It is challenging for us to accept that we may be biased. But the harsh reality is that unconscious bias affects all of us.
These biases are formed without conscious awareness and can influence our decisions and interactions. Often, we may not be aware of it because we function on autopilot, without thinking about it. Our brains are hard wired to make unconscious decisions because the sheer number of decisions we make each day can be overwhelming.
While this process is natural, it becomes problematic when these associations lead to unfair treatment or decisions that disadvantage certain groups.
Sometimes these unconscious decisions can inadvertently result in workplace discrimination. We may categorise people based on their profession, gender, ethnicity, place of origin, or on factors such as what they wear or how they communicate. This then contributes towards a work environment that is less inclusive and equitable.
The Impact of Unconscious Bias on Workplace Discrimination
Symonds Research summed up the impact of unconscious bias on four key stages of the employee lifecycle:
1. Attracting Talent
The words used in job advertisements, descriptions, and company websites can unintentionally reflect biases. For instance, masculine-coded terms like “champion” or feminine-coded words like “gentle” can subtly signal who might “fit” the role.
Sourcing practices can also play a role. Companies that rely on non-diverse universities, schools, or referral systems risk perpetuating homogeneity in their talent pools, excluding candidates with diverse backgrounds and perspectives.
Additionally, the imagery and messaging on company websites and social media channels can either reinforce or challenge these biases. Take some time to evaluate your organisation’s communication – does it reflect an inclusive workplace, or can you pick out words and images that reflect an unconscious bias?
2. Hiring Decisions
A study by Mladen Adamovic and Andreas Leibbrandt highlights the stark reality of bias in hiring. Their research revealed that resumes with non-English sounding names received 45.3% fewer positive responses than identical resumes with English-sounding names when applying for non-leadership positions.
This demonstrates how unconscious bias against names can disadvantage candidates from culturally diverse backgrounds, regardless of their qualifications.
3. Developing Employees
Unconscious bias can extend into mentorship, development opportunities, performance reviews, and promotions. Affinity bias is all about favouring individuals who are similar to us; it can limit opportunities for those who don’t share the same background or characteristics as their leaders.
This perpetuates inequality and stifles diverse talent from reaching leadership roles.
4. Retaining Talent
Retaining good employees is crucial for all organisations. Yet, employees who perceive their workplace as biased or unsafe are more likely to leave.
It is imperative to have clear equal opportunity policies that are actively enforced to create an environment where all employees feel valued and respected. Without such measures, companies risk losing talented individuals who could drive innovation and growth.
Taking Action: Mitigating Unconscious Bias
To prevent unconscious bias and its impact on workplace discrimination, I recommend the following proactive steps:
- Conduct Bias Training: Educate employees and leaders about unconscious bias, its effects, and how to recognise and address it in daily interactions.
- Review Recruitment Practices: Use gender-neutral language in job advertisements and ensure sourcing strategies include diverse channels. Implement blind recruitment practices to minimise bias in the initial stages of hiring.
- Standardise Evaluations: Develop clear, objective criteria for performance reviews and promotions to reduce the influence of subjective judgements.
- Foster Inclusivity: Create mentorship and development programs that actively support underrepresented groups, helping them overcome barriers to advancement.
- Enforce Equal Opportunity Policies: Regularly review and reinforce policies that promote a safe and inclusive workplace culture. Ensure employees feel empowered to report issues without fear of retaliation.
Leaders play a critical role in preventing unconscious bias within their organisations. They can build workplaces that value diversity, equity, and inclusion by acknowledging the existence of bias, becoming curious about what this could look like for them and taking proactive steps to address it.
Unconscious bias may be invisible, but its effects are not. By shining a light on these hidden barriers, we can create fairer workplaces where everyone has an opportunity to thrive. Let’s move beyond autopilot and take control of our decisions, ensuring they reflect the inclusive values we aspire to uphold.
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The author Jill Brazil is the Founder of Diversity in Training. She is a qualified trainer and assessor, experienced in Vocational Educational Training and Corporate Training with a background in accounting (CPA), and a special interest in DEI in the local government sector and menopause in the workplace. She is also the co-founder of Diversity and Inclusion Network of WA (DINWA)