Interview Bias: How It Happens & How to Avoid It, Part 2

Interview Bias

This article is the second in 180one’s two-part series looking at how your organization can avoid interview bias and improve your hiring processes. To read part one of this series, click here. To learn more about the best practices around Diversity, Equity and Inclusion (DEI) during the hiring process click here to read our recent article


Part II

Have you ever felt strongly within the first five minutes of meeting a job candidate whether she or he would be a good fit for the job? We’re social creatures, and it’s human nature to make a quick decision on whether we like someone, based on our own background and beliefs. Likewise, in a business setting, hiring managers can be powerfully and unconsciously influenced by their biases throughout the candidate selection and interview process.


Trying to coach your hiring team to completely let go of bias goes against human nature, but you can guide them on how to be aware of and diminish implicit biases. Then you can put your company resources toward de-biasing hiring procedures rather than mindsets, so that it is a lot harder for personal feelings to influence an objective assessment of the best candidate for the job.


Types of Interview Bias

First, to look at how you can de-bias your interview process, consider the most common types of interview bias you will need to tackle, as found by personnel psychologists and organization researchers:


“Like Me” Bias: When a candidate appears to be similar in style or personality to the hiring manager, and as a result, the hiring manager feels that candidate would be best suited for the job.


Halo/Pitchfork Effect: The Halo Effect happens when one positive characteristic of the candidate influences the entire interview process in favor of the candidate. The Pitchfork Effect happens when one negative characteristic overshadows the candidate’s overall qualifications.

Bias Cartoon

Stereotyping Bias: 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.


Nonverbal Bias: 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.


Negative Emphasis Bias: When the interviewer receives one piece of negative information and give it more weight than all the positives about a candidate.


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.


(There’s more info on these common biases in Part I of our series, which you can find here.)


In a nutshell, if you think a candidate is or isn’t going to work based on your first reaction or stereotypes, you’re likely to look for reasons to hire or not hire. We find that some of our clients make a judgment based on a candidate’s current or most recent employer, commenting for example that “Their culture is very different than ours and they wouldn’t be a good fit here.”


For example, a candidate may currently be employed in an organization that has a reputation of being slow in decision making, and the hiring organization sees themselves as fast paced decisive. However, just because someone works at a company with a vastly different culture, it doesn’t necessarily mean that the candidate prefers this culture or can only work in that type of culture. The candidate’s current company culture might be a reason why they are looking to make a move.


Yes, these biases stem from human nature, but you can start to neutralize their impact before your candidates even walk through the door. And there’s good reason to make de-biasing a priority – recent studies of diversity in senior-level staffing in a variety of industries have shown definitively that a more diverse workplace is a higher-performing workplace.


For example – in their latest report, “Diversity Matters,” the global management consulting firm McKinsey & Company found that more ethnically diverse companies are 35 percent more likely to outperform their competitors, and that more gender-diverse companies are 15 percent more likely to outperform their competitors.


Strategies to Diminish Interview Bias & Diversify Your Team

You can begin de-biasing your process by readying your hiring committee for their resumé reviews and interviews. Create a preparation plan that highlights how to stay aware of diversity, equity and inclusion throughout the hiring process. That plan could include:


  • Briefing session: Your hiring manager can describe the company’s goals for the position, and how those goals tie to the diversity, equity and inclusion goals of your organization overall.
  • Self-Assessment: “Do I have bias?” can be a hard question to ask yourself, but it’s important to be self aware when participating in the hiring process. You can prepare your hiring team by providing research about implicit bias, and encourage them to do research of their own, such as watching this quick video series about implicit bias created by UCLA’s Office of Equity, Diversity and Inclusion.


A technique we at 180one recommend to mitigate bias is assembling a hiring committee, and picking a diverse team, including members from a variety of ethnicities, gender identities, and age groups who you know work well together. Assign each member or group of members a specific aspect or two of the candidate to focus on. This keeps interview team members in an objective frame of mind about the candidate.


