18 cognitive biases in recruitment: The guide to recognizing and avoiding them

The recruitment process is essential for businesses because it involves ensuring the quality of new team members. However, this process may be influenced by cognitive biases, meaning of errors in judgment unintentional ones based on stereotypes, first impressions, or the halo effect.

This effect occurs when a candidate's positive trait influences the overall perception of their skills. For recruiting objectively, the first step is to recognize and understand these biases. This article looks at cognitive biases in recruitment and offers a guide to identify and avoid them.

We will discuss the main biases and ways to reduce their effect. By becoming aware of these biases and applying structured methods, you can improve your decisions. This will contribute to diversity in your business, thus increasing confidence in your abilities to recruiting the best talent.

What is cognitive bias?

One cognitive bias is a trend in thinking that deviates from logic. These tendencies can influence our judgments and decisions without us being aware of them. They are based on our experiences, our emotions and our environment. In the field of recruitment, such biases can interfere with an accurate assessment of the skills of candidates.

Les cognitive biases emerging because our brain seeks to process information efficiently, using shortcuts. This can lead to mistakes. For example, theHalo effect can make a single positive quality of a candidate influence your opinion on others skills. The confirmation bias, on the other hand, pushes you to look for evidence that supports our preconceived ideas.

Understanding these biases will help you develop methods to limit them. This involves the recognition of these biases and the adoption of recruitment procedures that allow a fairer assessment of candidates, in particular the STAR method.

Les cognitive biases can also lead to indirect costs for businesses, such as increased turnover, reduced productivity, and a negative impact on corporate culture. Recognizing and reducing these biases is therefore vital to promote fair recruitment practices.

Cognitive biases in recruitment to watch out for

1 - The halo effect

THEHalo effect refers to the tendency to let a particularly positive characteristic of a candidate influence our overall judgment of them. Indeed, a candidate may be judged on a characteristic that is not relevant to the position. To counter this effect, the use of standardized evaluations and the taking of detailed notes during interviews are recommended.

Include multiple recruiters in theupkeep makes it possible to diversify perspectives and to offer a more balanced assessment.

2 - Confirmation bias

The confirmation bias is a phenomenon where individuals favor information that supports their prior beliefs. In recruiting, this often leads to ignoring signs that could contradict your initial impression of a candidate. To avoid this bias, it's important to assess candidates consistently and look for evidence that might disprove first impressions.

The effects of confirmation bias can be important, sometimes resulting in decisions not based on the merits of the candidate. It can also reduce diversity within teams. It is therefore important to be trained to identify and question their prejudices, using structured interviews and competency-based assessments.

It is crucial to have verification and feedback processes during recruitment. Peer review of recruitment decisions and the use of software that anonymizes applications can reduce this bias.

3 - The similarity bias

The similarity bias also called the mirror effect occurs when you unconsciously favor candidates who are similar to you, whether in terms of personality, values, background or other traits. To counter it, you must adopt objective recruitment criteria and be aware of your own preferences.

Including diverse recruiters in the process can help base hiring decisions on skills rather than personal affinities.

4 - Contrast bias

Facing the contrast bias, our brain plays tricks, especially when it comes to comparing candidates with each other. This mechanism leads to evaluating a person not on their own merits, but by putting them in the spotlight — or in the shadows — in relation to other profiles encountered. The trick to overcome this bias is to consider each application in isolation, based on objective and predefined criteria.

In order to protect yourself against this bias, it is advisable to carry out individual evaluations before making comparisons. This involves taking detailed notes during each interview to keep a true record of each candidate's skills and qualities. This technique helps maintain a rational and fair view of each profile, thus avoiding judgement distortions associated with contrast.

5 - The effect of primacy and recency

THEPrimacy effect and recency illustrates how the first and last information we receive about someone can take precedence in our memory, at the expense of the data exchanged in the middle. To combat this bias, it is useful to structure interviews so that key information is scattered throughout the exchange.

Remember to summarize the key points discussed at the end of each meeting. This practice allows you to remember all of the content of the interview, without allowing your judgment to be influenced solely by first impressions or final comments. A conscious effort to take comprehensive notes can also be valuable.

6 - Stereotype bias: prejudices about age, gender, origin, etc.

