Michael is better than Mehmet: exploring the perils of algorithmic biases and selective adherence to advice from automated decision support systems in hiring.

Introduction: Artificial intelligence algorithms are increasingly adopted as decisional aides in many contexts such as human resources, often with the promise of being fast, efficient, and even capable of overcoming biases of human decision-makers. Simultaneously, this promise of objectivity and the increasing supervisory role of humans may make it more likely for existing biases in algorithms to be overlooked, as humans are prone to over-rely on such automated systems. This study therefore aims to investigate such reliance on biased algorithmic advice in a hiring context. Method: Simulating the algorithmic pre-selection of applicants we confronted participants with biased or non-biased recommendations in a 1 × 2 between-subjects online experiment (n = 260). Results: The findings suggest that the algorithmic bias went unnoticed for about 60% of the participants in the bias condition when explicitly asking for this. However, overall individuals relied less on biased algorithms making more changes to the algorithmic scores. Reduced reliance on the algorithms led to the increased noticing of the bias. The biased recommendations did not lower general attitudes toward algorithms but only evaluations for this specific hiring algorithm, while explicitly noticing the bias affected both. Individuals with a more negative attitude toward decision subjects were more likely to not notice the bias. Discussion: This study extends the literature by examining the interplay of (biased) human operators and biased algorithmic decision support systems to highlight the potential negative impacts of such automation for vulnerable and disadvantaged individuals.

Essential competencies for healthcare chaplains: insights from hiring managers and implications for chaplaincy education.

This first-of-its-kind study explored the essential competencies healthcare chaplaincy hiring managers (HCHMs) sought for entry-level healthcare chaplains (HCCs). We conducted qualitative interviews with 16 HCHMs and using reflexive thematic analysis (RTA), developed nine key themes: interpersonal skills, teamwork, knowledge of family and group dynamics, understanding of the healthcare system, professionalism, proficiency in spiritual assessment, effective communication, commitment to lifelong learning, and knowledge of various religious and spiritual beliefs, extending beyond one's own faith tradition. These themes reflected HCCs roles as healthcare professionals who contribute to patient care, interdisciplinary collaboration, and spiritual leadership responsibilities. The study underscored the need for chaplaincy education to integrate healthcare-specific coursework, interprofessional training, cultural and religious humility, and deeper knowledge of diverse belief systems. Developing and incorporating curriculum standards based on these themes could enhance the readiness of HCCs to deliver comprehensive care and meet the dynamic demands of diverse patient populations within today's healthcare landscape.

Leading a Palliative Care Team Through Times of Growth And Change.

High-functioning palliative care teams are essential to high-quality care for individuals with serious illness and their families. Such teams are flexible and adapt to change. However, recent high turnover and understaffing, compounded by a pandemic, challenge even the most resilient and adaptable teams. An effective leader guides a team through change, capitalizing on opportunities to build an even stronger team. However, most palliative care team leaders lack formal leadership training and are inadequately prepared to lead through such circumstances. Leaders may find caring for seriously ill patients professionally satisfying, even as aspects of their leadership role cause them significant distress. For this reason, we share some lessons learned in leading evolving palliative care teams of varying composition, practice settings, and degrees of maturation. We hope these strategies equip palliative care leaders to build stronger, even more cohesive teams in times of change and uncertainty.

Assessing Academic Preferential Hiring Practices in Highly Ranked Otolaryngology Departments.

