Leadership Reflections

As part of this week’s assignments, I took the Implicit Association Test (IAT), and my results showed that I was moderately faster at associating Black people with negative words and White people with positive words than the opposite pairing. Seeing this result was uncomfortable, but also really eye-opening. It reinforced the idea that implicit bias isn’t something people consciously choose. Instead, it’s shaped over time by culture, media, and social experiences, often without us realizing it.

When it comes to hiring, implicit bias can impact both the reliability and validity of selection decisions. Reliability is about consistency, while validity is about whether decisions are actually based on job-related qualifications. If a hiring manager unconsciously views certain candidates more favorably because of race, names, or background, then candidates with similar skills may be evaluated differently. That makes the process less consistent and weakens how accurately it measures what really matters for the job.

Implicit bias is especially likely to show up in more subjective parts of the hiring process, like resume reviews or unstructured interviews. Even with good intentions, people often rely on “gut feelings,” and research shows those instincts can be influenced by unconscious bias (Scientific American, n.d.). Over time, these small judgments can add up and lead to patterns that disadvantage certain groups, even when an organization believes it is being fair.

One way to help reduce the impact of implicit bias is to use more structured and standardized hiring practices. This includes asking all candidates the same interview questions, using clear scoring criteria, and focusing on specific skills rather than general impressions. These steps don’t eliminate bias completely, but they do help limit its influence and make hiring decisions more consistent, fair, and job-related.

References

Scientific American. (n.d.). How to think about implicit bias. https://www.scientificamerican.com/article/how-to-think-about-implicit-bias/

Better Homes & Gardens Real Estate. (n.d.). Understanding implicit bias. https://bhgrecareer.com/bebetterblog/implicit-bias/

Most of the interviews I’ve participated in have either been one on one or panel interviews. And over the last few years, many of the roles I’ve applied for have been internal, since I’ve been moving and switching positions within the same company. Because of that, previous interviews often focused less on whether I could do the job and more on my experience, why I wanted to make the change, and how my current role prepared me for the next one. For more horizontal moves, the questions were usually straightforward and centered around my background and motivations.

My most recent interview for a supervisor position felt very different. It was more intense and clearly focused on evaluating me as a people leader. The questions were about my temperament, how I stay organized, how I would handle escalations, how I work with different personalities, and how I would approach harder conversations like giving feedback or addressing performance issues. Those questions felt much more valid because they directly reflected the real responsibilities of a leadership role, rather than just technical skills.

This experience aligns with what Chamorro-Premuzic and Steinmetz describe in “The Perfect Hire“, where they argue that unstructured interviews often lack predictive validity, while structured, behavior based questions are more effective at predicting future performance. Interviews that focus on real situations and judgment provide more useful information for employers and a better assessment of leadership potential overall.

I’ve also always found it helpful to ask for feedback after interviews where I didn’t get the position. In one case, I was told that I didn’t ask enough questions about the role itself or what the day to day work looked like, which made it seem like I wasn’t very interested. Since then, I’ve made it a point to ask more thoughtful, role specific questions in every interview. Overall, most of my interviews have been effective, especially as learning experiences. Each one has helped me better highlight my strengths, understand employer expectations, and grow more confident in future interviews.

---

References

Chamorro-Premuzic, T., & Steinmetz, C. (2013). The perfect hire. Scientific American Mind, 24(3), 42–47.

---

When I think of job postings, I usually think of them as a quick way to grab someone’s attention and make sure the right candidate applies for the position. I look at job descriptions to see if a role sounds interesting, matches my skills, and fits what I’m looking for before I even consider applying. If a posting is unclear or overly generic, I’m more likely to scroll past it.

I also rely on job descriptions when updating my resume. They help me understand what employers value most and allow me to highlight the parts of my experience that best align with the role. Clear job descriptions make it easier to tailor resumes and help me to feel confident that I’m presenting myself accurately.

After learning more about job analysis, I realize job descriptions serve a much bigger purpose than just hiring. One major challenge is keeping them up to date as roles evolve. Jobs often change over time due to new technology, staffing needs, or workflow adjustments. When descriptions aren’t updated, it can create confusion around expectations and make performance reviews more difficult. I’ve seen situations where what’s written doesn’t match the day-to-day work at all.

Not having job descriptions can cause even bigger problems, like unclear responsibilities or uneven workloads. The SHRM article emphasizes that job descriptions should be treated as living documents and reviewed regularly. I agree with this approach. Involving employees in updates and reviewing descriptions consistently can help keep them relevant, useful, and beneficial for both the organization and the employee.

Reference:
SHRM. Job Worth: Update Your Descriptions.
https://www.shrm.org/topics-tools/news/hr-magazine/job-worth-update-descriptions

Looking at the 2025 Fortune 100 Best Companies to Work For, it’s pretty clear that strong HR practices play a huge role in what makes a company a genuinely good place to work. After reading employee feedback from Hilton, Synchrony, Cisco, and American Express, the top 4 in the list, this is what I’ve seen.

At 1st place in the list, at Hilton employees talk a lot about teamwork, diversity, and feeling welcomed. 95% of employees say it’s a great place to work, they are proving that creating an inclusive and supportive environment matters. Synchrony stood out for its flexibility and benefits, especially options like work from home and flexible schedules. Employees seem to genuinely appreciate having their lives outside of work respected, which likely plays a big role in job satisfaction. It is important to have those work-life balances and they are getting that there.

Cisco really stood out to me because of how much emphasis employees place on mental health, trust, and being able to bring their full selves to work. People feel supported taking time off when they need it, which makes the workplace feel more human. American Express also focuses heavily on employee well-being and growth, offering strong benefits, career development opportunities, and a culture where employees feel supported by leadership.

I find this topic especially interesting to reflect on as someone who is about to graduate as well as someone already in a management role and actively trying to implement some of these same ideas. I try to prioritize communication, flexibility, and support while still making sure work gets done. At the same time, I’m still navigating what kind of manager I want to be and learning through experience. Seeing how these companies support their employees reinforces that leadership isn’t always about having everything figured out, it’s about continuously improving, listening, and adjusting as you grow. I want to be a manager who supports employees as people, not just workers. These companies show that when people feel supported, strong performance naturally follows.

Welcome to blogs.oregonstate.edu. This is your first post. Edit or delete it, then start blogging!