For example, you could assemble a hiring committee of six, and break them into teams of two, which each focusing on two categories:

  • Team 1: Focus on the candidate’s executive leadership skills and business partnering.
  • Team 2: Focus on the candidate’s relatability to company culture and potential for good fit.
  • Team 3: Focus on the candidate’s technical ability to do the job.


With this technique, members of your hiring committee won’t wander into other areas in which there may be unintentional judgments that are not relevant to the job or the candidate’s readiness.


For the next step, personnel psychologists and management consultants recommend blind hiring to remove bias from the process and develop a more diverse candidate pool. You can use a search firm like 180one to prescreen candidate application materials with your hiring goals in mind, so you are not seeing any applicant data that may trigger positive or negative associations before a candidate walks through your door.


When you get to the interview stage, a structured interview that standardizes your questions and the order they are asked will significantly cut back on subjectivity. Personnel psychology research has shown that the more social exchange of an unstructured interview opens up the most opportunities for bias, yet predicts less than 15% percent of ultimate employee performance. You will get a much more objective picture of the candidate by focusing on questions that are skill-based and allow the candidate to explain how he or she would handle situations on the job.


During the interview, consider scoring or taking notes on the answer to each question right after it’s answered. Then after the interviews are completed, the feedback loop among your hiring committee members is very important: they can compare candidate answers side-by-side for each question and rank those answers under the hiring-focus categories your team has set. This systematic comparative evaluation also cuts back greatly on opportunities for biases to guide their impressions.


Companies invest significant time and money to attract the most qualified candidates for executive-level positions, and you want that investment in the hiring process to lead to selecting the most suited person for the job. Diversifying hiring committee assembly, preparing that committee with bias training, structured candidate interviews, and comparative evaluation of answers are smart steps to take in diminishing interview bias and choosing the best talent to serve your organization.

 

Sources cited: Harvard Business Review | McKinsey & Company, Inc.

