Interview Bias: How It Happens & How to Avoid It, Part 1

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This article is the first in 180one’s two-part series looking at how your organization can identify and avoid Interview Bias, and why it’s a vital consideration in hiring. Check back in Next Week for the next installment. Read a piece about the importance of good DEI practices here.


Part I

Have you ever interviewed a candidate who you clicked with right away? Have you ever interviewed a candidate who you felt in your gut wasn’t a fit the moment they walked in the door? Research by business consulting groups and institutions such as Harvard Business School consistently shows that many high-level hiring decisions are made based not on a candidate’s qualifications or capabilities, but rather on the hiring manager’s first impressions. These subconscious and subjective reactions to a candidate injected in the interview process are known as “interview bias.”


180one is kicking off the new year with a two-part series to help your organization identify and avoid the pitfalls of interview bias, and to dig into evaluation and interview techniques that greatly diminish bias.


How Bias Can Work Its Way Into the Hiring Process

From the first look at a resumé’s language to the opening moments of a first meeting, interview bias will often derail an objective evaluation of a prospective employee. It’s human nature to bring our own background and biases to a first meeting in the professional environment, just as we do in a social setting. However, unconscious biases can lead to social categorizations that influence how a hiring manager or team land on their top candidate – these categorizations are often not logical, and, at times, not legal.


In working with our clients, we’ve found that hiring managers may read something on a candidate’s resumé before he or she has even met the candidate that influences their perception of the quality of the candidate. This sometimes leads them to begin looking for reasons to hire or not to hire.


Companies invest significant time and money to attract the most qualified candidates for executive-level positions, and that investment in the hiring process should lead to selecting the most suited skill set of the pool. Personnel psychology researchers have found, however, that the social exchange of interviews, while still the most widely used form of candidate assessment, predict less than 15% percent of ultimate employee performance yet open up the most opportunities for bias. (For a deep dive on this, here’s a recent study by renowned researcher Frank Schmidt.)


Types of Interview Bias

What are the most common types of interview bias? Management and organizational researchers have repeatedly observed several biases common across many industries that can have a negative impact on choosing the most qualified candidate for the job.


“Like Me” Bias: It’s human nature to think highly of someone who has a similar mindset or personality to your own, and “Like Me” bias can easily happen when a candidate appears to be similar in style or personality to the hiring manager – as a result, the hiring manager feels that candidate would be best suited for the job. An example is when a candidate attended the same school as the person evaluating their resumé, and/or majored in the same field of study, it’s determined that candidate must be qualified.


Halo/Pitchfork Effect: The Halo Effect happens when one positive characteristic of the candidate influences the entire interview process in favor of the candidate. For example, a candidate has a degree from an Ivy League university, so the assumption is made they must be highly competent.

The opposite of Halo is known as the Pitchfork Effect, when one negative characteristic overshadows the candidate’s overall qualifications. For example, when we are reviewing candidates with our client, we see the Pitchfork Effect come up when a hiring manager states their company hired someone from ‘X’ organization in the past, and people who come from ‘X’ organization don’t fit their company’s culture. 


Stereotyping Bias: This is our inclination to hold an opinion about how a person will think or act because they’re a certain race, gender, religion or another characteristic. One of the most prevalent stereotypes is that a female candidate with small children will require flexibility in their work schedule.


Nonverbal bias: Nonverbal bias occurs when a candidate is assessed in a positive or negative light because of an observed attribute, such as body language or an aspect of physical appearance. Examples of this include style of dress, weight, speech patterns, eye contact, or mannerisms such as the firmness of a handshake.


Negative Emphasis Bias: When the interviewer receives one piece of negative information and uses it as a base for entire hiring decision. People have a natural tendency to give negative information more weight than positive information. 


Cultural Noise: The interviewer’s ability, or lack of, to distinguish between a candidate’s answer that is crafted to be more socially acceptable or on-trend rather than revealing their true belief or experience.


Contrast Effect: When a candidate with a stronger presentation style interviews after a weaker-style candidate, the stronger-style candidate may appear more qualified because of the contrast between the two.