Objective: To assess whether preferential hiring practices, particularly self-hiring, are present in academic otolaryngology departments. Setting: A list of academic Otolaryngology-Head and Neck Surgery (O-HNS) departments ranked #1-40 was generated from the Doximity 2021 rankings. The educational background and training information of clinical faculty members and departmental leadership was extracted from each department's online directories. Methods: Descriptive statistics were used to examine inter/intradepartmental relationships and affiliations of included clinical faculty and departmental leadership based on current employment and medical training sites. A "prior affiliation ratio" was calculated to assess the degree of self-hiring and account for multiple possible prior affiliations (medical school, residency, and fellowship) by dividing all prior self-hired affiliations of faculty by the total number of faculty at each department. Results: A total of 1344 clinical faculty were identified, and 596 (44.35%) had at least 1 prior affiliation with their department. The overall prior affiliation ratio was 0.6, and 7 departments had a value >0.8, with the highest being 1.27 (>1.0 indicating multiple prior affiliations per individual such as both residency and fellowship). A network map of departments #1-10 showed heavy intradepartmental faculty recruitment with 24% of faculty having completed a #1-10 residency, 24% a #11-20 residency, 13% a #21-30 residency, and 11% a #31-40 residency. Totaling this data, 76% of faculty at departments ranked #1-10 had completed training at a program ranked #1-40. Furthermore, our data shows high rates of self-hiring among departmental leadership, (40% of Departmental Chairs and 62.5% of Program Directors) though rates are not significantly higher than self-hiring among faculty overall. Conclusion: The top 40 ranked O-HNS departments have high rates of self-hiring, relying on prestige of training programs and prior affiliation in hiring decisions. The effect on departmental productivity and training is unclear.

Immune response and intergroup bias: Vaccine-induced increases in cytokine activity are associated with worse evaluations of resume for Latina job applicant.

Situational factors can increase people's vulnerability to intergroup bias, including prejudicial attitudes, negative stereotyping, and discrimination. We proposed that increases in inflammatory activity that coincide with acute illness may represent a hitherto unstudied situational factor that increases intergroup bias. The current study experimentally manipulated increases in inflammatory activity by administering the seasonal influenza vaccine or a saline placebo. We quantified inflammatory activity by assessing change in salivary pro-inflammatory cytokines and assessed intergroup bias using a resume evaluation task and self-reported ethnocentrism. Primary analyses focused on a subsample of 117 participants who provided high quality data; robustness analyses included various permutations of lower quality participants. Findings revealed that changes in the cytokine interleukin-1ß (IL-1ß) in response to the vaccine were associated with greater intergroup bias. Among participants who received the vaccine, IL-1ß change was negatively associated with evaluation of a Latina (but not a White woman) applicant's competency and recommended starting salary. Moreover, IL-1ß change was positively associated with ethnocentrism. Overall, results provide support for the hypothesis that acute illness, via the mechanistic role of inflammatory cytokines, affects social cognition in ways that can increase intergroup bias.

Recruiting and Retaining a Diverse Veterinary Team.

Recruiting and retaining a diverse veterinary team requires intentionality. Without it, diversity initiatives often fall by the wayside. Implicit and explicit biases can occur at every stage of recruiting. To prevent them from disenfranchising candidates from historically devalued groups, it is important to enact best practices and policies. To prevent attrition, the work environment must be meticulously audited and primed to receive candidates from different backgrounds. Diverse teams outperform homogenous teams, but to unlock all the benefits of diversity, the work environment must be inclusive and have diverse leadership.

Factors influencing underrepresented geoscientists' decisions to accept or decline faculty job offers.

Many geoscience departments are taking steps to recruit and retain faculty from underrepresented groups. Here we interview 19 geoscientists who identify as an underrepresented race or gender who recently declined a tenure-track faculty job offer. A range of key factors influenced their decisions to accept or decline a position including commitment to diversity, equity, and inclusion (DEI) including personal identities, DEI initiatives, and mentorship; (in)civility during job interviews; values revealed in negotiation; and compatibility with personal life including family and geography. Many of the participants experienced hiring processes inconsistent with existing recommendations to increase faculty diversity. Therefore, we leverage our results to provide actionable recommendations for improving the equity and effectiveness of faculty recruitment efforts. We find that departments may doubly benefit from improving their culture: in addition to benefiting current members of the department, it may also help with recruitment.

Increasing Diversity in Canadian Radiology: From the Hiring Process to Needed Active Retention Efforts.

