Had an interviewer ask me ‘how do you deal with women?’ “I was obviously very confused, so I asked ‘what do you mean by how do I DEAL with women?’ And they responded with ‘it’s a pretty straightforward question — how do you deal with women?’… long story short, I didn’t get into that school”

*From the web

INTERVIEW HORROR STORY

“Interviewer asked me what my worst trait was. I answered… Thinking of a quick response to unexpected questions. She snort-laughed. I got the job”.

*From the web.