When a hiring manager collaborates with a recruitment firm like 180one to address the many potential pitfalls of interview bias, the search consultant can help unpack and unwind assumptions made about a candidate and arrive at a much more objective ranking.


In Conclusion

Interview bias is a broad topic to explore, so we’re digging into it in two parts. In our second article in the series, we’ll discuss the importance of overcoming common biases, and look at tactics for building a more diverse employee group. A dynamic mix of races, genders, and points of view in the workplace is incredibly valuable for improved productivity and creativity, as research has shown that diverse teams consistently outperform more homogenous teams.  For more insights check back for Part 2 of series on bias.  While you're at the Water Cooler read another article about ways to improve your hiring processes entitled "Diversity and Inclusion in Recruitment - Five Best Practices."

The 7 Wonders of How to Retain Your Best Talent

By Greg Togni • November 4, 2025
In today’s hyper-competitive business environment, retaining top talent has become one of the most pressing challenges for organizations of all sizes. According to recent data, 76% of private company executives consider talent retention a key to remaining competitive , and for good reason. The cost of replacing an employee can reach up to two times their annual salary, not to mention the loss of institutional knowledge, customer relationships, and team morale that often follows. Yet despite leaders recognizing its importance, 51% of employees are actively looking for or open to a new opportunity . This means that roughly half of your workforce could walk out the door at any time if they find a better offer, stronger culture, or more growth potential. In such a landscape, retention isn’t just an HR function; it’s a strategic imperative. Below, we explore the key drivers of employee retention and how companies can build a culture that keeps their best people engaged, loyal, and thriving. 1. Build a Culture of Recognition and Trust People don’t just work for paychecks—they work for appreciation. Studies show that 71% of employees would be less likely to leave if they were recognized more frequently . Recognition goes far beyond annual awards or performance reviews; it’s about cultivating a daily culture of appreciation. When employees feel that their contributions are valued, they’re more motivated, more loyal, and more invested in the company’s success. But recognition must be genuine and consistent. It can take many forms: a manager’s public praise in a meeting, a peer-to-peer “thank you” program, or even a personalized message from leadership. Recognition reinforces belonging, and belonging drives engagement. However, appreciation alone isn’t enough if leaders fail to act on employee feedback. When organizations solicit feedback but do nothing with it, it creates frustration and mistrust. Employees start to believe leadership doesn’t listen, which erodes morale. Transparency about what’s being done with feedback, whether changes are implemented or not, is essential to maintaining trust and retention. 2. Strengthen Leadership and Management Quality It’s often said that people don’t quit jobs, they quit managers. The data support this: seven out of ten workers who quit their jobs do so because of a bad manager . Poor management can take many forms, micromanagement, lack of communication, inconsistent expectations, or insufficient support. Whatever the cause, bad management destroys engagement faster than almost any other factor. To retain your best talent, invest in developing your leaders. Provide training on emotional intelligence, communication, and conflict resolution. Encourage managers to hold regular one-on-ones that focus on coaching rather than just task management. Good leaders inspire people to stay and grow; bad ones drive them away. Organizations that prioritize leadership development send a clear message: we care about your experience here, not just your output. 