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5 Smart Ways to Remove Bias From Your Hiring Process



October 6, 2020 6 min read

Opinions expressed by Entrepreneur contributors are their own.

Anytime we interact with someone new, our brains make dozens of tiny snap judgments. Often, we aren’t even aware of these impressions, but when they’re based on factors such as race, gender, age or sexual orientation, they’re considered a form of harmful stereotyping called unconscious bias.

Unconscious bias is a more subtle form of that often flies under the radar, but the recent groundswell of support for the racial-justice movement has shone a light on unconscious bias in the . Women and minorities are still wildly underrepresented in leadership and technology roles, and people with disabilities are not even being included in most companies’ diversity reporting.

New tech platforms have sprung up promising to remove bias using AI or by making the entire hiring process anonymous. But the unfortunate truth is that there’s no single app that can eliminate bias. The only way to be more inclusive is for leaders to reevaluate their current hiring practices and work to eliminate bias one step at a time.

Related: What Business Leaders Are Getting Wrong About Bias Training

Here are a few ways to work toward removing bias from your hiring process.

1. Expand talent-sourcing channels

Most people don’t even consider the fact that where they’re sourcing candidates could be introducing bias to their hiring process. But if you always attend the same conferences, job fairs or alumni events, you could be skewing your pool of potential candidates. Certain universities or geographic locations can favor people of a specific socioeconomic background or race. 

To combat this issue, try sourcing candidates from a broader range of sources, such as social media sites, job boards or career fairs in another part of the city. You might be impressed by the number of qualified candidates you find simply by casting a wider net.

2. Reevaluate how you screen applicants

Eliminating bias starts long before candidates ever sit down for an interview. Your job posting and the way you vet applicants could be preventing some of your most qualified candidates from ever getting a foot in the door.

Studies have shown that women will only apply for a job when they meet 100 percent of the listed criteria, while men will apply even if they only meet 60 percent of the requirements. Listing certain skills or job experience as “required” (even if they’re just a bonus) could deter many great candidates from even submitting an application. Make sure the posting accurately reflects what the job requires, and stay away from highly gender-charged words.

Once it’s time to review applications, resist the urge to shuffle all the candidates from prestigious schools to the top of the stack. Top universities are rife with their own biases and generally favor kids with privilege. Cherry-picking candidates from these selective schools just strengthens these imbalances and reduces the chances of a non-white hire by 23 percent.

3. Don’t rely on shortcuts

To get candidates through the talent pipeline more quickly, many companies have begun using AI software. Some platforms designed for screening software engineers claim to be able to detect cheating by recording and analyzing candidates’ faces. HireVue, a video interview platform, has recently come under scrutiny for using facial movements, voice and word choice to gauge a person’s mental agility and emotional skills.

While using AI software to analyze candidates’ résumés or biometric data might sound appealing, it can actually do more harm than good. For one thing, these platforms are not without bias and may even thwart efforts toward greater inclusivity. 

AI tools are only as good as the data that trained them, and the tweets generated by Microsoft’s Tay and OpenAI’s GPT-3 show that any AI created by humans will have humans’ flaws and biases. Software designed to score candidates based on their biometric data will only reinforce biases toward candidates who are already likely to be hired.

Related: These Entrepreneurs Are Taking on Bias in Artificial Intelligence

4. Use assessments that test candidates’ job skills

Back in the early 2000s, became famous for its insanely difficult interview riddles. Google eventually phased out these brainteasers because they weren’t an effective means of identifying great candidates. 

When it comes to finding the right person for the job without inserting unconscious bias, it’s best to give candidates objective assessments that reflect real-world job duties. For a digital marketer, this could mean asking him or her to create a high-converting ad campaign; for a software engineer, it could be a take-home project. 

Coderbyte is one platform that aims to help technical recruiters evaluate candidates more thoughtfully. It offers automated code assessments for screening, interviewing and final take-home projects without AI overreach. For example, the platform actually encourages candidates to conduct Google searches from within the platform itself rather than deploy face recording or other potentially biased methods to detect cheating. This more closely resembles how developers actually write code, thereby allowing hiring managers to understand how candidates think and troubleshoot as they would in the day-to-day of their job. 

5. Train your team to conduct unbiased interviews

While many hiring managers prefer to “wing it” in interviews, improvisation can actually introduce bias. Research shows that people naturally set a more casual tone for people they feel are part of their in-group. This can lead to an interviewer asking people like him or her easier questions or making those candidates more comfortable with small talk.

To avoid this issue, draw up a list of relevant questions ahead of time and screen those for potential bias. Then instruct the employees conducting the interviews to ask every candidate the same series of questions.

Related: 7 Ways to Check Your Bias When Evaluating Your Team

No one is immune to unconscious bias. We all make snap judgments about other people based on factors that have nothing to do with their skills and personality. The problem comes when bias creeps into the hiring process. It can shut out some of your very best candidates — the people whom you want on your team. There are no shortcuts to removing bias, but we can all do more to unearth and eliminate it.


