One of the challenges of being an introvert is that recruitment practices can feel oriented to more extraverted ways. Here are some strategies for being inclusive of both introverts and extraverts in recruitment for the best outcomes for both organisations and applicants.
Introvert and extravert are personality preferences
Introversion and extraversion are innate personality preferences according to Jungian theory and psychological type frameworks. They indicate the direction and source of our energy. Extraverts have a preference for the outer world and typically charge their batteries through social interaction. Introverts have a preference for the inner world of ideas and feelings and need solitude and quiet to collect their thoughts and refuel. As Jenn Granneman points out, introverts and extraverts are ‘wired differently’ around external rewards: ‘The introvert’s way isn’t about chasing rewards, but rather about seeking meaning.’ These are just preferences, not behavioural indicators, nor are they extreme in each person.
The Extravert Ideal and recruitment
So how do these preferences play out in the context of recruitment? Susan Cain in her book, Quiet, talks about The Extravert Ideal and how there is a general bias in the community towards people who are outgoing and gregarious. With studies showing that one third to a half of the US population are introverts, there are compelling reasons to review recruitment thinking and practices to check how inclusive they are. As many leaders and managers also self-identify as extraverts, there’s a risk that unintended biases can sneak into recruitment processes.
Across the spectrum of skills, leaders of recruitment strategies ideally want to ensure they find the best candidate match for any job role in terms of knowledge, skills and experience. But how do you ensure that the way you manage your recruitment is inclusive, enabling all applicants to show their best potential for the role?
Inclusive approaches to recruitment
Inclusive approaches to recruitment for introvert and extravert types need to be informed by:
- Reflecting on the job roles we are recruiting to and checking for any unintentional bias in perceptions on the role itself.
- Rethinking how recruitment practices can make space for both introvert and extravert preferences through a mix of assessment methods and styles.
- Implementing practical strategies for being inclusive to get the best from all candidates in recruitment contexts.
Reflecting on the job roles we are recruiting to
It’s important to start with the job description we are recruiting to so we can be sure there is no inherent bias in the personal requirements. This is challenging because some jobs seem to be inherently linked to particular character traits, like being outgoing and open. It’s vital to have a really good look at these assumptions.
Sales is one area that has become traditionally connected with and impacted by perceptions about introversion and extraversion. Here are some comments on a current website:
For example, if the profile for successful salesmen indicates that extroversion is a desirable characteristic, you had better be sure that you score highly on this trait if you want the job.
However, for almost all jobs, not just sales, employers prefer extroverts over introverts. The reasons given for this preference are firstly, around teamwork and the need to get on with people, and secondly, that people may become leaders in the future so it’s not just about technical skills.
This all appears to be based on the assumption that you need to be extraverted to be able to sell, to work in a team and to be a leader. Having performed all of these skills successfully as an introvert, I believe we need to challenge these types of stereotypes in thinking about positions and psychological traits.
Challenging stereotypes about key job functions
For example, in terms of sales, Daniel H. Pink explains in his book, To Sell is Human, we are all in sales:
People are now spending about 40 percent of their time at work engaged in non-sales selling— persuading, influencing, and convincing others in ways that don’t involve anyone making a purchase.
The art of sales is more complex than just being outgoing. It’s about influencing, listening and understanding others’ needs, areas in which introverts can be naturally strong.
In terms of teams, work units benefit from a mix of complementary personalities to be able to achieve organizational goals effectively. Diverse groups tend to outperform homogeneous groups, even if the members of the latter group are more capable. Furthermore, diversity fires up innovation.
The reality is that teams of like-minded people often come up with average results. Diverse teams, on the other hand, have been found to inspire original ideas and enable more market opportunities.
Gaia Grant, Do diverse teams produce more creative results?
And whilst there may appear to be more extraverted managers and leaders, introverted preferences such as a desire for solitude can be integral to breakthrough leadership skills such as clarity, emotional balance and moral courage. Lead Yourself First by Raymond M Kethledge and Michael S. Erwin provides case studies of famous leaders that describe how leadership and solitude are strongly aligned.
As these examples show, it’s important to reflect on and be aware of any implicit bias based on personality preferences around introversion and extraversion as they impact on job roles.
