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Recruitment without bias does not exist

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“I don’t recognize myself at all in what you say about my “soft skills,” the candidate replied. I just told her she came in second. I justified this with the support of my client’s feedback. Because these are serious processes, motivation is certainly a key part of the recruitment process. (See the art of rejection in Dutch.)

Alarm bells went off when she said she didn’t recognise herself at all in the feedback on soft skills. She wasn’t concerned about the evaluation of a few hard skills. She had less proven experience overall. She could understand the motivation in that regard.

Recruitment without bias does not exist

After this conversation, I started thinking about how I, as a man (and the client also consisted of men), view a woman who shows equal “soft skills” compared to a man. Are we more likely to consider a woman who is alert, to the point, and direct in her communication to be someone who is less warm and therefore lacks the necessary social security to lead an organization? While we believe these soft skills in a man make him capable of leading an organization while exhibiting the same behavior?

The next day I called her and told her that I was aware of my “bias” regarding the soft skills that were part of the motivation why she didn’t get the job. We then discussed how culture fit is crucial for hiring. She sent me an interesting article about this by Doug Hanna: “The Failproof Matrix for Evaluating Fit vs. Performance.”

My conclusion is that recruiting without bias is an illusion. The trick is to be aware of it and try to eliminate it as much as possible. Thanks to this candidate who spoke out about how she didn’t recognize things in my feedback, I’ve gained a better understanding. This candidate has a better understanding of the evaluation with the disappointing outcome.

gender equality

Approach to Gender Equality and Managing Intergenerational Teams

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Promoting diversity, inclusion, and gender equality is no longer just an HR initiative—it’s a business imperative. Maybe you have long recognised the need to embrace these principles, implementing programs that drive progress and foster collaboration among your (global) workforce. By addressing gender equality, managing intergenerational teams, and adapting to evolving technology preferences, you could be setting a benchmark for inclusive leadership.

Managing Intergenerational Teams
The modern workforce is not only more diverse in terms of gender and ethnicity but also in age. How to address the challenges of managing intergenerational teams, especially as hiring dynamics evolve, bringing together employees from vastly different age groups and backgrounds?

intergenational family gathering

Each generation brings unique perspectives and working styles, often influenced by their life experiences. For instance, while younger team members might prefer quick communication tools like chat platforms, older generations tend to rely more on email for formal communication. Navigating these differences requires understanding, flexibility, and thoughtful leadership. A one-size fits-all approach to communication doesn’t work. Instead, businesses should consider the communication preferences of their employees when selecting and implementing technology platforms. Promoting Equality in Teams For diversity to truly thrive in the workplace, inclusion must be apriority—especially for leaders. The more diverse the team, the greater the need for inclusive leadership.

This is where leadership principles come into play. A Global company emphasises three core principles for its leaders:
Create Clarity: Ensure everyone understands the team’s goals and how their work contributes to the bigger picture.
Generate Energy: Cultivate a positive environment where team members feel motivated and energised to do their best work.
Deliver Success: Focus on achieving measurable outcomes while supporting each other along the way.
By upholding these principles, this company’s leaders aim to create teams that are not only diverse but also inclusive and high- performing. In these environments, employees feel empowered to contribute their best, driving both personal and organisational success.

As businesses like yours continue to navigate the challenges of gender equality, intergenerational collaboration, and evolving workplace dynamics, it’s clear that leadership plays a pivotal role. Commitment to diversity and inclusion, through initiatives like ERGs and leadership principles, sets a strong example for other companies.

Do you feel to elaborate on this subject with me? Don’t hesitate to contact me at info@bureauboeren.nl