The stereotype bias includes judgments based on general stereotypes such as age, gender, or ethnicity rather than on objective evidence. These stereotypes can lead to discrimination and exclusion of qualified candidates.

Training recruiters to recognize their stereotypes and adopting inclusive practices is essential. Anonymizing applications and using neutral language can also help avoid this bias.

7 - Projection bias

The Projection bias Encourages us to see our own traits, ideas, or concerns in others. This can lead us to favour candidates who are similar to us, at the risk of missing out on diverse profiles that are potentially more suited to the position. To counter this bias, the expert advice is to use a variety of panels of recruiters for each selection process.

By diversifying the viewpoints, you introduce a variety of opinions and evaluation criteria, making the recruitment process more objective. Another effective way is to develop an awareness of your own preferences and biases, and to Questioning actively when evaluating candidates.

8 - The Dunning-Kruger effect

This effect explains why some people with low skills in a field overestimate their abilities, while the most competent tend to undervalue theirs. In the context of recruitment, this can lead to overvaluing less qualified candidates and underestimating the most suitable candidates. One solution is to set up objective and standardized competency tests.

Tests make it possible to highlight the real skills of candidates, regardless of their own perception or ours. In addition, an exchange with an occupational psychologist can shed additional light on the personality of candidates, offering a more complete view of their potential.

9 - The overtrust bias

The overtrust bias Makes us believe that we are better judges than we really are, which can affect our ability to properly assess a candidate. To overcome it, it is crucial to adopt a posture of humility and constant questioning of our own evaluations. A regular exchange with colleagues or recruitment experts can provide valuable counterpoints.

Consider setting up post-interview debriefing sessions with other team members. This allows you to compare your impressions and benefit from different perspectives, thus enriching your decision-making process and mitigating the risks associated with overconfidence.

10 - The autocompletion bias

Our brains tend to fill information gaps with assumptions based on our previous experiences or prejudices. Ce autocompletion bias can lead you to jump to conclusions about a candidate. To avoid this, focus on exhaustive information collection, by asking open-ended questions that allow the candidate to provide concrete examples of their skills and experiences.

It is also recommended that you systematically check the references provided by candidates. This helps you get a more accurate and complete picture of their professional profile, reducing the risk of subjectively filling in voids.

11 - Group bias (or ingroup bias)

This bias encourages us to favour people who belong to our own social, professional, or cultural group. To counter it, it is essential to actively promote diversity in recruitment by putting in place clear policies and training on diversity and inclusion for recruiters.

Using anonymous recruitment techniques, where the personal information of candidates is hidden, can also help reduce this bias. This allows candidates to be evaluated strictly on the basis of their skills and experience, without the influence of external factors.

12 - The negativity bias

We have a natural tendency to value the negative aspects more than the positive ones. In recruitment, this can lead you to overvalue a candidate's weak points at the expense of their qualities. To avoid this trap, focus on a balanced assessment of each candidate's strengths and weaknesses.

A standardized assessment framework, including both positive and negative criteria, can help maintain a balanced perspective. This encourages recognizing and valuing the skills and achievements of candidates, while taking into account their areas of improvement fairly.

13 - The bias of the framing effect

The Framing effect bias occurs when the presentation of information affects a person's perception and decision. In the context of recruitment, questions formulated in a certain way can guide the answers of candidates. This situation risks altering the appreciation of their abilities.

It is crucial that you ask neutral and open-ended questions. This allows candidates to reveal their skills and experiences without the impact of the formulation. Ensuring the consistency of the questions asked to each candidate promotes a fair assessment.

Training on fair and unbiased interview methods is vital. It should cover the framing effect and how to organize interviews to reduce their influence on recruitment choices.

14 - The effect of simple exposure

THEeffect of simple exposure reveals our tendency to develop a preference for people or objects simply because we are exposed to them more frequently. In recruiting, this can mean giving priority to candidates you've seen or met with multiple times. To counter this effect, be sure to assess all candidates equally, regardless of your prior familiarity with them.

It is advisable to structure interviews so that all candidates have the same amount of time and opportunities to present their skills. Using an objective scoring system for each interview also helps to ensure that all candidates are evaluated equally.

15 - Authority bias

The authority bias urges us to give more credence to the opinions or statements of people who are perceived as authorities in their field. To avoid this bias unduly influencing your hiring decisions, question and verify candidate references and statements, even when they come from reputable sources.