The Canadian Association of Radiologists supports equity, diversity, and inclusion (EDI) in employment. It is imperative that institutions implement recruitment and retention practices to ensure a diverse workforce. This requires considerable attention to each step in the process, including the job posting, candidate search, hiring committee composition, interviews, hiring decision, and retention and promotion. Job postings must be widely distributed and visible to underrepresented groups. The candidate search should be completed by a diverse committee with expertise in EDI. All committee members must complete EDI and anti-bias training and conduct a broad search that ensures underrepresented groups are encouraged to apply. Interviews must be offered to all candidates. The hiring decision must avoid the use of subjective criteria. Recruitment of members of underrepresented groups ensures a diverse workforce, and organizations should commit resources to the retention and promotion of these members. Mentorship programs must be implemented and incentives provided to faculty members to serve as mentors. Transparent guidelines for promotion made universally available on department or institution websites. Recruiting a diverse workforce in Medical Imaging will only be achieved if EDI are central to the organization's goals and strategic plan. All organizational policies, practices, and procedures must be reviewed with an intersectional lens to identify potential gaps, areas for improvement, and areas of strength in the recruitment and retention of members of underrepresented groups.

"We choose this CV because we choose diversity" - What do eye movements say about the choices recruiters make?

Introduction: A large body of research has established a consensus that racial discrimination in CV screening occurs and persists. Nevertheless, we still know very little about how recruiters look at the CV and how this is connected to the discriminatory patterns. This article examines the way recruiters view and select CVs and how they reason about their CV selection choices, as a first step in unpacking the patterns of hiring discrimination. Specifically, we explore how race and ethnicity signaled through the CV matter, and how recruiters reason about the choices they make. Methods: We recorded data from 40 respondents (20 pairs) who are real-life recruiters with experiences in recruitment of diverse employees in three large Swedish-based firms in the finance and retail sector in two large cities. The participating firms all value diversity, equity and inclusion in their recruitment. Their task was to individually rate 10 fictious CVs where race (signaled by face image) and ethnicity (signaled by name) were systematically manipulated, select the top three candidates, and then discuss their choices in pairs to decide on a single top candidate. We examined whether respondents' choices were associated with the parts of the CV they looked at, and how they reasoned and justified their choices through dialog. Results: Our results show that non-White CVs were rated higher than White CVs. While we do not observe any statistically significant differences in the ratings between different racial groups, we see a statistically significant preference for Chinese over Iraqi names. There were no significant differences in time spent looking at the CV across different racial groups, but respondents looked longer at Polish names compared to Swedish names when presented next to a White face. The dialog data reveal how respondents assess different CVs by making assumptions about the candidates' job and organizational fit through limited information on the CVs, especially when the qualifications of the candidates are evaluated to be equal.

Evaluating human resources management literacy: A performance analysis of ChatGPT and bard.

This study presents a comprehensive analysis comparing the literacy levels of two Generative Artificial Intelligence (GAI) tools, ChatGPT and Bard, using a dataset of 134 questions from the Human Resources (HR) domain. The generated responses are evaluated for accuracy, relevance, and clarity. We find that ChatGPT outperforms Bard in overall accuracy (84.3% vs. 82.8%). This difference in performance suggests that ChatGPT could serve as a robotic advisor in transactional HR roles. In contrast, Bard may possess additional safeguards against misuse in the HR function, making it less capable of generating responses to certain types of questions. Statistical tests reveal that although the two systems differ in their mean accuracy, relevance, and clarity of the responses, the observed differences are not always statistically significant, implying that both tools may be more complementary than competitive. The Pearson correlation coefficients further support this by showing weak to non-existent relationships in performance metrics between the two tools. Confirmation queries don't improve ChatGPT or Bard's response accuracy. The study thus contributes to emerging research on the utility of GAI tools in Human Resources Management and suggests that involving certified HR professionals in the design phase could enhance underlying language model performance.

The 2021 ACR/RBMA Workforce Survey: Practice Types, Employment Trends, and Hiring Needs.

