Author: Emerson Rogers

I completed Harvard University’s Project Implicit Transgender IAT. My results showed that I was moderately faster at sorting cisgender people with good words and transgender people with bad words than the reverse pairing. This suggests a moderate automatic preference for cisgender people relative to transgender people. While I do not consciously believe people should be judged differently based on gender identity, the results were a reminder that unconscious associations can exist even when someone values fairness and equality.

This matters in recruiting and selection because implicit bias can weaken both the reliability and validity of hiring decisions. Reliability means consistency. If two equally qualified candidates are evaluated differently because of unconscious assumptions, then the process is less reliable. Validity means whether a selection method accurately predicts job performance. If a hiring manager favors one candidate based on identity rather than qualifications, they may overlook stronger applicants and make weaker hiring decisions.

Our MGMT 453 Week 3 course materials explained that Equal Employment Opportunity (EEO) is about safeguarding individuals against discrimination based on membership in a protected class. The lectures also emphasized that organizations should make employment decisions using relevant, valid measurements rather than stereotypes or bias. In addition, the diversity lecture explained that implicit bias refers to stereotypes individuals hold beyond conscious awareness, which can influence judgments without someone realizing it.

One practical way organizations can reduce implicit bias is through structured interviews. Asking every applicant the same questions and using a standardized scoring rubric keeps the focus on skills, experience, and job fit instead of first impressions. Another strong step is using multiple interviewers so one person’s bias has less influence on the final decision.

Ultimately, this test made me realize that fairness in hiring requires more than good intentions. It requires systems and processes designed to keep decisions objective and focused on qualifications.

References

Harvard Project Implicit. Project Implicit Social Attitudes Test. https://implicit.harvard.edu

W3 Lecture – Diversity and Inclusion. Definition of implicit bias as stereotypes held beyond conscious awareness.

W3 Lecture – Introduction to EEO. EEO protects individuals from discrimination and promotes job-related employment decisions.

Reflecting on interviews I have participated in, two experiences stand out to me: interviewing at American Dream Pizza and interviewing from executive leadership role as New Member Educator in Alpha Phi. Both interviews were quite different, and they helped me understand what makes an interview effective or ineffective.

My interview at American Dream Pizza felt comfortable because I had been going there since I was three years old. My brother and dad had both worked there during college, so it almost felt like a family tradition. Since I was familiar with the environment, I was not very nervous. I dressed professionally, but the interview itself was very casual and did not include many structured questions. While that made the experience relaxed, it also made me uneasy because I wanted a clearer understanding of the role and expectations. It caused me to ask more questions so I wouldn’t miss any of the important job details. From an HR perspective, this type of informal interview may reduce reliability because different candidates may not ask the same questions. Having a structured interview helps improve fairness and consistency by using prepared questions.

On the other hand, interviewing for the New Member Educator role was much more formal and high pressure. I interviewed in front of nine slated peers, the chapter president, and the chapter advisor. That setting required preparation, confidence, and the ability to communicate clearly under pressure. Because there were multiple people asking me questions, they likely had different perspectives on my responses, which can strengthen decision making if evaluators focus on job related criteria.This kind of process may improve validity because leadership, communication, and composure were directly relevant to the role.

If I could give advice to employers, I would recommend balancing professionalism with comfort. Candidates should feel welcomed, but interviews should still be structured enough to measure the skills needed for success. Consistency, preparation, and clear expectations create stronger hiring decisions for everyone involved.

References

Buckingham, M., & Coffman, C. (2016). First, break all the rules: What the world’s greatest managers do differently. Gallup Press.

Bohnet, I. (2018, April). How to take the bias out of interviews. Harvard Business Review. https://hbr.org/2018/04/how-to-take-the-bias-out-of-interviews

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

Week 5 Lecture 2: Introduction to Selection. Course materials.

Week 5 Lecture 4: Increasing Interview Effectiveness. Course materials.

