The impact of cognitive biases and non-verbal communication in recruitment is a fascinating and crucial subject for human resource professionals. As an experienced psychologist and recruiter, I have repeatedly observed how these elements can positively or negatively influence the candidate selection process.
We spoke about this during the last TruGeneva 2023, and I promised to myself to write an article that addresses these two topics in recruitment: biases and non-verbal communication!
So let's go for it !
First, what is a Cognitive Bias?
A bit of theory and definition:
Cognitive biases are tendencies or distortions in perception, memory, judgment, and reasoning that affect the way individuals interpret and interact with the world.
These biases often result from the brain's tendency to take shortcuts in processing information to save energy and time.
However, these shortcuts can lead to judgment errors or inaccurate interpretations of reality.
Here are some key features of cognitive biases:
Automaticity: They often operate unconsciously, influencing our behavior without us being fully aware.
Efficiency: They are partly a consequence of how our brain optimizes the processing of information by avoiding detailed analysis of each situation.
Distortion: They can distort our perception of reality, leading to incorrect or irrational conclusions.
Universality: All humans are subject to cognitive biases, although their manifestation may vary among individuals and contexts.
Influence on Decisions: Cognitive biases affect our decisions, beliefs, social interactions, and can contribute to erroneous judgments and prejudices.
In recruitment, these biases can skew our judgment and lead to inappropriate decisions.
Some examples:
Confirmation Bias: The tendency to favor information that confirms our pre-existing beliefs. For example, if we believe that a certain university produces better candidates, we might overlook the skills and achievements of candidates from other schools.
Halo Effect: Judging a candidate based on a single positive characteristic. For example, if a candidate has worked for a prestigious company, we might overestimate their abilities in other areas.
Similarity Bias: Preferring candidates who resemble us, whether in terms of personality, educational background, or life experiences.
In addition to the biases already mentioned, it is important to consider other common cognitive biases in recruitment.
And please note that there are more than 150 biases listed !!
Dunning-Kruger Effect: This bias occurs when individuals with limited competence in a domain overestimate their own ability.
Bandwagon Effect: The tendency to do or believe something because many other people do or believe the same thing. In recruitment, this can manifest when an interview panel favors a candidate simply because an influential panel member supports them.
Non-Verbal in Interviews
Non-verbal communication such as body language, facial expressions (also called micro-expressions), and tone of voice also play a crucial role in evaluating candidates: These cues can reveal emotions, attitudes, and even hidden thoughts that the candidate may not explicitly share.
For example, nervously tapping can suggest anxiety, while sustained eye contact can indicate confidence.
But it's not magic, and especially since every human being is different!
A candidate who maintains eye contact and has an open posture may appear more confident and reliable (and we have carefully used the verb "appear").
Facial micro-expressions can (for extremely trained people) reveal hidden emotions or unspoken reactions (as in the late 2000s series: Lie To Me).
Non-Verbal and NLP
Neuro-Linguistic Programming (NLP) studies the way we communicate and behave.
It suggests that body language, tone of voice, and word choice can reveal a lot about a person's thoughts and feelings.
However, in my humble opinion (and having studied it a bit), NLP is more an art than an exact science in the sense that it is subject to non-empirical interpretations.
Although it can offer interesting insights, it should not be used as a definitive evaluation tool. Its effectiveness largely depends on the observer's skill, and it must be taken into account with other factors (it seems obvious, but in psychology, we never use a tool alone; it is part of a range of elements to make a diagnosis or a finding).
Using and not being abused by this knowledge?
Here are some tips not to lose your way and think you're a sorcerer's apprentice:
Awareness: Self-educate and train recruitment teams about cognitive biases and non-verbal communication.
Structured Processes: Implement structured recruitment processes to minimize the impact of personal biases.
Diverse Interview Panels: Include diverse members in interview panels to balance perspectives.
Cross-References: Use multiple assessment methods to cross-check information (interviews, skill tests, references).
Bias Training: Organize regular training sessions to help recruiters recognize and manage (I would rather say anticipate) their own biases.
And even with all this, we can still be deceived...
So how can we avoid falling into traps?
The universal answer would be: by always challenging our own feelings, perceptions, impressions.
And since this is extremely complex, we can already adopt the following reflexes:
Do not rely too much on body language. Some people can be nervous in an interview, which doesn't necessarily reflect their true abilities.
Use objective assessment tools (and the same ones for each candidate), such as skill tests or a single scorecard (to avoid confirmation bias or others), to complement subjective evaluation.
When a candidate seems extremely confident, question whether it's a manifestation of the Dunning-Kruger effect.
If an interview panel seems unanimously in favor of a candidate without solid reason, consider the bandwagon effect.
Awareness of One's Limits: The Key to Prevention
The most crucial point in managing cognitive biases and non-verbal communication is self-awareness.
Understanding and recognizing one's own biases is essential. A recruiter must always question the underlying reasons for their judgments and decisions.
Self Awareness is the key !
For example:
If you find a candidate particularly likable, ask yourself if this influences your assessment of their skills.
Be aware of tendencies to favor candidates who resemble you or share your background. In the end, recognizing and managing cognitive biases and non-verbal communication is not just a matter of fairness but also about finding the best candidate for the position. This requires constant vigilance and a commitment to a fair and balanced recruitment process.
Conclusion
As recruiters, it is crucial to recognize and understand the impact of cognitive biases and non-verbal communication.
A balanced and well-informed approach can truly enhance the quality and fairness of the recruitment process.
According to the saying, one can only trust oneself...
But when it comes to biases and non-verbal communication, I would say that we can use these two maxims of Plato (who himself speaks of Socrates) to draw something for ourselves: "Know thyself" and "I know that I know nothing".
Which would give (for me):
"I know myself well enough to know that I cannot rely on my own judgments."
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