3. Make Onboarding an Experience, not a Process The employee experience starts on day one. A strong onboarding program sets the tone for engagement, connection, and retention. Research shows that 69% of employees are more likely to stay for at least three years after a great onboarding experience . That’s a powerful return on investment for something many companies still treat as a checklist exercise. Effective onboarding goes beyond paperwork and orientation. It integrates new hires into the company culture, connects them with mentors, and helps them understand how their role contributes to the organization’s mission. The first 90 days are critical; employees decide whether they see a long-term future with the company based largely on this period. Investing in structured, meaningful onboarding experiences pays dividends in loyalty, productivity, and morale. 4. Offer Continuous Learning and Career Growth In an era of rapid technological change, professional development is not just a perk; it’s a necessity. 94% of employees say they would stay longer if they had more learning opportunities. That statistic should grab every executive’s attention. Employees want to grow, evolve, and feel like they are moving forward in their careers. Creating a culture of continuous learning means offering access to courses, mentorship programs, cross-departmental projects, and leadership pathways. It also means making learning accessible through digital platforms, lunch-and-learns, or sponsorships for certifications. Career stagnation is one of the biggest drivers of turnover. When employees see no path upward, they start looking outward. Companies that invest in developing their people not only improve retention but also future-proof their workforce for tomorrow’s challenges. 5. Align Compensation with Value While culture, recognition, and growth matter deeply, compensation remains a critical factor. Fifty-six percent of employees say compensation is a top reason they would consider leaving . Fair pay isn’t just about keeping up with competitors; it’s about showing employees they are valued. This doesn’t always mean being the highest-paying employer in your market, but it does mean being competitive and transparent. Regular salary benchmarking, performance-based bonuses, and clear communication about pay structures build trust and loyalty. Additionally, benefits play a huge role. Health insurance, retirement contributions, flexible work arrangements, and mental health resources are all part of the total compensation package employees evaluate when deciding whether to stay. 6. Foster a Sense of Purpose and Belonging Employees today are looking for more than just a job; they’re looking for meaning. They want to know if their work has purpose and that their company stands for something beyond profit. This is especially true for younger generations entering the workforce. Creating purpose means connecting daily tasks to the broader mission and impact of the organization. When employees understand how their work contributes to something bigger, whether it’s serving customers, improving communities, or driving innovation, they’re more likely to stay committed and engaged. Belonging also plays a major role. Inclusive cultures where diverse voices are valued foster higher engagement and retention. Employees should feel they can bring their authentic selves to work without fear of judgment or exclusion. 7. Use Data to Drive Retention Strategy Retention isn’t a guessing game; it’s measurable. Use employee engagement surveys, turnover data, and stay interviews to understand why people stay and why they leave. Look for patterns by department, manager, or tenure. Once you identify the drivers of turnover, act quickly. Whether it’s improving communication, adjusting workloads, or rethinking career paths, data-driven decisions allow you to focus resources where they’ll have the greatest impact. Remember: what gets measured gets improved. Retaining top talent isn’t just an HR initiative - it’s a company-wide commitment. From executives to front-line managers, every leader has a role to play in creating an environment where people feel valued, supported, and inspired to stay. In the end, companies that treat employees as their most valuable asset - and act accordingly- will not only retain their best talent but also attract more of it. In a world where skilled workers have more choices than ever, the organizations that win will be those that make people want to stay.

