What is Unconscious Bias?

What is unconscious bias? Bias in hiring involves beliefs that are not always apparent. Learn how personality test data helps limit the effects of unconscious bias in talent management and promote diversity and inclusion.

Improving Diversity and Inclusion: Practical, Evidence-based Recommendations

The protests against systemic patterns of racism and police brutality following George Floyd’s death, the success of female heads of state leading their countries through the global pandemic, and the recent United States Supreme Court decision prohibiting workplace discrimination based on gender identity or sexual orientation are just a few of the topics that are spurring discussions about diversity and inclusion (D&I) right now.

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Clones, Diversity, Innovation, and Personality

People sometimes ask whether using personality assessment for selection will create an organization full of clones, decrease diversity, and narrow the range of innovative thought available to solve company problems. Their concern is that if they hire people with similar personality characteristics, they will create a culture of groupthink. Some assessment providers have fostered this view by (a) suggesting that personality assessment can enable you to clone your best workers’ personalities by hiring more like them, and (b) arguing that would be a good thing. Neither is true.

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Supreme Court Rules Gender Identity and Sexual Orientation Included in Sex as a Federally Protected Class

On June 15, 2020, the Supreme Court of the United States (SCOTUS) delivered a monumental decision for equal employment opportunity in our country, resolving a legal uncertainty haunting the LGBTQ community since the enactment of Title VII of the Civil Rights Act (1964). The result? SCOTUS made clear that Title VII prohibits employers from discriminating against individuals because of gender identity or sexual orientation. As the public engages in ongoing and collective pleas for equality and social justice across the nation, the time was ripe for this outcome.

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An Open Letter from the CEO: Hogan Stands Against Racial Injustice

During the past few months, we all have experienced heartbreaking events and challenges related to the COVID-19 pandemic. During the past two weeks, it has become impossible to ignore another crisis, which the American Psychological Association labeled a “racism pandemic.” Sadly, the racism pandemic has been and continues to be a much more enduring, primary, intractable, and destructive one, which most recently was highlighted by the murder of George Floyd by a police officer.

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The Easy Way to Increase Diversity, Equity, and Inclusion in Your Organization

Diversity, equity, and inclusion. If you work in human resources, or a related field, you’ve heard these terms before and, odds are, you have some idea of what they mean. But just so that we are all on the same page, I’ll use the following, heavily borrowed, definitions for diversity, equity, and inclusion:

Diversity includes all the ways in which people differ from each other. Though this is often limited to race, ethnicity, and gender, it more broadly includes age, nationality, religion, disability, sexual orientation, socioeconomic status, education level, marital status, language, and physical appearance. Diversity also includes differences in ideas, perspectives, and values.Equity concerns fair treatment, access, and opportunity for all people. Equity is about providing recognition, promotion, and compensation that is consistent with one’s work and qualifications. No one should be provided special treatment or privileges based on anything but performance.Inclusion concerns creating working environments where everyone feels welcomed, respected, supported, and valued. Inclusive environments embrace diversity.

There are at least three reasons organizations should care about diversity, equity, and inclusion. The first is moral. Basic standards of human decency tell us that all people are of value and have something to contribute to society. Moreover, all people – regardless of background – deserve to be treated fairly, sharing equally in the benefits and burdens of society.

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Unconscious Bias, Real-World Impact

*This is a guest blog post authored by Melvyn Payne, Commercial Director of Advanced People Strategies.

I was recently asked to support a successful senior leader – Chris – with some personal development insights from a recent 360 and set of Hogan Assessment results. Chris works in a fast-paced retail environment and has very high expectations for business success.

Having quickly achieved senior roles at a younger age than most colleagues, Chris finds it hard to understand why the broader management team and staff do not seem to respond to stretching targets. Very concerned about the potential negative impact on results, Chris recently ruled out an idea that emerged from a staff survey suggesting people who achieve their targets should be able to take time off as an incentive, rather than take a bonus.

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Diversity and the Dark Side

Diversity in the workplace remains a top concern for HR professionals and hiring managers. Changing the hiring process is a necessary step in preventing discrimination and keeping ahead of the competition --  a recent study from the Center for Talent Innovation found workplaces that ensure diversity enjoy more success and attract more innovative employees than workplaces that don’t.

However, any institutional change will fail if leaders and hiring managers aren’t driven to build a climate that encourages diversity. It’s not always easy to spot those who will let their biases negatively impact those around them, but early research suggests those with high Bold and Excitable scales might not foster inclusive environments.

Hogan’s in-house research team is always looking to find new applications for our assessments. With that in mind, Brandon Ferrell and Steve Nichols conducted a meta-analysis of results from four Hogan Development Survey (HDS) studies to measure which personality scales hinder leaders’ ability to leverage diversity.

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