By Joe Moreland
According to the Center for Applications of Psychological Type, introverts
make up anywhere from 47-55% of the population in the U.S. Yet, according to many, almost all of our
interviewing processes and workplace incentives are modeled around the idea of
appealing to extroverts. Is it possible that our methods of recruiting, interviewing and
workplace practices are actually driving away a significant segment of our
workforce? 1
Job descriptions frequently contain phrases like outgoing, people-person, high-energy and upbeat. To introverts
these often appear as code words for “extroverts wanted.” At the very least,
many candidates are liable to perceive you as an employer that will ask them to
behave socially in ways that do not come easily to them.
Introverts may be more attracted to jobs that contain phrases like smart, caring, patient, and knowledgeable.
These are very desirable traits that also won’t dissuade any extroverted
candidates. Introverted candidates can be (and often are) very sociable, but
they are also very smart and have spent a lifetime with people trying to fit
their square peg introvert personality into the round hole of
extroversion. This has likely made them
cautious when it comes to certain buzz-words and, in today’s employment market,
they can afford to just avoid any jobs that raise alarms.
If you experience higher turnover than you’d like, it could be that your
current workplace environment is more conducive to extroverts than introverts.
Do you have everyone working in an open floor plan? Do you play loud music in
the background? Do you ring a bell every time there is a sale? Introverts can
endure these things to a point, but, make no mistake, it drains them of their
energy.
Psychology Today provides some tips for introverts to survive in the
workplace, but this same article can be used to help employers figure out the
kinds of situations that will drive introverts away. This includes things like
putting them on the spot by demanding a solution from them without giving them
time to consider a problem; or rewarding loud and boastful behavior while
penalizing quiet, more reserved conduct.2
Susan Cain, bestselling author of “Quiet:
The Power of Introverts in a World That Can’t Stop Talking,” emphasizes that,
contrary to popular perception, introverts are not any more shy than
extroverts. They also do not lack confidence in themselves at a higher rate
than extroverts. They just don’t display it as openly as their extroverted
co-workers.3
Lillian Cunningham, former editor of the
Washington Post’s “On Leadership” section, had this to say on how modern
workplaces put introverts at a disadvantage:
“We live with
this value system that I call the new groupthink, which holds that creativity
and productivity come from a very gregarious place. When we want people to come
up with a new idea, we tend to call a meeting. But again, this is especially
bad for introverts, because it’s not the way introverts like to be creative.
They tend to prefer to go off by themselves to think, rather than thinking out
loud.” 4
Not sure how to effectively relate
to introverts in your hiring process or in your workplace? Here are a few suggestions:
- Don’t
expect introverts to sell themselves too much. It’s not that they don’t care
about getting the job; it’s more that they are more critical of themselves than
anyone else. - Don’t
expect a lot of small talk. Introverts can come across as being rude, but what
they actually are is blunt. They will typically answer questions directly and
succinctly. - Be
sure to listen. While introverted candidates and employees will likely give you
thoughtful and insightful answers; they may not feel inclined to repeat
themselves.
There are lots of resources
available online to read up on how you can connect with introverts. Gather your
recruiting team leaders and consider how you can do a better job of attracting
and retaining this significant portion of the workforce.