some of what we think to be racial or gender bias merely bias in favour of the status quo? After all, the less eccentric your hire, the less blame you are exposed to if something goes wrong.

When reviewing any candidate’s background, you must identify whether they have demonstrated themselves to be extraordinary in some way. The most obvious demonstration is outstanding performance within an outstanding peer group. If you’re less than excited to hire someone for a particular job, don’t do it. The two of you will probably make each othe

Consider a manager selecting between two applicants, the first with a Harvard degree and the second without. Even if the manager has learned that the second applicant is more qualified for the job, in many workplaces it would be more prudent for the manager to choose the first applicant. If the manager passes up the first applicant in favor o

These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores

recruitment process itself, which, if it is to serve its purpose, must screen as much for drive, energy and ambition as it does for intellectual capabilities and technical skill.

The easiest way to understand the numbers for this scenario is to start at the end and think backward. If you’re down to the last applicant, of course, you are necessarily forced to choose her. But when looking at the next-to-last applicant, the question becomes: is she above the 50th percentile? If yes, then hire her; if not, it’s worth rolling th