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Avoid Bias and Add Diversity when hiring Accountants
Why is it so hard for small and medium sized accounting firms to achieve unbiased hiring decisions AND get the diversity they crave? We know we want both. We want to employ the best person for the role, not just the person we like better at interview. We know diversity of thought will make our business stronger – even if we might feel challenged and threatened at times. Why does it feel so hard, and what are some easy steps we can take to get better?
Here’s a few indicators to look at and consider in the process you currently use – and ideas for improvement
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Using traditional hiring processes. If you look for candidates in traditional places you’ll get the same pool of candidates you always got. Instead use social media as well, especially LinkedIn, to look for candidates. Get your team to help you by using their own networks.
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Maintaining relationships with the same schools or colleges will likely see you get the same types of candidates from those institutions that you’ve had in the past. Consider different options especially those perhaps less fought over by other accounting recruiters.
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If you’re focusing on ‘cultural fit’ you might just be progressing candidates who will act just like the team you have already. Have a look at what ‘fit’ measures you’re using.
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Do those who are shortlisting get put off by candidates from schools or countries they don’t know, or even names they can’t pronounce? We’re all familiar with the concept of ‘blind’ hiring – if you think this is an issue in your team consider removing unnecessary details from resumes so you focus your shortlisting on competency.
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Using unstructured or poorly structured interviews. Without standardized questions or criteria for scoring it’s easy to favor candidates with similar communication styles to your own. Make sure you look carefully at the questions you’re asking, the competencies you’re assessing, and way you’re scoring each candidate. A study by Harvard Business School found that structured interviews, where every candidate is asked the same questions, help reduce the impact of unconscious bias by focusing on job-related skills rather than personal affinity.
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Requiring qualifications that are only available to candidates following a traditional academic pathway. Qualifications are a poor indicator of job fit. The ability to demonstrate knowledge and its practical application is worth far more to you. If you have a qualification minimum standard keep it simple and as low as possible.
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Limited or non existent training for hiring teams (and firm leaders / owners) in recognizing bias and ways to avoid it. How many of us have had specific interview training? A short course taken by all those involved in hiring will be worthwhile.
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Using assessments where diverse candidates might have difficulty in showing their full capability. Expecting an understanding of business English is one thing, but ambiguous and confusing questions is something else. What about neuro-diverse candidates? For ideas on managing the assessment of different sorts of candidates see here
- Insisting on ‘in office’ working might mean some candidates, who need remote or hybrid working options, are excluded from the role. Consider what is important to you and if flexible working arrangements can still deliver good results to your clients.
You’ll never be able to fix all this at once. But look down the list and see which areas jump out at you as things you can improve on for your next hire. You’ll be on the journey to be better firm.
If you want to learn how to improve your hiring processes download our free Hiring Fast With Confidence Guide – a step-by-step guide to better hiring.
Giles Pearson | After 18 years as a partner with a large public accounting firm, Giles founded Accountests to help those recruiting accountants make better hiring decisions
