Here's how you can identify common logical fallacies in Global Talent Acquisition.

Understand Common Logical Fallacies like disregarding a candidate's skills because of their appearance or personal background.Assuming a candidate is a good fit because they have worked at popular or high-profile companies.Develop standardized evaluation criteria to ensure all candidates are assessed equally.Remove identifying information (names, photos, genders, etc.)from resumes and applications to reduce unconscious bias.Provide training on common logical fallacies & cognitive biases to hiring managers and interviewers.Use data and analytics to track & measure hiring outcomes and identify patterns that may indicate bias.Encourage hiring teams to question their assumptions & consider alternative viewpoints.Implement peer review processes

Hasty Generalization: Assuming traits of a few candidates represent all from a region. Appeal to Authority: Relying too much on a candidate's prestigious affiliations. Confirmation Bias: Focusing on information that confirms preconceived beliefs. False Dilemma: Limiting choices based on superficial criteria. Ad Hominem Attacks: Criticizing a candidate personally rather than their qualifications. Anecdotal Evidence: Drawing conclusions from isolated stories rather than comprehensive data. Bandwagon Fallacy: Assuming trends popular elsewhere are best without considering context. Sunk Cost Fallacy: Persisting with a candidate due to prior investments rather than suitability.

Durante meus treinamentos, dois dos primeiros tópicos abordados são diversidade e vieses inconscientes. Muitas pessoas entrevistadoras são emocionadas e acham que entrevista de emprego é o programa The Voice.

Imagine yourself interviewing a candidate who seems perfect on paper, but their references paint a different story. You might be falling victim to the "confirmation bias" fallacy, focusing on the initial impression and overlooking red flags. In Global Talent Acquisition, logical fallacies can be costly! Here's how to avoid them: Challenge your assumptions when evaluating candidates. Don't just rely on experience - assess skills! And remember, a charming interview doesn't guarantee a great hire. By staying objective and critically analyzing information, you can identify fallacies and make sound talent acquisition decisions.

Identify common logical fallacies in global talent acquisition by familiarizing yourself with the most frequent types, such as confirmation bias, where you favor information that confirms preconceptions, or the halo effect, where one positive attribute influences overall judgment. Use structured interviews and standardized evaluation criteria to reduce subjective biases. Cross-check your assessments with multiple team members to gain diverse perspectives. Analyze data and trends objectively, avoiding overgeneralizations based on limited samples. Implement training on recognizing and mitigating logical fallacies for all involved in the hiring process. Regularly review & refine your methods to ensure a logical talent acquisition strategy.

Create a standardized evaluation process that includes a detailed assessment of a candidate's actual work experience, skills, and achievements. Use structured interviews, practical assessments, and real-world problem-solving tasks to gauge their abilities.

Sou a favor de ter competências previamente mapeadas para que seja possível conduzir entrevistas por competências. Assim, podemos ter critérios objetivos para pontuar cada resposta e posteriormente classificar as melhores pessoas candidatas.

Evaluate whether the trend supports your long-term hiring goals and company values. Create a checklist that includes questions like, "Does this trend help us attract the type of talent we need for our future growth?" and "Is this approach sustainable and scalable for our organization?".

When crafting job descriptions, include a range of skills and qualities that reflect both experience and innovation. Avoid language that suggests you can only have one or the other.

No Brasil, pelo fato do mercado estar em procura para a maioria das posições, especialmente de mercados mais tradicionais, não há como fazer uma triagem manual, pois o volume de candidaturas é alto. Apesar disso, pode ser possível trabalhar de modo diferente e pesquisar currículos recebidos que não tenham passado pelo ATS. É uma forma de dar oportunidades a pessoas que tragam essa variedade de competências que muitas empresas buscam. Não temos que ficar presos às descrições de vagas apenas, há outros caminhos.

Implement a multifaceted assessment process that includes various methods such as skills tests, behavioral interviews, and situational judgment tests. This provides a more rounded view of the candidate's capabilities.

Existem formas de acabar com generalizações. A primeira é ter mais de uma pessoa durante a entrevista, com o papel de anotar e transcrever as respostas da pessoa candidata. Outra forma é a pessoa entrevistadora anotar suas impressões e não tomar decisões na hora. Julgamentos rápidos não devem ser pontos de referência.

Focus on each candidate’s unique qualifications, experiences, and aspirations. Instead of assuming that young professionals lack commitment, ask about their career goals and past job tenures. For example, you could ask, "What are your long-term career goals, and how does this position align with them?" This question helps you understand their motivations and assess their potential fit based on individual merit rather than age.