When hiring managers begin the search for a new employee, they’re often focused on finding someone who can hit the ground running—someone who can match the performance of the last person in the role. While this instinct makes sense on the surface, it can unintentionally lead to a significant hiring bias.

At Murray Resources, one of the first questions we ask hiring managers is, “Who was in the role before?” Their response can reveal a lot—sometimes more than they realize. That’s because many hiring decisions are influenced by a subconscious desire to replicate what seemed to work well before.

But here’s the problem: trying to replicate a person—not a skillset—can exclude highly qualified candidates and limit diversity. Let’s explore this blind spot in more detail and how you can avoid it.

Why Hiring Managers Unintentionally Replicate the Past

If a previous employee performed well in a position, hiring managers naturally want to repeat that success. However, this often leads to seeking out candidates who resemble that person in ways that go beyond qualifications. These similarities can include:

• Age

• Gender

• Cultural background

• Communication style

• Educational history

It’s not intentional, and in many cases, hiring managers are unaware they’re doing it. But this “similar-to-me” bias can dramatically narrow the talent pool.

The Risk: Overlooking Top Talent

When you’re unconsciously trying to hire a clone of the last successful employee, you’re at risk of missing out on candidates who may be just as (or more) qualified—but who don’t fit the same demographic mold. Some potential issues that can arise include:

• Reduced diversity: Your company may begin to lack varied perspectives, which studies show is crucial for innovation and problem-solving.

• Missed growth opportunities: Someone with a different background or approach might bring new ideas and skills that could elevate the position.

• Slower hiring: By narrowing your focus, it may take longer to find someone who fits your unconscious criteria.

How Recruiters Help Identify and Avoid Biases

This is one reason why working with a staffing agency can be so valuable during the hiring process. As recruiters, we always ask about the person who previously held the role, not just to understand the job expectations, but to identify whether any unintentional biases are influencing the hiring criteria.

Our job is to help companies hire based on skills, cultural fit, and potential, rather than assumptions rooted in past performance. We can introduce candidates you might not have considered—but who are more than capable of exceeding expectations.

Practical Tips to Avoid the “Clone Hiring” Trap

Want to make sure you’re hiring the best candidate—not just someone similar to your last star employee? Here are a few steps you can take:

1. Focus on Skills and Results

List out the specific results the new hire needs to achieve in their first 90 days, 6 months, and 1 year. Then work backwards to define the necessary skills—independent of who last held the job.

2. Use Structured Interviews

Implement standardized interview questions and scoring systems to reduce subjective evaluations and maintain focus on relevant qualifications.

3. Involve Multiple Decision-Makers

Get feedback from a diverse panel of interviewers. This can help balance out any one person’s biases.

4. Partner With a Recruiting Firm

Working with experienced recruiters, like those at Murray Resources, helps ensure your candidate pool is evaluated through an unbiased lens. We can help you expand your hiring perspective and find candidates who truly fit your company’s goals.

Work With Top Rated Recruiting Firm in the U.S.

At Murray Resources, we’re committed to helping companies build stronger, more diverse teams by removing hidden hiring biases. Whether you’re hiring for one role or scaling up a department, we can connect you with candidates who bring both talent and a fresh perspective. Browse our current job openings or contact us today to learn more about how we can support your hiring efforts.