PURPOSE: The aim of this study was to analyze current radiology practice types, specific subspecialty needs, employment trends, and retirement trends. METHODS: ACR members, nonmembers, and Radiology Business Management Association members were surveyed using predominantly structured closed-ended questions about a variety of current and recent radiology practice characteristics. Responses were group practice deduplicated and weighted. RESULTS: Of 1,702 survey respondents, 64% were men, with a median age of 51 years. In 2021, 62% of responding practices hired radiologists, with the average practice hiring 2 radiologists and academic practices on average hiring the most (3.5). Most radiologists (87%) were hired for full-time positions, with independent practices hiring the largest proportion of part-time positions. Body and breast imagers represented the largest numbers of hired radiologists (17% each). Practices anticipated similar hiring patterns in 2022, prioritizing breast (37%) and body (35%) imaging. Of all practice types, academic groups were least likely to prioritize general radiologist hiring. A large majority (82%) of radiology practices permit remote work (teleradiology), more common at academic than other practices. Of currently employed radiologists, 16% plan to seek new employment in the next year; early-career radiologists indicated the highest likelihood (92%) and academic radiologists the lowest (66%) of remaining in the same practice for at least 5 years. A large majority of practices (80%) reported no radiologist retirements in 2021. Of those retiring, the average age was 75 years, and 66% worked full-time until retirement. CONCLUSIONS: Radiologist recruiting remains robust. Current information on practice characteristics may help inform radiology practice leaders seeking to right-size their groups.

The Perspectives of Advanced Practice Provider Directors on Acute Care Nurse Practitioner Alignment and Hiring.

Demand for acute care is forecasted to grow in the United States. To meet this demand, nurse practitioners (NPs) are increasingly employed in acute care settings. Yet, there is concern about an adequate supply of acute care NPs given demand. Further, professional nursing organizations recommend aligning an NP's role with their education, certification, licensure, and practice. Given workforce constraints and the policy environment, little is known about how hospitals approach hiring NPs for acute care roles. The purpose of this study was to explore advanced practice provider (APP) directors' approaches to hiring NPs within the context of alignment and describe factors that influence hiring decisions. We conducted semi-structured interviews with 17 APP directors in hospitals and health systems. Interviews were recorded, transcribed, and coded using an iterative, hybrid inductive and deductive method. Two themes emerged: (1) local factors that inform aligned hiring and (2) adaptive hiring responses to changing environments. Practices around hiring NPs varied across institutions influenced by organization and state policies and regulations, workforce availability, and institutional culture. Most APP directors recognized trends towards hiring aligned NPs for acute care roles. However, they also identified barriers to fully aligning their NP workforce and described adaptive strategies including hiring physician assistants, building relationships with APP schools, and leveraging hospital resources to develop the APP workforce to meet care delivery demands given the current NP workforce supply. Future research is needed to assess widespread practices around acute care NP alignment and the implications of alignment for patient and organizational outcomes.

Searching for desirable bodies: How recruiters value physically exertive extracurricular activities for graduate hiring at elite professional firms in China.

The field of research in evaluating and applying Bourdieu's theories has seen growing interests in studying how the formation and effect of cultural capital vary in different contexts and fields. While existing studies have increasingly focussed on evaluating the role of cultural capital in creating educational inequalities in the Chinese context, little is known about how activities and taste are valued in the Chinese labour market. Drawing on semi-structured interviews with 73 recruiters in elite professional firms in China, this article presents a study on how recruiters interpret physically exertive extracurricular activities (ECAs) for graduate hiring. It shows that these ECAs were valorised for assessing individual qualities and competences in job interviews, while other cultural activities, leisure or tastes carried little value. The notion of the body appeared central to this valorisation, conferring symbolic value onto physical exertive ECAs. The value of these activities was twofold, serving to convey candidates' possession of physical and embodied capital, which resonated to the normative dimension of elite professional firms. Recruiters thus used these activities to seek new professional bodies consumable for demanding professional work and resonating with the normative discourses of professionalism. This study provides more nuanced understandings of cultural capital in a non-Western context and the role of ECAs in elite hiring. It also contributes to the development of physical and embodied capital by integrating perspective that links the body with labour process and professional control.

Promoting Equity, Diversity, and Inclusion in Medicine: A Comprehensive Toolkit for Change in Radiology.

