applicants by performance—without
any identifying information. Hiring
managers select which job seekers to
bring in for interviews based squarely
on performance metrics.
One employer that has leveraged the
service is Return Path, a global e-mail
data solutions provider with 410 employees headquartered in New York City.
Cathy Hawley, the company’s senior vice
president of performance, came across
GapJumpers at a conference in 2015.
“At the time, we didn’t have very many
women in technology roles,” she says.
Return Path’s leaders had tried a couple
of blind hiring processes on their own,
where recruiters stripped out names and
ages from resumes, but had encountered
challenges. “We found it was useful,
but it was completely manual and very
time-consuming,” Hawley says.
The technology helped streamline
hiring for engineering and data science
jobs. “Anecdotally, it’s been successful,”
Hawley says. “We’ve only been doing this
for about a year, so we don’t have a ton of
data yet. But we’re flling roles quickly,
and using GapJumpers has helped us cut
down on how much time our recruiters
put into the hiring process, since they’re
not sifting through resumes.” Hawley
and her team plan to introduce blind
hiring practices for other positions.
Another online platform called in-terviewing.io lets companies interview
candidates anonymously using chat
rooms and voice-masking technology.
These high-tech approaches are intriguing but may not be feasible for
smaller organizations that don’t have
the resources or infrastructure to make
them work. “We’ve seen more success
with larger companies that have stable
hiring processes already in place,” Vujosevic says.
But as the AAM’s experience shows,
do-it-yourself (DI Y) is also a viable option. You could try hiring a contractor
or assigning an intern to manually redact names and other identifying information, says Kelly Marinelli, SHRM-SCP, president and principal consultant
at Solve HR Inc. in Boulder, Colo.
Or simply invest in more black markers, suggested Mary Ila Ward, SHRM-SCP, owner of Horizon Point Consulting Inc., a talent management service
in Decatur, Ala., at the Society for Hu-
WHAT’S IN A NAME … OR ADDRESS …
OR GRADUATION YEAR?
DEMOGRAPHIC FACTOR POSSIBLE SOURCE OF UNCONSCIOUS BIAS
Often reveals race and gender. Studies show that “black-sounding” names result in fewer
callbacks than “white-sounding” names on resumes with identical credentials.
Possible proxy for race or income.
Often indicates age. Older candidates are less likely than younger ones to be called in for
an interview, research indicates.
Could reveal religion, age or whether the person has children (think Little League coach).
May indicate religion, race or political affiliation.
Some experts point to unconscious biases around non-Ivy-League schools or institutions
that are rivals of the hiring manager. Could also be linked to race.
man Resource Management’s 2017
Diversity & Inclusion Conference &
Exposition last October. “Just pull out
your Sharpie and mark out things [on
resumes] that are not relevant [to per-
forming] the job,” Ward told attendees.
DIY can be more elaborate as well.
For example, HR leaders at FCB
Worldwide Inc., a New York City-based
global advertising network with about
8,000 employees, decided to build an
extensive blind hiring system last year,
says Cindy Augustine, the company’s
global chief talent ofcer. “As an organization, we want to bring in a diverse
group of job candidates,” she says. “We
know diversity leads to creativity and
innovation, which is why I love blind
hiring. It takes a lot of subjectivity out
of the selection process.”
FCB’s leaders created their own assessments, which they call “challenge
statements,” to test candidates’ technical skills—anonymously. After all tests
are scored and interviews are arranged,
the company releases the identities of
the candidates to the hiring managers. Judging from the increased levels
of diversity they’ve achieved since implementing the assessments, the new