Invite external experts with no direct hierarchical link to the vacancy can also help to obtain a more neutral assessment of candidates. This provides a fresh and objective perspective, which is essential for balanced recruitment.

16 - The commitment and coherence bias

We tend to stick to our first impressions or decisions, even when faced with contrary evidence. Ce engagement bias may prevent you from reviewing our initial judgment on a candidate. To overcome it, be open to the idea that your first impression may be wrong and be ready to adjust your assessment in light of new information.

It can be helpful to allow time between the interview and the final decision to allow for thorough consideration. This helps to assess all candidates in a more balanced way, taking into account all of the data collected.

17 - The sunk cost bias

The Sunk cost bias makes us persist in a course of action simply because we have already invested time, money, or other resources in it, even if future losses are expected. In recruitment, this can result in the retention of a less suitable candidate, simply because a significant investment has been made in selection process.

To avoid this trap, regularly assess the suitability between the candidate and the vacancy, regardless of the resources already invested. This may include reassessing the needs of the position and the candidate's skills at various stages of recruitment process.

18 - The Horns effect (or diabolical effect)

THEHorns effect occurs when our perception of an individual is negatively influenced by a particular trait or behavior, leading to an overall unfavorable assessment. To counteract this effect, it is crucial to focus on the objective assessment of the candidate's skills and achievements, without being influenced by isolated elements.

Take the time to look for concrete, verifiable examples that attest to the candidate's skills and professional experience. This helps to form a complete and balanced picture, avoiding focusing on potentially misleading aspects.

Strategies to avoid cognitive biases in recruitment

Establishing structured recruitment procedures

The creation of structured procedures is crucial in order to reduce cognitive biases. These procedures standardize all the steps, from job definition to the integration of a new collaborator. By specifying the required skills, recruiters assess all candidates fairly and objectively.

Les structured interviews, with identical questions for each candidate, allow for an objective comparison. This limits subjective impressions and focuses on proven skills.

Training recruiters to follow these procedures is also essential. Tools and checklists help to ensure that the defined process is followed, ensuring a decisionmaking fair.

Use tools and technologies to reduce bias

The use of tools and technologies is crucial to minimize cognitive biases. The software of recruitment via artificial intelligence evaluate resumes objectively, based on skills.

Online assessment tools measure competencies and abilities in a standardized manner. That's why after several years of R&D with researchers in Psychology and Neuroscience, we imagined Yuzu : one New Generation Assessment Center, specialized insoft skills assessment (the famous Soft Skills).

With Yuzu, talents are immersed in scenarios developed with the latest technologies of the Video game.

The evaluations, on the other hand, are accessible to all profiles thanks to simplified orders and cloud technologies (all you need is a computer and an internet connection to be evaluated).

Avoid recruitment biases with Yuzu

The advantages of our solution:

1. One candidate experience exceptional to boost your employer brand ;
2. A solution accessible to all to ensure equal opportunities;
3. A decision support tool to detect and promote interpersonal skills.

Whether it's for your recruitment process Or of internal mobility, we are transforming the assessment of Soft Skills in a strong and fun moment.

It is vital to ensure the neutrality of technologies. Their constant evaluation and the adjustment of their algorithms make it possible to avoid any discrimination.

Training in the recognition and management of cognitive biases

Taking a course is essential in order to be informed about the various biases and to be able to identify them. Simulations and workshops practice decisionmaking objective.

Adopting methods like active listening and open-ended questions ensures fairness and builds trust in the recruitment process. Promote a human business culture, which values diversity and the adoption of Soft Skills, is also crucial.

Promoting diversity and inclusion in recruitment practices

Valuing diversity and inclusion is strategically important. Defining specific goals to increase diversity within teams is essential.

You need to reach a broad range of candidates by diversifying recruitment sources. Making job descriptions and selection criteria inclusive is also critical.

To remember

Les cognitive biass in the recruitment process are discreet and strong barriers. They can alter judgment and limit fairness. It is vital for HR professionals to identify them and to grasp their effect.

By implementing organized methods, using technology, and promoting diversity, the challenges posed by these biases can be overcome. The time to act is now: review how you recruit, invest in lifelong learning, and work for a more equitable workplace and inclusive.