Month: April 2026

Implicit bias could greatly affect the validity of a selection process. People generalize things everyday and a lot of people don’t think anything of it. Like the article Understanding Implicit Bias – and How to Work Through It by Keith Payne, et al. discussed, implicit bias is everywhere and people don’t realize they are doing it until someone directly talks about it. When I was taking the Project Implicit Social Attitudes tests, I was more comfortable being around older people than younger people because I viewed older people as ones who are warm, kind, and caring. That is also the general idea I grew up hearing. Everyone is implicitly biased, people begin to notice it when their actions reflect that bias. 

In terms of the reliability and validity of a selection process, implicit bias can make the process reliable but not valid. It would be reliable in the sense that the process would continue to generate similar results. If the person that is administering the process is implicitly biased against specific groups of people, they can use this process over and over again and get similar results. But, those results would not be valid. It would not be accurate due to the fact that people who are qualified for the job will most likely get passed over for someone underqualified.

I think that by having a selection process where multiple people from different backgrounds are a part of, it will help keep implicit bias out of the process. In the article Understanding Implicit Bias by NC State University, it discusses how having open discussions about this problem can help address it and figure out how to fix it. I think both of these solutions will help limit how much implicit bias is in the workplace and the selection process.

Sources:

Payne, K., Niemi, L., & Doris, J. M. (2024, February 20). How to think about “implicit bias.” Scientific American. https://www.scientificamerican.com/article/how-to-think-about-implicit-bias/Rcleahey. (2019a, September 13). Why we must understand and address implicit bias. Office of Equal Opportunity. https://equalopportunity.ncsu.edu/news/2019/09/13/why-we-must-understand-and-address-implicit-bias-2/

The first time I interviewed for a job, I was 15 and the manager simply asked “Do you want to work here?” and I responded with “Yep”. That was how I got my first job, until I started interviewing for jobs after I got to college. Most of these interviews were conducted online which I found to be ineffective since it took away the personal connection between the interviewer and the interviewee. The interviews I was a part of were very well structured with open ended questions. But, the process wasn’t effective because with the way they were structured, it was difficult for the interviewees to showcase who they were in 20 minutes or less. I wouldn’t say this structure is valid across a variety of different jobs since each job has different characteristics to them. For example, a heavily structured interview for photographers wouldn’t be effective since the job would entail taking photographs and showcasing their talent. I think structured interviews are best for office jobs and ones that are more task oriented.

One improvement I would advise is to try and have the interview take place in person if possible. A lot of employers use Zoom or Teams to hold virtual interviews because it’s easier, but if the interviewee lives close to the company, they should prioritize having the interview in person. There is a lot that you can learn about someone based on their nonverbal communication which is something that is difficult to see over a video screen. Another piece of advice I have to improve the effectiveness of the interviews I was a part of is to ask more questions that allow the interviewee to show who they are. Most interviewers ask them “Tell me about yourself”, but they should have more questions that open the interviewee up. Ones that help them explain the experiences they’ve had and how it shaped them to who they are today.

Company Satisfaction Ratings

The first company I chose to look at was Nvidia. They have a 95% employee satisfaction rating due to the fact that their employees loved the amount of collaboration, closeness and transparency between upper level management and the employees. One thing that I found interesting is most of them expressed that if this company were to lay off anyone, they would know that it’s because it was a last resort for the company. This shows the amount of trust they have and that Nvidia doesn’t see them just as costs but added value for the company.

The second company I decided to look into was the Zillow Group who has an employee satisfaction rating of 92%. They offer great employee benefits which goes to show how they take care of their employees and the trust that they have built. During my research I found that most of their employees have been there for less than 2 years or from 2-5 years. This demographic is something that HR takes into consideration when creating and implementing their processes and policies.

The last company I decided to look into was the Target Corporation who has an employee satisfaction score of 74%. Since it is one of the largest U.S. retail companies, it makes sense why the score is smaller than the other two companies. They have a lot more employees and people to manage. Most employees said that Target gives them the resources to help set them up for success in their job. They also prioritize community involvement which helps foster a positive organizational culture.

Type of Manager I Want to Be

I would like to be the type of manager that always has their door open for employees. I believe that fostering a good professional relationship for every employee will help boost organizational culture and help mitigate any problems that may arise. I would also like to be a type of manager that puts their employees first because I believe that is extremely important when increasing their motivation and quality of work. They should be on the floor working with their employees rather than sitting at their desk with an invisible barrier between them.

Challenges for Managers

I think the most difficult part about being a manager is balancing productivity and employee’s wellbeing. Managers are expected to get each employee performing at their highest level. But this can also easily cause burn out and decrease the quality of their work. Trying to balance the two is difficult for managers especially since each employee is different when it comes to motivation and what works best for them.