Objective job descriptions are the foundation of unbiased hiring, performance evaluations, and pay decisions. Creating them requires a carefully designed process that embraces analytics, inclusive language, and employee feedback.-By Joseph Warren

Per the World Bank, 98 economies have legislation mandating equal pay for women for work of equal value. However, only 35 economies have pay transparency measures. Pay gaps persist, including in developed countries.

The persistence is attributed to discriminatory laws and practices. Businesses can lobby for new laws, which takes time, but they can end their discriminatory practices now and make significant inroads in closing the wage gap for women and minorities. There are two sets of practices to target. One is evaluating the current status of equal pay for equal work among employee groups and making adjustments when gaps are identified. However, a company serious about closing the wage gap for women and minorities will identify and correct the factors that led to the wage gap in the first place, starting with the job descriptions and evaluation criteria used to ensure they are free of bias.

Creating Unbiased and Inclusive Job Descriptions

Making unbiased pay decisions requires intentionality. Job descriptions play a pivotal role in perpetuating pay discrimination. They are the first point of contact between the hiring company and job candidates, and they define job duties for current employees, including those seeking promotions. A job description with racially biased language and gendered terms acts as a barrier to inclusive hiring -- and that’s not all. Biased job descriptions directly contribute to pay discrimination. For instance, job descriptions written with biased language can lead to the hiring or promotion of white males in higher-paying jobs, while women and minorities are excluded, thereby perpetuating or widening the pay gap.

Academics from the United Kingdom and Argentina investigated patterns of discrimination when employers have wrong beliefs about the productivity of certain people. They also investigated confirmation bias when reviewing their beliefs. The research found that employers holding negative stereotypes perpetuate persistent wage discrimination in several ways. For example, incorrect beliefs about the relationship of women and minorities to productivity lead to different wages for identical workers. Performance evaluations are subject to confirmation bias even when evaluators perceive themselves as objective evaluators. Unconscious biases, negative stereotypes, and confirmation biases influence job descriptions, performance evaluations, and compensation schedules. In turn, these perpetuate stereotypes and discrimination, leading to stubborn pay gaps.

Creating an Unbiased Job Description

Creating an unbiased job description is a complex task, let human biases work their way into the process. The first step is conducting a job analysis to define the tasks, responsibilities, and qualifications. This detailed process studies the nature and requirements of the job and the job’s context by gathering and analyzing information collected in several ways. It involves interviewing current employees and supervisors to gather information, observing employees perform their job duties, and using surveys and questionnaires to gather detailed information. The job analysis serves multiple purposes, including setting standards for evaluating employee performance and determining the appropriate compensation for each job.

The language used in job descriptions is crucial. There is always the risk that a manager tasked with writing the job description will use language that either excludes women and minorities or stereotypes positions, which can directly influence pay decisions. For example, if a job description is for a mid-skill position that women mainly fill, and the language used makes it clear it is directed at women, the biased decision-maker feels justified in recommending lower pay increases and hiring women at the lowest pay rate. Even if they are qualified for a higher level Gendered language in job descriptions may also lead to women being excluded from deserved promotions and the accompanying pay increase in favor of men.

What is exclusive language? It includes gendered language, age-specific terms, disability-excluding language, and race, ethnicity or culturally biased language. Requiring restrictive or excessive educational requirements is also exclusive language. For example, gendered language includes terms like “competitive” and “dominant,” which are associated with male traits. If a woman is hired or promoted into the position, the performance evaluator may decide on a lower pay increase because she is not competitive enough or leads with emotional intelligence rather than aggressiveness, using the job description language to support the pay decision. “Seasoned and digital native” is an age-related term. “Similar background” will likely exclude people of different races, ethnicities, and cultures. Using words like “able bodied,” “physically fit,” and “see and hear” instead of “communications” will exclude qualified people with disabilities. Even if individuals are hired, the language makes it easier to make biased decisions about pay.

Avoid the Abstract and Adhere to Objective

Language is important, but job descriptions must also focus on the demonstrable skills and competencies required to do the job. Abstract qualifications can lead to biased performance reviews and pay decisions. Each job responsibility should be linked to the skills needed for success. Skills and competencies included should also be capable of being evaluated objectively. Sometimes, it is more challenging to develop competency descriptions because they embrace skills, knowledge, and attributes, so there are more opportunities to build in bias. Careful descriptions of specifics that can be objectively evaluated during performance and pay reviews are crucial.

If the job description is unbiased, consistent and objective, criteria for evaluating individuals in those positions are more easily developed. For example, objective data includes meeting defined goals and successfully completing projects. The more objective the criteria are, the better they can avoid unconscious bias. After someone is hired, regular pay audits are necessary to maintain pay equity to avoid “bias creep.” Routinely compare salaries for similar positions. If pay gaps develop between groups of employees for doing the same job based on qualifications, job performance, and experience, pay needs to be adjusted to eliminate discrepancies. Any pay adjustments should be based on legitimate, justifiable, objective factors.

Ask Employees

Employee feedback, including that of diverse employees, is an excellent source of input on potential biases. Do employees perceive pay and promotions as fair and equitable? Do they believe their supervisors or managers are performing unbiased performance reviews? Do they believe their job descriptions are inclusive and accurately describe their responsibilities? To ensure continuous improvements, periodically review job descriptions and pay practices. Transparency, objectivity, and equity are essential to an unbiased hiring, performance evaluation system, and pay system, starting with the job description.