The Nova Knicks and the Leadership Lesson Every Executive Team Should Learn

By Greg Togni • July 6, 2026
For years, professional sports have embraced a familiar philosophy: collect enough star talent, and success will follow. Yet season after season, teams with the most recognizable names often fall short of expectations, while less glamorous rosters outperform them through cohesion, trust, and a shared commitment to a common goal. The New York Knicks have taken a different approach. Rather than simply pursuing the biggest available names, the organization has reunited several former Villanova teammates, players who won together in college and developed a reputation for selflessness, accountability, and relentless work ethic. While each player has grown into an accomplished professional in his own right, what makes this group particularly compelling isn't just individual talent. It's the chemistry they already possess. That story should resonate far beyond basketball.  It highlights a lesson every CEO, board member, and hiring executive should consider- organizations don't win because they collect the most impressive résumés. They win because they build leadership teams whose strengths complement one another and whose shared values create trust long before adversity arrives. Talent Opens the Door. Chemistry Sustains Success. Executive hiring often begins with a search for credentials. Companies look for executives with exceptional track records, marquee employers, prestigious degrees, or transformational accomplishments. Those qualifications matter. They establish credibility and demonstrate capability. But they don't guarantee success. Every executive search firm has witnessed situations where an outstanding individual hire struggled to create the expected impact. The issue wasn't competence. It was fit. Leadership styles clashed. Decision-making became slower. Collaboration suffered. Instead of elevating the executive team, the new addition unintentionally created friction. Contrast that with leadership teams that seem to move almost effortlessly. Conversations are candid. Decisions happen quickly. Disagreements remain productive because trust already exists. These teams aren't successful because everyone thinks alike. They're successful because they understand one another's strengths, respect differing perspectives, and share a common commitment to the organization's mission. The Nova Knicks illustrate this principle in action. Their familiarity wasn't built overnight. Years of competing together established communication patterns, mutual accountability, and confidence in one another's decision-making. Those qualities can't be replicated simply by assembling talented individuals. The same is true inside the executive suite. Culture Is More Than a Buzzword Organizations frequently discuss culture during the hiring process, but culture is often misunderstood. Culture isn't ping-pong tables, flexible work schedules, or carefully crafted mission statements. At the leadership level, culture is reflected in how executives make decisions, manage conflict, communicate under pressure, and support one another when circumstances become difficult. One executive who prioritizes transparency can influence an entire leadership team. Conversely, one leader who operates independently or places personal success above organizational goals can undermine months, or even years of progress. This doesn't mean companies should seek leaders who all share identical backgrounds or personalities. Diversity of thought remains one of the strongest drivers of innovation. However, diversity works best when it rests on a foundation of shared values: integrity, accountability, respect, and a willingness to collaborate. That's the distinction between similarity and chemistry. The former limits organizations. The latter strengthens them. Hiring for the Team, Not Just the Role One of the most overlooked questions in executive hiring isn't, "Can this candidate do the job?" It's "How will this individual make everyone around them better?" Great coaches ask this question constantly. They don't simply evaluate statistics or highlight reels. They consider how each player fits the existing roster, complements teammates, and contributes to the team's identity. Business leaders should adopt the same mindset. When evaluating executive candidates, organizations should certainly assess experience, technical expertise, and strategic vision. But they should also evaluate how candidates build relationships, navigate disagreement, influence peers, and foster trust across the organization. The highest-performing executives don't simply deliver results themselves. They create an environment where others perform at a higher level. That multiplier effect is often what separates good leadership teams from exceptional ones. Building a Championship Leadership Team The most successful organizations rarely rely on a collection of individual stars. Instead, they intentionally build leadership teams capable of sustaining success over time. That requires looking beyond résumés and considering factors that are harder to measure but equally important: Does this leader strengthen our culture? Will they earn the trust of peers and direct reports? Can they challenge ideas without creating unnecessary conflict? Do they make those around them more effective? These questions don't replace traditional hiring criteria; they enhance them. As executive recruiters, we often remind clients that leadership is not an individual sport. Every executive appointment reshapes the dynamics of the leadership team. Each new hire either reinforces collaboration or introduces friction. The goal isn't simply to find the most accomplished executive available; it's to find the executive who will help the entire organization perform at its highest level. The Final Takeaway The attention surrounding the Nova Knicks isn't really about basketball. It's about something every successful organization strives to achieve: building a team whose collective performance exceeds the sum of its individual parts. Championships, in sports and in business, are rarely won by talent alone. They're earned by leaders who trust one another, communicate openly, embrace accountability, and elevate everyone around them. When organizations approach executive hiring with that philosophy, they're no longer just filling leadership positions. They're building a championship team.