This toolkit presents a comprehensive framework for a toolkit intended to increase equity, diversity, and inclusion (EDI) within the medical field and recommendations. We advocate for clear, comprehensive definitions and interpretations of fundamental EDI terms, laying the groundwork necessary for initiating and maintaining EDI initiatives. Furthermore, we offer a systematic approach to establishing EDI committees within medical departments, accentuating the pivotal role these committees play as they drive and steer EDI strategies. This toolkit also explores strategies tailored for the recruitment of a diverse workforce. This includes integral aspects such as developing inclusive job advertisements, implementing balanced search methods for candidates, conducting unbiased appraisals of applications, and structuring diverse hiring committees. The emphasis on these strategies not only augments the diversity within medical institutions but also sets the stage for a more holistic approach to healthcare delivery. Therefore, by adopting the recommended strategies and guidelines outlined in this framework, medical institutions and specifically radiology departments can foster an environment that embodies inclusivity and equity, thereby enhancing the quality of patient care and overall health outcomes.

Small Empires: How Equipped are Small Business Owners to Hire People with Disabilities?

PURPOSE: This study explores small businesses' knowledge base and practices concerning interviewing and hiring job candidates with disabilities, as they are not required to comply with the provisions of the Americans with Disabilities Act (ADA). METHODS: We first conducted 18 in-depth interviews with small business owners to explore their knowledge of the ADA, their practices surrounding hiring (for those with and without disabilities), and their sense of the best practices for how a candidate should navigate the interview and request for accommodations. Responses were then used to create a survey of an additional 110 small business owners. RESULTS: Six themes arose from the interviews, illuminating the steep learning curve involved in each (1) hiring well, (2) the need to trust an employee's character as much as their skill set, (3) the need for an employee to fit within the small business's family-like environment, (4) the preference for job candidates to be transparent about their needs as early as possible, (5) the importance of personal experience with disability, and (6) the difficulty in obtaining precise information about the ADA. Survey responses supported the general findings of the interviews while also providing information about the relative rarity of encountering a job candidate with a disability. CONCLUSION: Hiring employees with disabilities is challenging for small businesses, and bias is difficult to avoid. The availability of clear information on how to comply with the ADA and other laws and practices would be welcome by many small business owners.

An Introduction to Faculty Diversity, Equity, and Inclusion for Excellence in Nurse Education: Literature Review.

BACKGROUND: The diversity of the world's population is increasing, along with the health inequities of underrepresented minority populations. To provide high-quality care to all patients, nurses require an understanding of diversity, equity, and inclusion (DEI) as well as how to implement best practices. Nurse educators are the ones to lead the way for DEI education for students. OBJECTIVE: This paper aims to describe the findings of a literature review that introduces DEI concepts for excellence in nurse education and their related benefits. Best practices for actions to address DEI in nursing education will be described. METHODS: After institutional review board approval, a literature search yielded 61 articles using 15 distinct keywords in 4 global, peer-reviewed literature databases. Melynk and Fineout-Overholt's (2023) Levels of Evidence guided the process of selecting 26 peer-reviewed articles and resources. RESULTS: Common themes for best practices in DEI were identified. These themes included recruiting underrepresented minority nursing faculty, incorporating DEI into an institution's mission statement, addressing DEI topics in curricula, providing leadership, having a DEI strategic plan, developing education, developing data-based interventions, instilling policy change, partnering in outreach, targeting impact on hiring committees, recognizing DEI work, and providing mentorship. CONCLUSIONS: In summary, this literature review provides several strategies to address DEI for nurse educators. Committing to DEI efforts and improving diversity in the nurse educator workforce are integral steps in improving the quality and inclusivity of nursing education and ultimately improving the health of our communities.

Tackling standardization in clinical research workforce hiring using competency-based job classifications.