Rethinking our recruitment practices to make space for preferences
One way to promote inclusion in recruitment practices is to ensure that the processes involve a mix of strategies that reflect both introvert and extravert preferences. The opportunity to assess candidates through writing, interview, references, group contexts, 1:1 discussion and practical skills assessment can all be considered to ensure that there is not a bias to one preference.
Even though there may be a mix of methods, face to face methods can somehow feel and be treated as pre-eminent and written aspects can seem secondary. It’s important to carefully consider the balance of all assessment inputs, not just the ones that seem more overtly influential.
It’s also important that recruitment methods appropriately reflect the job role across its gamut. If a role is primarily about research and writing, how are we assessing this. Is it by talking about it or by assessing research and writing ability? Perhaps the job is about training. How are we assessing all aspects of this skill and not just the standing up and talking part? Leadership might be key but are we also looking at self-leadership and how the leader recharges, clarifies their visions and thoughts and writes, as well as how well they can talk to a room of people? Lead Yourself First provides ample evidence that we certainly should be looking at all these areas of leadership.
Challenging stereotypes about job roles and recruitment can be effectively tackled by rethinking our assumptions behind the role and how we assess its competencies.
Inclusive strategies for getting the best from introverts in recruitment
Given the orientation towards the extraverted end of the spectrum, it’s worthwhile reflecting on inclusive strategies to enable both introverts and extraverts to do their best in recruitment situations.
Possible inclusive strategies for recruiters include:
- Developing an understand of personality type and preferences and especially the impacts of introversion and extraversion in the workplace so you can bring the best out of all employees. This applies to both recruitment and wider organizational contexts.
- Allowing a mix of recruitment techniques that will suit both types of preferences, noting that quiet influencing strategies include: writing, activities that involve preparation, focused conversation and engaged listening. See this Quiet Writing article for more on how introverts can make the most of recruitment opportunities.
- Considering options that allow for preparation beforehand, even if brief, so that introverts can showcase their more reflective analytical skills rather than have to focus on thinking on their feet.
- If assessing in group contexts, note that it’s not just about who talks the most but about how valuable the contribution is. Introverts, for example, may take the role of summing up a conversation or providing a single breakthrough idea at the end, rather than participating throughout the conversation. As Susan Cain points out, ‘research shows there’s no correlation between the most talkative person in the room and the best ideas.’
- A focus on telling success stories which can be really powerful for all candidates and help to provide a more level playing field, as Mark Bregman suggests in Are Recruiters Biased Against Introverts.
At the end of the day, recruitment is an opportunity for people to showcase their skills to enable them to gain a position. The recruiting organisation wants to find the person who will meet their needs across all aspects of behavior. It’s important to ensure that the immediate contexts of recruitment are not a barrier between these desired outcomes. Let’s work to ensure all people have the chance to present their competencies, experience and qualities in the most positive light.
Author note
This post was originally a guest post for recruitment agency WorkSearch and published on their site in 2017. Their site is no longer live so it is reproduced here with minor amendments. Thanks to Bree Rackley for social media and guest posting support for the initial guest posting.
I hope these insights are helpful to you in being inclusive of both introvert and extravert preferences in recruitment. Reach out to me for coaching if you need some support at any time.
Warmest wishes
Terri
About the author, Terri Connellan
Terri Connellan is a certified life coach, author and accredited psychological type practitioner. She has a Master of Arts in Language and Literacy, two teaching qualifications and a successful 30-year career as a teacher and a leader in adult vocational education. Her coaching and writing focus on three elements—creativity, personality and self-leadership—especially for women in transition to a life with deeper purpose. Terri works with women globally through her creative business, Quiet Writing, encouraging deeper self-understanding of body of work, creativity and psychological type for more wholehearted and fulfilling lives. Her book Wholehearted: Self-leadership for women in transition and the accompanying Wholehearted Companion Workbook were published in September 2021 by the kind press. She lives and writes in the outskirts of Sydney surrounded by beach and bush.
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Further related reading on Quiet Writing:
- How to make the most of recruitment opportunities as an introvert
- Shining a quiet light – working the gifts of introversion
- Self-leadership as the most authentic heart of leadership
- How to make the best of introvert strengths in an extraverted world
- Intuiting, Channelled Writing & Connecting with Natasha Piccolo
