Perhaps the most widespread bias in hiring today cannot even be detected with the eye. In a recent survey of some 500 hiring managers, undertaken by the Corporate Executive Board, a research firm, 74 percent reported that their most recent hire had a personality “similar to mine.” Lauren Rivera, a sociologist at Northwestern, spent parts of the three years from 2006 to 2008 interviewing professionals from elite investment banks, consultancies, and law firms about how they recruited, interviewed, and evaluated candidates, and concluded that among the most important factors driving their hiring recommendations were—wait for it—shared leisure interests. “The best way I could describe it,” one attorney told her, “is like if you were going on a date. You kind of know when there’s a match.” Asked to choose the most-promising candidates from a sheaf of fake résumés Rivera had prepared, a manager at one particularly buttoned-down investment bank told her, “I’d have to pick Blake and Sarah. With his lacrosse and her squash, they’d really get along [with the people] on the trading floor.” Lacking “reliable predictors of future performance,” Rivera writes, “assessors purposefully used their own experiences as models of merit.” Former college athletes “typically prized participation in varsity sports above all other types of involvement.” People who’d majored in engineering gave engineers a leg up, believing they were better prepared.
Given this sort of clubby, insular thinking, it should come as no surprise that the prevailing system of hiring and management in this country involves a level of dysfunction that should be inconceivable in an economy as sophisticated as ours. Recent survey data collected by the Corporate Executive Board, for example, indicate that nearly a quarter of all new hires leave their company within a year of their start date, and that hiring managers wish they’d never extended an offer to one out of every five members on their team. A survey by Gallup this past June, meanwhile, found that only 30 percent of American workers felt a strong connection to their company and worked for it with passion. Fifty-two percent emerged as “not engaged” with their work, and another 18 percent as “actively disengaged,” meaning they were apt to undermine their company and co-workers, and shirk their duties whenever possible. These headline numbers are skewed a little by the attitudes of hourly workers, which tend to be worse, on average, than those of professional workers. But really, what further evidence do we need of the abysmal status quo?