In 2016, Duke reconfigured its clinical research job descriptions and workforce to be competency-based, modeled around the Joint Taskforce for Clinical Trial Competency framework. To ensure consistency in job classification amongst new hires in the clinical research workforce, Duke subsequently implemented a Title Picker tool. The tool compares the research unit's description of job responsibility needs against those standardized job descriptions used to map incumbents in 2016. Duke worked with human resources and evaluated the impact on their process as well as on the broader community of staff who hire clinical research professionals. Implementation of the tool has enabled Duke to create consistent job classifications for its workforce and better understand who composes the clinical research professional workforce. This tool has provided valuable workforce metrics, such as attrition, hiring, etc., and strengthened our collaboration with Human Resources.

Investigating Attraction and Retention of Staff Within Public Mental Health Services in Victoria, Australia: Protocol for a Mixed Methods Study.

BACKGROUND: A large proportion of Australians are affected by mental illness each year, and treatment gaps are well known. To meet current and future demands and enable access to treatment that is safe, effective, and acceptable, a robust and sustainable mental health workforce is required. Factors reported to attract people to work within the mental health sector include aspiring to help others, having an interest in mental health and human behavior, the desire to make a difference and do something worthwhile, personal lived experience, recognition, and value of discipline-specific roles. However, despite the various reasons people enter the public mental health workforce, recruitment and retention continue to be ongoing challenges. To date, there has been limited investigation into understanding which factors are most relevant to the current Victorian workforce. Furthermore, a comparison to health care workers outside of mental health is also needed to better understand the specific needs of staff within the mental health sector. OBJECTIVE: This study aims to explore factors related to attraction, recruitment, and retention of the public mental health workforce in Victoria, Australia. METHODS: The study is a multisite, mixed methods cross-sectional study to be conducted at 4 public hospital services within Victoria, Australia: 2 in metropolitan and 2 in regional or rural locations. Current, previous, and nonmental health workers will be asked to complete a 20-25-minute web-based survey, which is developed based on previous research and offered participation in an optional 30-60-minute semistructured interview to examine personal experiences and perceptions. Both aspects of the project will examine factors related to attraction, recruitment, and retention in the public mental health workforce. Differences between groups (ie, current, past, and nonmental health workers), as well as location, discipline, and health setting will be examined. Regression analyses will be performed to determine the factors most strongly associated with retention (ie, job satisfaction) and turnover intention. Qualitative data will be transcribed verbatim and thematically analyzed to identify common themes. RESULTS: As of May 2023, we enrolled 539 participants in the web-based survey and 27 participants in the qualitative interview. CONCLUSIONS: This project seeks to build on current knowledge from within Australia and internationally to understand role and service/system-related issues of attraction, recruitment, and retention specifically within Victoria, Australia. Seeking up-to-date information from across the health workforce may provide factors specific to mental health by illuminating any differences between mental health workers and health care workers outside of mental health. Furthermore, exploring motivators across health care disciplines and locations to enter, stay in, or leave a role in public mental health settings will provide valuable information to support how the sector plans and develops strategies that are fit for purpose. INTERNATIONAL REGISTERED REPORT IDENTIFIER (IRRID): DERR1-10.2196/48855.

Gender equity in hiring: examining the effectiveness of a personality-based algorithm.

Introduction: Gender biases in hiring decisions remain an issue in the workplace. Also, current gender balancing techniques are scientifically poorly supported and lead to undesirable results, sometimes even contributing to activating stereotypes. While hiring algorithms could bring a solution, they are still often regarded as tools amplifying human prejudices. In this sense, talent specialists tend to prefer recommendations from experts, while candidates question the fairness of such tools, in particular, due to a lack of information and control over the standardized assessment. However, there is evidence that building algorithms based on data that is gender-blind, like personality - which has been shown to be mostly similar between genders, and is also predictive of performance, could help in reducing gender biases in hiring. The goal of this study was, therefore, to test the adverse impact of a personality-based algorithm across a large array of occupations. Method: The study analyzed 208 predictive models designed for 18 employers. These models were tested on a global sample of 273,293 potential candidates for each respective role. Results: Mean weighted impact ratios of 0.91 (Female-Male) and 0.90 (Male-Female) were observed. We found similar results when analyzing impact ratios for 21 different job categories. Discussion: Our results suggest that personality-based algorithms could help organizations screen candidates in the early stages of the selection process while mitigating the risks of gender discrimination.