We often hear talk of unconscious bias, within society, the workplace and wheedling its way through HR circles but how do we actually define such a broad term? Acas offers an explanation, stating, “Unconscious bias occurs when people favour others who look like them and share their values. The brain uses shortcuts to speed up decision making and unconscious bias is a by-product.” The operative word being unconscious, we may not be aware how we are judging someone or applying bias to them through our own background, culture and personal encounters. For example, two thirds of individuals polled in the UK who were in top executive positions, showed unwitting bias.
In recent years as the awareness of the phenomenon has grown, studies and research have been conducted into unconscious bias within workplace practices to shed light on the occurrence. Looking at recruitment processes, for example, bias has the potential to adhesively dominate the overall screening process by which applicants are selected, interviewed and secure the role. But does this not create mass inequality for the individuals rejected possibly due to race, gender, age or other common stereotypes?
Let’s look at the stats. Recent research from the Adecco Group, found that 39% of hiring managers have not received training in the field of unconscious bias as part of the recruitment process and nor do they know how to avoid it. Statistics have also revealed that despite maintaining 13% of the population, ethnic minorities are disproportionately appointed to senior roles, with a mere one in 16 occupying management positions. The evidence illustrates that society has not migrated far enough and that this is still widespread in the workplace. Unconscious bias can innocently sabotage an employer’s decisions and, in turn, lowers the chances of gaining applicants who can bring the right diversity and initiative needed in a company.
In truth, many of us have some form of unconscious bias… subconsciously. Whether this is through like-mindedness to an individual, forming rapport through similarities or clutching onto perceptions from prior experiences. For HR teams and hiring managers however, it is important that methods to combat bias are prevalent in the training process, so that best practice can be deployed in everyday processes. It is vital that employees realise the importance of diversity and culture and how this leads to success in a business.
On a promising note, research has shown that the most innovative companies are adopting pragmatic use of artificial intelligence and new technology to reduce ways in which bias can rear its head. Employers are gravitating towards solutions such as Blind CVs, the short list index and mandatory diversity training, all of which can help mitigate against unintentional prejudice. Blind CVs are a key way of depersonalising an individual in the application process, removing all personal information from their CV such as age, gender and their name. Leaving little to the imagination, this allows an employer to focus solely on the candidate’s experience and capability for the role at hand.
Employee training is another impactful way of improving recognition of bias and teaching preventative techniques to hiring managers. By making individuals aware of their unconscious bias they can learn to make more objective hiring decisions. Training can also help companies avoid instances of self-fulfilling prophecies and automatic role association, for example assuming the CEO of a company is an older male or a nursery nurse is female.
So, what would a workplace that shuns unconscious bias look like?
Fast forward 20 years, and we might be experiencing a transformed bias free zone. Seeing productivity at its pinnacle, and a welcoming response to diversity and creativity. Results of these changes will supplement companies with benefits, sustaining high employee retention rates and widening talent pools. It seems embracing change can certainly bring positive results.
Arguably, subjectivity is inherent in our human psyche and something that will always occur from time to time. However, we can take steps to acknowledge the consequences of unconscious bias before it becomes entrenched in HR practices. It is up to us to lead by example and tackle these challenges to encompass more diversity in the working world.