New Opportunity: Chief Financial Officer

By Effie Zimmerman • October 22, 2025
 Chief Financial Officer ABOUT THE COMPANY CRU Data Security Group (CDSG) is a leading innovator and manufacturer of industrial-grade flash storage, secure storage products, and removable secure data solutions. With its OEM partners, CDSG supports security-conscious customers worldwide, including government agencies, military organizations, and corporations of all sizes. The company’s portfolio includes highly secure solid-state drives (SSDs), removable SSDs, disaster-proof storage devices, and forensic investigation tools. These purpose-built solutions are engineered to deliver the highest levels of security, durability, and performance, ensuring mission-critical data is protected whether operating at the edge, in the field, or behind the firewall. In 2025, Seattle-based private equity firm Pike Street Capital made a strategic investment in CDSG to accelerate growth through product innovation and targeted acquisitions. THE ROLE CDSG is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of their high-growth business. The CFO will play a critical role in enabling both organic and acquisitive growth, optimizing operations, and driving value creation in partnership with the CEO and private equity sponsor. This is a hands-on executive leadership role ideal for a proven financial leader with a track record of operating in dynamic, performance-driven environments. RESPONSIBILITIES Executive & Strategic Leadership Serve as a strategic partner to the CEO and executive team, actively contributing to policy, direction, and long-term planning. Help define and execute the company’s growth strategy in alignment with operational, financial, and market objectives. Drive a high-performance culture through accountability, transparency, and collaboration. Lead by example, setting the tone and culture across the organization. Operate as a player/coach, comfortable building models, developing presentations, and engaging directly in critical business issues. Attract, develop, and retain top-tier financial and operational talent. Lead major business initiatives and projects (e.g., productivity improvement, pricing strategies) with measurable results. Shoulder broad business leadership responsibility, beyond traditional finance functions. Financial Planning & Analysis (FP&A) Own the development and ongoing refinement of annual budgets, monthly forecasts, and long-term financial planning. Track and maintain key performance indicators (KPIs) to measure performance against strategic goals. Conduct hands-on analysis of financial performance, with actionable insights to achieve growth and EBITDA targets. Lead investment analysis and decision support, including customer pricing models and full business case development. Demonstrated expertise in labor cost management and margin improvement strategies. Bring experience across multiple ERP platforms; ERP selection and implementation experience is highly preferred. Accounting & Financial Operations Oversee all accounting and finance functions, ensuring accuracy, integrity, and timeliness of financial information. Prepare and deliver comprehensive financial reporting packages, including monthly P&L, balance sheet, cash flow, and covenant compliance. Ensure all financial statements are prepared in accordance with GAAP and meet internal and external stakeholder requirements. Lead all month-end close activities, including general ledger, balance sheet reconciliations, and overhead allocation. Enhance and scale accounting processes, systems, and internal controls to support company growth. Coordinate the annual audit process, ensuring unqualified audit results. Lead the preparation and management of company-wide budgets, including revenue and capital expenditure planning. Treasury & Working Capital Management Lead cash flow forecasting, management, and decision-making around weekly cash disbursements. Improve the full cash cycle, credit policy, collections, inventory, and payables management. Manage lender relationships and covenant compliance. Use forward-looking cash flow analysis to guide capital structure decisions and working capital strategy. M&A & Private Equity Engagement Collaborate with the leadership team, private equity sponsors on M&A activities. Experience or understanding of value creation planning, reporting, and board-level communication. EDUCATION, EXPERIENCE & SKILLS REQUIRED Bachelor’s degree in finance, accounting, business administration, or a related discipline; CPA and MBA strongly preferred. Extensive experience in senior financial leadership roles, ideally within a private equity-backed or high-growth environment. Deep understanding of financial and operational disciplines, including P&L ownership, balance sheet management, cash flow optimization, and capital allocation. Demonstrated experience in corporate governance, risk management, and regulatory compliance. Proven ability to lead complex negotiations related to financing, vendor agreements, M&A, and commercial terms. Expertise in budgeting, forecasting, financial modeling, and working capital management; prior public accounting experience is a plus. Strong business acumen with the ability to quickly assess new challenges and make sound, data-driven decisions in a dynamic environment. Natural leadership presence with the ability to build trust and credibility across all levels of an organization and with external stakeholders. Resilient under pressure with a disciplined approach to prioritization, execution, and delegation. Exceptional communication skills—both written and verbal—with the ability to clearly articulate financial concepts to non-financial stakeholders. Committed to service excellence, with strong interpersonal skills and a collaborative leadership style. High attention to detail and precision, balanced with the ability to think strategically and see the broader business context. Interested in Learning More? 180one has been retained by CDSG to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 180one at: 503.699.0184 / nicole@180one.com .

