Anchoring Bias in Recruitment
How to Hunt Unicorns, Under Rainbows Made of Skittles, Whilst Humming The Crazy Frog Song
The Weekly Walkaway highlights negotiation in its ‘good’, ‘bad’ and sometimes ‘downright ugly’ forms. Issue No. 102 (23rd January 2025)
Happy Friday Walkawayers..
Anchoring bias isn’t just a fancy psychology term; it’s a tool that helps you stay grounded in the face of unrealistic demands. By mastering the art of saying ‘no’ and setting the tone you get the chance to show your real value.. Value Ai just doesn’t have.. Yet. And this is the true value you have; the ability to navigate towards realistic solutions, where you’ll transform transactional relationships into strategic partnerships.
Let’s face it, managing expectations is hard. Especially if you’re a pleaser… like most recruiters.
It takes courage, credibility and a little psychological Jedi mind trick called anchoring.
You’ve got to learn to manage those expectations before they start asking you to hunt that unicorn and find those fabled rainbows made of skittles..
And before you find yourself promising the very world itself, you’ve got to step in and say ‘No’!
Whether you’re dealing with a hiring manager who thinks the perfect candidate costs.. well.. skittles, or that stakeholder who wants results now, now, NOW!
This week on The Weekly Walkaway we take a look at anchoring and the process before and after.
So Walkawayers, read on and learn how to anchor your way to success, whether you are a recruiter or not, because this is a great way to manage expectations and not just hiring expectations.
But First The Science
Humans are lazy. Fact!
Anchoring bias is a psychological phenomenon rooted in cognitive science. Anchoring works because we naturally seek shortcuts to reduce mental effort, making the first number or idea a hell of a lot more influential in our minds. Eeek!!
I know right!!
Example: I just had a cooker engineer come to my house and check on a broken cooker extractor hood. At the end he said it’ll cost £600 to fix. Now I have to be very careful because every conversation I have about fixing it, with that engineer or not, will focus on his initial number, £600, whether it's realistic or not.
And.. Doh Doh Doh.. I’ve just repeated it.. Damn!! That's another thing.. Never repeat their number, it gives the anchor credibility and double wham-o!!
Doh, god-darn it, he was good!
Step 1: Learn to Say NO (if you don’t you’re selling)
Remember; there is a big difference between selling and negotiation. Continue to sell when you are in fact negotiating and you risk everything.. The world, even!
When a hiring manager (replace with: stakeholder, manager or client) kicks off with stuff like;
“We need a genius programmer, who’s got a minimum of 10 years experience, has a 1st Hons CompSci degree from Cambridge and who is also a leader and who can single handedly revolutionise our company's AI position within the industry, tomorrow… but we’re on a tight budget.”
This is your cue to intervene and get real. And I mean get real, real quick.
If you say yes you’re done for.. You’re just like every other desperate salesperson out there not managing expectations and failing customer satisfaction.
Go Hunt That Unicorn
Say ‘No..’ and sometimes when appropriate say; ‘No.. But...’ and you’ve stopped selling, started negotiating and begun the process of managing their expectations.
Step 2: Setting the Tone (AKA Anchoring)
You’ve got to anchor credibly and realistically before they go off and spiral into fantasy land and eventually into dissatisfaction.
The first numbers [or statements] you propose are sacred.. they stick in their head like the Crazy Frog Song..
R-Ding-Ding-Di-Ding-Di-Di-Di-Ding-Ding..Bop-Bo-Bop-Bo-Bop-Bop-Booop-Bop-Bop-Bob..Be-Bob-Bob-Bob-Bob-Brrim-Brram..Ba-Ba-Ba-Ba..WEEEE
Oh.. I’ve done it again… and I make no apologies for that.. You’ll be humming that tune all day long.. ‘You’re welcome..’
Use this:
They say: We need a genius programmer.. Blah blah.. but we’re on a tight budget.
You say: No.. [Shaking your head].. According to market benchmarks candidates with these skills fall into the £X and £Y range….
And the addition is the concession: No.. [Shaking your head].. According to market benchmarks candidates with these skills fall into the £X and £Y range…. BUT if we need to focus on budget, then we will need to move on the qualifications and experience.
Anchor new numbers and adjust expectations with data and you get to avert the disaster of failing to find that Unicorn. You anchor respectfully, popping their bubble and setting a more realistic mindset for further conversations.
Consider this one:
They say: We need a genius programmer, who’s got a minimum of 10 years experience, has a 1st Hons CompSci degree and who is also a leader.. Blah blah.. but we’re on a tight budget.
You say: No.. [Shaking your head].. That’s a rare cluster of skills. Most programmers focus on technical or leadership, not both. But, if we were to prioritise, what is critical here?
You get to be the honest bearer of bad news, a voice of reason and you’ll be perceived as more trustworthy in comparison to your competitors, who’ll still be selling.
As you can see, you don't need to be a recruiter to use anchoring. Consider how you’d use it within your environment, managing the expectations of your manager maybe or that demanding stakeholder.
Step 3: Concessions (Or Moves)
To succeed you are going to have to get them to move, to make concessions. Anchoring get’s you to first base.. now, concessions keep them on track.
Consider this one:
They say: We need a genius programmer, who’s got a minimum of 10 years experience, has a 1st Hons CompSci degree and who is also a leader.. Blah blah.. but we’re on a tight budget.
You say: No.. [Shaking your head].. But if leadership is key here, let’s find candidates with mentoring experience who can grow into management.
Now you get to take on the role of the trusted solution provider. Helping them to make appropriate and sometimes creative concessions to solve their problem.
And how about this on:
They say: We need a genius programmer.. Blah blah.. tomorrow… but we’re on a tight budget.
You say: No.. [Shaking your head].. Hiring someone with this experience and qualification will take months. But if speed matters, we should focus on core skills and plan to train in the rest.
Again, by making the concessions for them you position yourself as a problem solver instead of a 2nd hand car salesperson who says yes to everything and delivers nothing.
Key Benefits of Anchoring
Prevents Wild Unicorn Chases: Anchoring keeps them grounded in reality and changes the perception of value therefore stops them from dreaming up candidates, or solutions, that don’t exist. Think of it as a BS filter;
Saves Time: By anchoring and setting expectations you avoid chasing rainbows. Spoiler alert - Unicorns do exist… No really, they do.. I saw them on TV!!
Builds Credibility and Reduces Disappointment: When you anchor and suggest realistic concessions you position yourself as their trusted advisor, not just someone trying to please.. so you’re less likely to face the dreaded; ‘But I thought we were getting a Unicorn’ statement…
Conclusion: Anchor Because Unicorns Are Overrated
Anchoring bias isn’t just a fancy psychology term; it’s a tool that helps you stay grounded in the face of unrealistic demands.
By mastering the art of saying ‘no’ and setting the tone you get the chance to show your real value.. Value Ai just doesn’t have.. Yet.
And this is the true value you have; the ability to navigate towards realistic solutions, where you’ll transform transactional relationships into strategic partnerships.
So the next time someone comes to you with their impossible wish list, take a deep breath, shake your head and anchor them firmly back onto planet Earth.
Go forth and anchor, you brilliant Walkawayers. The world (and all of those Unicorns) thank you.