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With a dose of experience, intuition and resilience, Peruvian winemakers resist the pandemic and self-generate their income



October 20, 2020 9 min read

This article was translated from our Spanish edition using AI technologies. Errors may exist due to this process.

Opinions expressed by Entrepreneur contributors are their own.

The new reality that we have entered globally for six months due to the COVID-19 pandemic can be likened to a scenario where humans and organizations, like titans and unicorns , not only coexist in a different environment but also They struggle to excel and ensure their survival in the midst of an unstoppable digital transformation and an accelerating fourth industrial revolution.

However, in this context it also does the same to survive an apparently simple business model where a dose of experience, intuition and resilience predominates, which serve to learn from mistakes and to ensure business continuity, in the middle of closing or the transformation of countless establishments.

We are talking about the inevitable shopkeepers or winemakers, who have immense potential to explore so that they can empower themselves and professionalize themselves, since at the moment a large part of them work without major techniques and state-of-the-art tools that can allow them to become professional and more productive. section of the value chain in which they operate.

Despite the fact that the health emergency paralyzed almost all the economic and productive sectors of the country, the traditional wineries or neighborhood stores did not stop for an instant despite the limitations and social restrictions imposed since the beginning of the pandemic to prevent the spread of the virus.

The resilience of shopkeepers and winemakers have left us inspiring lessons to rethink the relationship between survival, thought and action in the midst of a pandemic, since these true “own account” have not only secured a means to self-generate income, but have also formed a great economic force in their respective countries.

The importance of this business model is reflected in various statistics from South American markets, which indicate that the sales of stores or warehouses may have declined significantly in the current situation, but together they make up a great economic force.

According to a study by the consulting firm Fundes , wineries or neighborhood stores represent 40% of grocery sales in Latin America, which makes them a great economic force.

The resilience of shopkeepers and winemakers have left us inspiring lessons to rethink the relationship between survival, thought and action in the midst of a pandemic / Image: Depositphotos.com

To “get up earlier”

The common denominator behind the stories of each winery is the need to self-generate its own economy, in addition to being part of a family inheritance or an opportunity to raise a family, as well as the strength to overcome obstacles and crises with limited resources and minimal support of traditional channels.

In the midst of the social restrictions imposed by the quarantine in Peru , mainly in phase 1, I had the opportunity to talk with several shopkeeper friends -from different geographical locations in Lima-, about their expectations regarding the continuation of their businesses and the adjustments to the supply chain that allow them to continue serving their customers.

Most of the interviewees indicated that they had not stopped since the beginning of the pandemic and their sales continued to maintain almost the same levels, with the difference that now it was necessary to “get up earlier” to go to look for merchandise, given that many production centers of consumer goods were operating at 30% of their capacity, which caused some delays in receiving their orders.

They were also forced to work fewer hours due to the limitations imposed by the health emergency and the “curfew” at night.

In addition, they refer that they feel “privileged and grateful” because despite the sanitary restrictions imposed, they could continue working supplying the population with basic necessities, while other economic activities were paralyzed or are slowly being reactivated, not to mention that in many cases they were forced to close.

The common denominator behind the stories of each winery is the need to self-generate its own economy / Image: Depositphotos.com

Search for “best prices”

Although it is true that all of them are clients of large suppliers of mass consumption brands, those who deliver merchandise in their stores, continue to consider that it is better to go to the wholesale centers to find better prices and have a significant stock of part of their products. In this search, the maxim that they always keep in mind is “you have to know how to buy”, and also “know how to sell”.

One of the resources used to mitigate the impact of declines in sales was selling stationery, bazaar, and cleaning supplies. In addition, a great strength in these times is having a repowering and trained “delivery” that complies with the required health protocols.

The pandemic and quarantine do not seem to have left Peruvian winemakers in panic or anxiety. It was and is the opportunity to demonstrate resilience and put into practice the lessons learned from personal, family or national crises, since Peru lived through years of violence and economic crisis. Likewise, they should and must demonstrate that they are not conformists, that they have quick adaptability, that there is no time for regrets and that, based on reality, achievable goals should be set.

In recent years many of them went through great challenges and abrupt falls, which made them stagger and test the direction of the ship that they had underway.

It has also been difficult for many of them to go from manual to electronic billing systems and stock control with QR code, contactless payment methods, electronic wallets and apps to use their wholesale orders that are very helpful, but they are working in the process of adaptation while others have migrated to changes that are imposed as necessary to remain in force.

Goals achieved

A good part of the Peruvian winemakers have gone from being a small shop to a “minimarket” with success stories that have demanded between 10 and 30 years. This has allowed them to build their own home or buy an apartment and live better, as well as provide their children with a better education, access to private health, not having over-indebtedness, among other achievements that show their personal improvement, as a result of their entrepreneurship.

The strategy that they have implemented for this transformation is to offer a sale for convenience and value-added service, where the client can pay more, having as compensation the immediacy, proximity and solutions.

