![]() However research has unequivocally proven the benefits of diversity – including improved earnings, enhanced problem solving, increased growth and innovation, and improved quality of work. We do business with people we like and who are like us. It’s human nature, and very tempting, to ‘hire in your own image’ because the familiar is comforting. Unfortunately, unstructured interviews allow unconscious or ’implicit’ bias into the hiring process, which perpetuates homogeneity in organisations, because managers continue to appoint people based on feeling rather than fact. Hiring managers continue to favour the more traditional, unstructured interviews despite multiple studies finding this style of interview to be among the worst predictor of actual and future job performance. There are a number of new and exciting innovations in hiring that can assist in properly uncovering functional competence. If we’re going to achieve real workplace diversity, we need to focus on hiring skills that will keep pace with our changing environment and with the thinking required to both maintain ‘business as usual’ and to innovate and disrupt. It is time for companies to consider the need for first impressions to literally be the last thing they consider, and to make hiring decisions based on attitude and skills to avoid discarding talent that doesn’t fit preconceived notions. ![]() ![]() Potential employers too often still evaluate applicants based on their initial impressions, with the result that their unconscious biases continue to influence hiring decisions. The adage that first impressions last should serve as a warning to employers seeking to improve diversity in their companies.
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