Rethinking the Org Chart: Why Successful Companies Avoid Overloading Managers

By Greg Togni • October 3, 2025
In today’s business climate, reorganizations have become the norm rather than the exception. Companies shift structure to respond to market changes, streamline costs, adopt new technologies, or realign with strategy. But while the headlines focus on job cuts or new leadership, one critical factor often overlooked in the success or failure of a reorganization is managerial span of control : the number of direct reports assigned to each manager. When companies get this wrong, they risk derailing even the best-planned structural change. When they get it right, the results include faster decision-making, improved employee engagement, and better execution of strategic goals. So how do the most successful companies handle this delicate balance during a reorg? The Pitfalls of Overloading Managers The pressure to do more with less can tempt organizations to increase the number of employees reporting directly to each manager. After all, fewer managers mean lower salary overhead, less bureaucracy, and theoretically, a leaner, faster organization. But research consistently shows that increasing a manager’s span of control beyond a certain point leads to declining effectiveness , both for the manager and their team. According to a comprehensive study by Bain & Company, companies with top-quartile performance in productivity and employee engagement tend to cap manager spans at no more than 7 to 10 direct reports , depending on the complexity of the work and the level of autonomy of the team. Beyond this range, several problems begin to surface: Decreased coaching and development time: With too many direct reports, managers struggle to provide regular feedback or support individual growth. Slower decision-making: Managers become bottlenecks as more team members wait for approvals or guidance. Increased burnout: Overloaded managers report higher levels of stress, disengagement, and turnover. Reduced innovation: Less time for strategic thinking means less opportunity to solve problems creatively or improve team performance. Harvard Business Review echoes this concern, noting that “as spans widen, the average quality of management and leadership drops,” especially in knowledge-driven or high-complexity work environments. Span of Control: One Size Doesn’t Fit All So what’s the right number? The answer depends on context , and smart companies know that not all roles, teams, or business units require the same structure. Key variables include: Task complexity: Teams doing routine, repeatable work (like call centers or transactional processing) can operate effectively with spans as wide as 15-20 direct reports. In contrast, research and development teams often require narrower spans due to higher collaboration and oversight needs. Employee experience: Highly experienced, autonomous employees require less hands-on supervision, allowing for broader spans. Manager capability: Not all managers are equally equipped to handle large teams. Leadership training, experience, and support systems (like team leads or AI tools) can influence optimal span. Organizational culture: Companies with strong cultures of self-management and clear accountability structures may tolerate wider spans without performance drops. A 2023 McKinsey report emphasizes this variability, stating, “Leading companies tailor spans of control by role and level, not by arbitrary benchmarks.” Case in Point: Reorg Success Stories Let’s look at a few organizations that have successfully navigated reorgs by paying close attention to managerial spans: 1. Microsoft During Satya Nadella’s early tenure as CEO, Microsoft underwent a major organizational overhaul to break down silos and improve collaboration. A key part of the strategy was flattening the org , but not indiscriminately. Nadella emphasized “clarity of purpose” and invested heavily in leadership development to ensure managers were ready to handle broader spans only where appropriate. The result? Productivity rose, engagement improved, and innovation accelerated across product teams. 2. Procter & Gamble (P&G) P&G restructured in the early 2010s to reduce costs and improve agility. Rather than simply cutting layers, the company also reassessed manager-to-employee ratios by function. In areas like finance, where standard processes prevail, spans increased. In innovation and marketing roles, they were kept tight to preserve creativity and oversight. The tailored approach helped P&G maintain performance through a major shift. 3. Spotify Famous for its “squad” model, Spotify empowers small autonomous teams with clear leadership support. Managers, often called Chapter Leads, have limited spans to ensure close mentorship and skill development within specific technical domains. This model has supported Spotify’s growth while preserving agility and innovation. Practical Guidance for Leaders Planning a Reorg If your company is considering, or currently navigating, a reorganization, here are five evidence-based principles to keep in mind: 1. Start with the work, not the structure Begin by analyzing the actual tasks teams are responsible for. How complex is the work? How interdependent are the roles? What level of oversight is needed? Design the structure around the needs of the work, not arbitrary span targets. 2. Avoid flattening without a function Flattening layers can reduce costs, but it can also create chaos if not executed thoughtfully. Ensure that wider spans are matched with the right capabilities, tools, and cultural support. 3. Invest in manager readiness If you do decide to widen spans, ensure your managers are trained in time management, delegation, coaching, and the use of technology. Even experienced managers can falter without support. 4. Use data to monitor and adjust Keep track of KPIs like employee engagement, turnover, decision speed, and manager satisfaction post-reorg. These can provide early warning signs if spans are too wide or teams are struggling. 5. Communicate clearly and consistently Structural changes can breed uncertainty. Communicate not just what is changing, but why, and how it will improve the experience for both managers and their teams. Structure Should Enable Strategy A reorganization is not just a reshuffling of boxes on an org chart, it’s an opportunity to realign your workforce with your business goals. But even the most visionary strategy will falter if leaders are overwhelmed, disengaged, or unsupported. As the research shows, successful reorgs pay close attention to the human factor. Avoiding overly wide spans of control is not about bureaucracy; it’s about enabling leaders to lead .
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