Thus, they remain the option for people of all generations who want to satisfy an immediate need by resorting to the closest winery to their home, or in other cases ordering through social networks or a phone call.

Added to this is also offering specialized or highly segmented products that are chosen based on the consumer knowledge of their customers. Something that may be easier to know, as the phrase “A good cuber eye” says, and without having an integrated CRM program.

As a corollary, it is appropriate to point out that if shopkeepers had more impulse to progress, access to training with educational quality programs on Marketing, Trade Marketing, Visual Mershandising, Canvas, Design Thinking , Lean Startup , Accounting, Administration, among others, we could talk about a whole power to be developed so that it contributes to economic growth and development according to current times.

This development would have to be agile, dynamic, interactive and be put into practice with traceability .

These traditional businesses have always faced the risk of disappearing as a result of innovation and investments by powerful economic groups. Perhaps today is the opportunity for them to envision and strengthen strategic alliances and businesses that consolidate them as lasting business models, as well as traditional and familiar ones.


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Intel Casts Off More Memory Chip Business in $9 Billion Deal



ImageThe deal announced on Monday with SK Hynix, a South Korean company, involves NAND flash memory chips, which store data in a variety of devices.
Credit…Jung Yeon-Je/Agence France-Presse — Getty Images

Intel moved to further distance itself from its original business, reaching a deal to sell a remaining memory chip unit to SK Hynix of South Korea for $9 billion.

The transaction, announced on Monday, includes Intel’s most important factory in China. But it excludes a proprietary memory technology that the company has been promoting as an important tool for accelerating speeds in cloud data centers.

Intel for decades has been known for supplying the microprocessors that serve as calculating engines in most computers. But Intel was founded in 1968 mainly to make memory chips, which store data in all kinds of electronic devices.

Those components are largely interchangeable and come from multiple suppliers, which compete fiercely on price and subject the market to boom and bust periods. So Intel, starting in the 1980s, began retreating from segments of the memory business to focus efforts on more profitable microprocessor sales.

The deal with SK Hynix focuses on chips known as NAND flash memory, which store data in smartphones, computers and many other products. Intel’s flash memory business has been doing well lately, with revenue up 76 percent in the second quarter owing to factors like pandemic-related spending on personal computers.

Credit…Mike Blake/Reuters

But Intel, which has recently suffered from manufacturing problems, has at other times been hurt by drops in flash memory pricing. Robert Swan, Intel’s chief executive, previously signaled that it might seek a partner or acquirer for the unit.

“Memory is never a great business,” said Jim Handy, a market researcher with Objective Analysis. The deal with SK Hynix is “a very natural step” for Intel, he added.

Intel primarily makes flash memory chips at a factory in Dalian, China, though the company also conducts related development work in New Mexico.

The Wall Street Journal reported earlier Monday that the companies were close to a deal. A news release issued in the evening by SK Hynix said it would make an initial $7 billion payment to acquire both the Dalian factory and NAND flash business as well as a related business selling storage drives that use the chips.

Until a final closing of the deal, not expected until March 2025, Intel will continue to make chips at the Dalian factory, the companies said. After the close, SK Hynix will make a final $2 billion payment and receive other assets, including intellectual property needed to make the chips.

The deal does not include rights to a memory technology called 3D XPoint, developed in a joint venture with Micron Technology, which offers higher data transfer speeds than conventional NAND flash. That technology, which Intel markets under the brand name Optane, “is Intel’s crown jewel in the memory sphere,” said Roger Kay, an analyst at Endpoint Technologies Associates.

Intel has spent billions of dollars perfecting the technology, Mr. Handy said, but the latest quarterly results suggest it may no longer be selling the chips at a loss.


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CVS Health will hire 15,000 more workers ahead of flu season.



CVS Health announced on Monday that it planned to hire 15,000 workers to prepare for expected increases in coronavirus and flu cases in the United States during the fall and winter months.

More than 10,000 of the new roles will be full-time and part-time licensed pharmacy technicians at CVS Pharmacy locations to help administer Covid-19 tests, process prescriptions and dispense medications.

“Additional team members typically are needed every flu season,” Lisa Bisaccia, chief human resources officer of CVS Health, said in a statement. “However, we’re estimating a much greater need for trained pharmacy technicians this year given the continued presence of Covid-19 in our communities.”

The additional hires may also help the company distribute a Covid-19 vaccine when it becomes available, if federal officials permit pharmacy technicians to administer it.

In March, CVS Health announced plans to fill 50,000 jobs across the country, the “most ambitious hiring drive in the company’s history,” it said at the time. The company has more than 4,000 drive-through coronavirus testing sites across the United States.

Separately, Target said on Monday that it would pay a fourth bonus to its employees who work in stores, distribution centers and staff and employee contact centers, as the pandemic continues and the retailer’s sales have soared this year.

More than 350,000 workers will receive $200 by early November, Target said.

Sapna Maheshwari contributed reporting.


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