As an employer avoiding hiring unconscious biases, particularly when building gender diverse teams in your company is a straightforward step toward improving productivity. Hiring unconscious bias is part of human nature — we all have it. However, by identifying when your opinions are based on ungrounded assumptions rather than valid evidence, you will build a more impactful, diverse team.
Gender biases manifest in various ways, such as the gender pay gap, the underrepresentation of women as CEOs of S&P 500 companies, and the low number of women in STEM fields. These biases often go unnoticed in the hiring process, where concepts like "culture fit" and "shared values" can sometimes mask an unconscious bias. While values and culture are essential for a well-functioning business, ensuring they don’t lead you to overlook the benefits of a diverse team that can drive business performance is crucial.
What is a Bias
Bias is a systemic prejudice for or against something or someone. Biases can adversely impact your judgment, causing you to make non-fact-based decisions in favour of one person or group to the detriment of others.
To help identify unconscious biases, one can look at the repeat actions one makes. The aforementioned definition makes the main point that biases are systemic, meaning one repeats the same patterns.
Practical Examples of Bias Impact
Anchoring Effect
During that initial, unscheduled phone screening, the hiring manager hears the woman’s children in the background and notices her slightly distracted voice—she’s just returned from the school run. It’s easy for the hiring manager to assume this is what her workday will always be like. But in reality, you’ve simply caught her at a hectic moment. She actually has all the childcare support she needs and is fully prepared to focus on the job.
Framing Effect Bias
The Framing Effect Bias plays a significant role in how job descriptions attract or deter potential applicants. The language used in a job posting can subconsciously signal to candidates whether they fit the desired profile, influencing their decision to apply.
For example, when a job description emphasises traits like "aggressive," "competitive," or "dominant," it can unintentionally create an image of a work environment that is tough and cutthroat. While this may appeal to some candidates, it may also deter others, particularly women, who associate these qualities with a workplace culture that is less collaborative or inclusive.
Availability Heuristic
This is a cognitive bias that occurs when people make judgments or decisions based on how easily examples come to mind. This mental shortcut leads individuals to rely heavily on immediate, readily available information rather than considering all relevant data.
The Availability Heuristic can influence decisions such as hiring or performance evaluations in a workplace context. For example, if a manager recently dealt with an employee of a particular gender underperforming, they might be more inclined to assume that similar candidates will also underperform, even if there is no evidence to support this assumption. This bias can lead to unfair or uninformed decisions, emphasising the importance of being aware of the bias and seeking objective data when making judgments.
Confirmation Bias
A recruiter who believes that men are generally more assertive and better suited for leadership roles may unconsciously favour a male candidate who confidently discusses his achievements during an interview, seeing this as evidence of his leadership potential. When a female candidate with similar qualifications emphasises team success rather than individual accomplishments, the recruiter perceives her as less capable of leading despite her strong credentials. This confirmation bias leads the recruiter to give more weight to the male candidate's qualities, reinforcing gender stereotypes and limiting diversity in leadership roles.
Loss Aversion Bias
Hiring new employees is always a leap of faith. Not only are you trusting someone to deliver on the job, but you're also introducing a new dynamic to the team. This can feel especially risky for many hiring managers when considering candidates from underrepresented genders. They may worry that the hire could disrupt team performance or cohesion. As a result, they often play it safe by sticking to familiar choices—unintentionally sidelining diverse candidates who could bring fresh perspectives and strengths. Overcoming this bias is vital to building more innovative and balanced teams.
How Addressing Bias Will Positively Impact Business
- Reduction in the time jobs remain open due to the "right fit" being elusive.
- Avoid turning away qualified candidates in a skills-shortage economy.
- Build a diverse team with unique perspectives that can drive innovation.
- Implement evidence-based hiring to ensure candidates are chosen for their qualifications and experience, not just gut feelings.
By actively addressing unconscious gender bias, you foster a more inclusive workplace and unlock your team's full potential. A diverse and equitable workforce drives innovation, enhances problem-solving, and improves business profitability. As an employer, recognising and mitigating these biases is a strategic advantage that can set your company apart in a competitive market. Embrace the opportunity to create a more balanced and dynamic organisation where everyone, regardless of gender, can contribute to their fullest potential.
