How to avoid bias in recruitment

We often naturally default to ‘people like us’. But that’s not always the best approach to recruitment. Here’s an alternative.

In this Article:

Our biases can negatively affect our hiring decisions

Stigmas surround certain types of candidates

By actively eliminating bias you can get better recruitment outcomes


OUR PANEL	Mac Donovan Australian Spatial Analytics	James Wright HIR Strength
How can bias affect recruitment?	Being unable to acknowledge and check your own biases can lead to making incorrect judgment calls on candidates who may otherwise be a great fit. Many recruiters will identify neurodivergent candidates as a poor fit, causing them to miss out on otherwise perfect opportunities. Neurodivergent individuals face some of the highest barriers to entry into the workforce in Australia (they face a 34% unemployment rate), which is why we take strides to be aware of and avoid bias in the recruitment process, as many of our staff, around 80%, are neurodivergent.	Bias in recruitment can lead to unfair hiring practices, excluding talented candidates from marginalised groups. This often results in a lack of diversity, innovation, and inclusion within the workplace, which can negatively affect team dynamics and overall company performance.
How can it manifest itself in the recruitment process?	Biases manifest in multiple ways, especially bias against neurodivergent individuals. There is still a stigma surrounding neurodivergent candidates, which can lead to recruiters dismissing otherwise excellent candidates based on preconceived judgements. This leads to a recruitment process where some candidates are heavily disadvantaged and unable to secure work they may otherwise be a perfect fit for.	Bias can manifest in recruitment through unconscious prejudices, stereotypical thinking, and favouritism towards certain groups. This often shows up in the language of job postings, resume screening, interview questions, and subjective evaluation criteria, leading to unfair treatment of marginalised candidates.
How does a company know if they’ve got bias in their recruitment process?	A company can identify recruitment bias by reviewing hiring practices, workforce demographics, and candidate feedback. Unexplained homogeneity in the team or a lack of qualified, diverse applicants despite outreach efforts could indicate bias. Reviewing resumes with identifying information removed and analysing interview scores for patterns across demographics can also reveal hidden biases. It can be difficult to identify the biases of the system in which you operate, but by paying attention to recruitment outcomes, you can do so.	Companies can identify bias in their recruitment process by analysing hiring data for patterns of discrimination, conducting regular diversity audits, and seeking feedback from employees and candidates. Discrepancies in the representation of marginalized groups are strong indicators of bias.
What are some outcomes related to this, and what impact does it have on the company?	This can lead to the best candidate missing out on any given opportunity, meaning that entire teams are built from candidates who may not be the best fit. Over time, this can lead to a lower quality of work, a higher volume of work, and a lower level of performance from a team than would otherwise be possible without bias. Neurodivergent candidates are particularly at risk of this, where the recruiter’s biases can prevent a perfect fit from being considered.	Bias in recruitment can lead to homogenous teams, decreased employee morale, and lower retention rates. It stifles innovation and creativity, making the company less competitive. Moreover, it can damage the company’s reputation and limit its ability to attract diverse talent, ultimately affecting overall performance.
What are some things we can do to eliminate bias in the recruitment process?	Within ASA, a concerted effort has been made to ensure we do not disadvantage our neurodivergent candidates. We provide the questions of our interview 48 hours in advance to remove some of the anxiety that comes with interviewing, we also have our junior staff participate in interviews to offer their opinions and perspectives. Doing these things ensures that our candidates come into our interviews feeling supported and welcome.	To reduce bias, companies can use strengths profile assessments to focus on candidates’ abilities and potential rather than personal characteristics. Implementing structured interviews, diverse hiring panels, and bias training for recruiters can also promote fairer employment outcomes for marginalised groups.