New Opportunity: Group Vice President

By Effie Zimmerman • June 23, 2026
Group Vice President ABOUT THE COMPANY The E-J Group is active in all facets of electrical contracting, bringing experience, expertise, and a national reputation to projects that range in size up to more than $900 million. With over 4,000 employees across 32 offices nationwide, E-J delivers full-service electrical solutions for mission critical / data centers, rail systems, transit facilities, office buildings, hospitals, power generation, substations, transmission and distribution, renewables, co-generation facilities, roadway and outdoor specialty work, airports, industrial facilities, chip plants, universities, sports stadiums, extra high voltage distribution, utility, and gas infrastructure. At E-J, three generations of family expertise have built an organization that combines practical knowledge with modern technological innovation, providing rapid and efficient solutions for today’s lighting, power, energy, and communication needs. E-J has a 127-year reputation for integrity, quality, and exceptional service in the electrical field. To learn more, visit www.ej1899.com . POSITION SUMMARY The Group Vice President will oversee and manage all operational aspects of this $750 million group of business units spread across multiple states. The responsibilities will encompass strategic planning, process optimization, and ensuring efficient day-to-day operations as well as growing staff and development of people. With a focus on continuous improvement, you will drive operational excellence, fostering a culture of innovation and productivity. Travel at least 40% of any given month to cover the needs of a national electrical contractor, reporting directly to the Executive Vice President responsible for both local and national management. KEY RESPONSIBILITIES Operational Leadership Lead and oversee operations across multiple divisions, regions, and business units nationwide. Develop and execute operational strategies that align with the company's growth objectives, financial goals, and customer commitments. Establish operational standards, performance metrics, and accountability systems to drive consistency and excellence across all divisions. Monitor project execution, productivity, labor utilization, scheduling, quality, and customer satisfaction. Drive continuous improvement initiatives focused on efficiency, scalability, and profitability. Financial Performance Maintain full P&L accountability for assigned divisions and operational business units. Partner with division leadership to develop annual budgets, forecasts, and strategic growth plans. Monitor key financial metrics, including revenue, gross margin, EBITDA, backlog, cash flow, and working capital. Identify opportunities to improve operational efficiency, project margins, and return on investment. Review major project performance and implement corrective actions where necessary. Strategic Growth Support corporate growth initiatives, including geographic expansion, acquisitions, and new market development. Collaborate with business development and estimating teams to ensure strategic pursuit of opportunities aligned with organizational objectives. Participate in acquisition due diligence, integration planning, and operational alignment of acquired businesses. Evaluate market trends, competitive positioning, and emerging technologies impacting the electrical construction industry. Safety and Risk Management Champion a world-class safety culture throughout the organization. Ensure compliance with all OSHA, regulatory, and company safety standards. Partner with safety leadership to establish proactive risk mitigation strategies. Review incident trends and implement programs that reduce risk exposure and improve safety performance. Talent Development and Organizational Leadership Lead, mentor, and develop business unit leaders, regional leaders, operations leaders, and senior operational personnel. Build succession plans for critical leadership positions throughout the organization. Foster a culture of accountability, collaboration, innovation, and high performance. Support recruiting, retention, workforce planning, and leadership development initiatives. Promote employee engagement and organizational culture across all regions. Operational Excellence Drive standardization of processes, systems, project controls, reporting, and operational best practices. Leverage technology and data analytics to improve decision-making and operational visibility. Establish and monitor key performance indicators (KPIs) across divisions. Lead enterprise initiatives related to productivity improvement, innovation, prefabrication, workforce optimization, and project delivery excellence. QUALIFICATIONS AND EXPERIENCE 10+ years of experience in operations management with a preference for experience in commercial electrical contracting, specialty construction, or related industries. Demonstrated success leading multiple business units, divisions, or regions with significant revenue responsibility. Preference for experience managing large-scale commercial, industrial, mission-critical, and civil construction projects. Proven track record of driving profitable growth, operational improvement, and organizational development. Experience leading senior-level teams in a multi-location environment. Knowledge, Skills, and Abilities Proven ability to develop and implement strategic plans Strong leadership and team management skills Excellent communication and interpersonal skills Ability to work independently and as part of a team Experience in budgeting and financial management Knowledge of supply chain management Ability to solve problems and make decisions quickly Strong analytical and problem-solving skills Ability to work under pressure and meet deadlines Advantages of Working at E-J: Leading Electrical Contracting Organization Nationally Oldest family-owned and operated electrical contractor since 1899 Job training and mentorship Supportive Management Team Rewarding project experience Comprehensive benefits, including medical, dental, vision, and a 401 (k) plan Paid holidays and vacation Merit-Based Bonus History of employment longevity The E-J Group is an Equal Employment Opportunity Employer and ensures equal employment opportunity for all persons without discrimination on the basis of race, color, religion, sex, sexual orientation, national origin, age, disability, marital status, citizenship, or any other characteristic protected by law. Interested in Learning More? 180one has been retained by EJ Electric to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .

The Leadership Reset: Why Companies Are Replacing More Executives Than They Are Adding

By Greg Togni • June 8, 2026
For much of the last decade, executive hiring was closely tied to expansion. Growing companies added new business units, entered new markets, launched digital initiatives, and created leadership roles to support growth. Today, the picture looks markedly different. While demand for senior leadership remains strong, a growing share of executive hiring is being driven by replacement rather than expansion. Across industries, boards and leadership teams are increasingly focused on succession planning, retirement-related transitions, and upgrading leadership capabilities to meet rapidly evolving business demands. In many organizations, the question is no longer, "What new leadership roles do we need?" Instead, it has become, "Do we have the right leaders for the future we are building?" Several converging trends are driving this shift. A Wave of Leadership Turnover Leadership turnover continues to accelerate across public and private companies. According to research cited by Harvard Business Review, CEO succession rates reached 12.5% in 2025, up significantly from 9.8% the prior year. At the same time, more than 2,000 CEO departures were recorded in the United States, reflecting one of the most active succession environments in recent decades. Boards are also becoming more willing to look externally for leadership talent. Recent data show that 44% of CEO appointments among S&P 1500 companies came from outside the organization, a level near a 25-year high. This growing willingness to seek external leadership reflects a broader reality: many organizations believe that the skills required for the next phase of growth may not be fully represented within their current leadership teams. The Retirement Factor Is Becoming Impossible to Ignore Demographics are creating another powerful force behind replacement hiring. Large numbers of Baby Boomers continue to exit the workforce, creating leadership gaps across industries. While retirement timing varies by sector and geography, organizations are increasingly confronting the loss of decades of institutional knowledge and leadership experience. Many companies spent the past several years postponing succession discussions while navigating economic uncertainty, inflation, and labor market disruption. As a result, some organizations are now facing a compressed timeline to identify and develop the next generation of leaders. The challenge extends beyond simply filling vacancies. In many cases, companies are discovering that there are fewer experienced leaders available than expected, particularly in specialized industries where leadership pipelines have not kept pace with retirements. Evidence of these pressures is appearing across both public and private sectors as organizations report increasing difficulty replacing highly experienced senior talent. From Replacement to Upgrade Not all replacement hiring is driven by turnover. An increasingly common scenario involves organizations replacing leaders who are performing adequately but lack the capabilities required for future business needs. Economic uncertainty has made many organizations cautious about adding headcount. Instead of creating new executive positions, boards are asking whether existing leadership structures are optimized for growth, profitability, and transformation. Recruiters and talent advisors report a significant increase in confidential replacement searches, particularly for leadership positions impacted by AI, digital transformation, operational efficiency, and changing customer expectations. Rather than expanding leadership teams, organizations are investing in stronger leadership capability within existing roles. This represents a meaningful shift from previous cycles. Historically, executive hiring often accompanied organizational growth. Today, many leadership searches are designed to improve execution, accelerate transformation, or close capability gaps. AI Is Raising the Leadership Bar Artificial intelligence is emerging as one of the strongest drivers of leadership upgrades. Boards increasingly expect executives to understand not only their functional disciplines but also how AI will reshape business models, workflows, workforce planning, customer engagement, and competitive advantage. Organizations are reassessing leadership teams through a new lens: adaptability. Leaders are being evaluated on their ability to navigate technological disruption, lead workforce transformation, make data-driven decisions, and build organizations capable of operating in a rapidly changing environment. Companies across industries are investing heavily in AI capabilities and adjusting talent strategies accordingly. As a result, many executive searches today are less about filling a vacancy and more about acquiring capabilities that did not exist as leadership requirements even a few years ago. What Corporate Leaders Should Be Thinking About The implications for boards, CEOs, and CHROs are significant. Organizations that treat leadership succession as an occasional event may find themselves competing for scarce talent at precisely the moment they need continuity and stability. Meanwhile, companies that regularly assess leadership capabilities against future business requirements will be better positioned to navigate both retirements and transformation. The most successful organizations are no longer viewing succession planning and executive hiring as separate activities. They are treating both as part of a broader leadership strategy focused on future readiness. The executive hiring market in 2026 remains active, but the underlying motivation has changed. For many organizations, the priority is not adding more leaders. It is ensuring they have the right leaders for what comes next.
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