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About me
My name is Mauro Bagnato and for over 15 years I have been leading tech organizations.
When I first stepped into leadership, I believed technical expertise was the key to being an effective leader. However, I quickly learned that organizations are living and complex systems and that leading them demands much more than just technical know-how. I believe that curiosity is at the heart of effective leadership. This is what fuels learning and experimentation, both crucial for continuous improvement. This blog aims to explore engineering leadership in all its aspects and to provide insights in a tangible and pragmatic manner. It will also be a space where I will share insights, reflections, and personal takeaways from books, podcasts, and articles that influenced and keep influencing my journey.
Find out how I can help you!
How confident are we that we can select the right candidate during interviews?
Despite our best intentions, cognitive biases can often cloud our judgment and lead to suboptimal hiring decisions.
Some of the key biases include:
- Confirmation bias. The tendency to favor candidates that confirm our expectations or beliefs.
- Similarity bias. The tendency to favor candidates resembling us in background, experiences, or viewpoints.
- Halo effect. The tendency to make decisions based on a few data points, overweighting some traits and overlooking others.
These biases are just a few examples of the complexity of the dynamic at play.
How can we possibly overcome them?
- Be as data-driven as possible. Using a consistent set of questions reduces the influence of personal biases and ensures a more objective evaluation.
- Increase diversity. Include people from different backgrounds, genders, and experiences on the interview panel.
- Be aware of biases. Educate the hiring team on common cognitive biases and how they can influence decision-making.
What’s your strategy to overcome cognitive biases during interviews?