The descriptions of jobs play a critical role in shaping how organizations function, yet often they are overlooked and treated as static documents. Job descriptions serve as the foundation for key human resource functions like recruiting, training and performance management. When job descriptions are inaccurate or outdated, it can create confusion, misalignment and inefficiencies across the company.

A significant challenge in developing and maintaining job descriptions is keeping them up to date. In dynamic environments, roles naturally evolve as organizational needs change. Through my own leadership experience, I have seen how responsibilities can shift depending on timing, priorities, and team needs. Highlighted in our course material of MGMT 453, job descriptions can quickly become outdated if they are not constantly reviewed, especially in fast changing environments. This is even further supported by research from the Society of Human Resource Management (SHRM) which emphasize that updating job descriptions regularly improve clarity, accountability and overall employee performance.

Another challenge involves balancing efficiency with employee motivation when designing roles. While simplifying jobs can improve efficiency, it may also reduce engagement and job satisfaction. Positions that lack autonomy or variety can cause lower motivation, whereas employees that have greater responsibility and flexibility can improve both performance and overall satisfaction.

To handle these challenges, organizations should treat job descriptions as evolving tools rather than fixed documents. Consistent and regular feedback from employees can help ensure descriptions remain accurate and effective. Maintaining relevant job descriptions ultimately require ongoing attention, especially in environments where adaptability is essential for success.

References

W4 Lecture 1- Job Analysis MGMT 453 Course Material

W4 Lecture 2- Job Design MGMT 453 Course Material

Society for Human Resource Managment (SHRM). (2022). How to Develop Job Descriptions. https://www.shrm.org/

Scrolling through the 2025 Fortune Best Companies to Work For list, a few companies like Cisco, American Express, Synchrony, and Wegmans Food Markets stood out to me because of what employees actually say about working there. It’s not just about pay or benefits, it’s more about how they’re treated day-to-day. A lot of employees mention trust, flexibility, and feeling valued, which lines up almost exactly with what we’ve been learning about how HR is supposed to function.What I found interesting is how each company kind of represents a different side of HR done well. At Cisco, people talk a lot about feeling respected and supported, which connects to motivation concepts like Maslow’s hierarchy where belonging and esteem actually drive performance (Noe et al., 2023). With American Express, employees bring up career growth and development opportunities, which reflects the idea that investing in employees builds stronger long-term performance, something Becker’s human capital theory talks about (Becker, 1964). Synchrony leans more into flexibility, showing how job design and autonomy can directly impact satisfaction. Then Wegmans focuses heavily on culture and promoting from within, which builds loyalty and keeps turnover low.

Another thing that stood out is that none of these companies treat HR like it’s just paperwork or hiring. Instead, it’s clearly part of how they run the business. Research on high-performance work systems shows that when companies actually invest in things like training, employee involvement, and supportive leadership, they tend to perform better overall and keep employees longer (Huselid, 1995). You can kind of see that playing out in real life with these companies. I personally, think about the kind of manager I want to be, I’d want to focus on creating that same kind of environment where people feel like they can actually grow and not just show up to work. I don’t think being a good manager is just about assigning tasks, it’s more about understanding what motivates people and putting them in positions where they can succeed. Using HR tools like feedback, training, and thoughtful job design seems like a big part of that.

At the same time, I feel like the hardest part will be keeping that balance. It’s easy to say you want to support employees, but actually doing that while still pushing for strong performance is where it gets tough. Managing different personalities, keeping people motivated, and avoiding burnout all at once seems like something that takes real effort to get right. In my opinion, these companies make it pretty clear that good management isn’t just about getting results, it’s about how you treat people along the way and how well you use HR practices to bring out their best.

References

Great Place To Work. (2025). Fortune 100 best companies to work for® 2025. Great Place To Work.

Becker, G. S. (1964). Human capital: A theoretical and empirical analysis. University of Chicago Press.

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2023). Human resource management: Gaining a competitive advantage (12th ed.). McGraw-Hill.