How to Recognise Unconscious Bias at Work

Jul 12

Most people want to make fair decisions and treat others with respect. Yet our brains naturally rely on shortcuts to process information quickly. These mental shortcuts, known as unconscious biases, can influence how we perceive people, make decisions and interact with colleagues without realising it.

Recognising unconscious bias starts with becoming more aware of the assumptions we make and how they may affect our behaviour. With greater awareness and a few practical changes, we can make more considered decisions and help create a fairer, more inclusive workplace.

Notice Your Everyday Assumptions

Unconscious bias often appears in ordinary workplace situations. You may naturally gravitate towards people who communicate like you, have a similar background or share your interests. You might also assume someone's capability, confidence or commitment based on first impressions or limited information.

When you notice yourself forming a quick judgement, pause and ask, "What evidence am I basing this on?" This simple question can help you distinguish between what you know about a person and what you may be assuming.

Look for Patterns in Your Decisions

Bias may be difficult to identify in a single decision, but patterns can reveal a great deal. Consider who receives the most opportunities, whose ideas are recognised, who gets invited into important discussions and who is regularly overlooked.

These patterns do not automatically indicate intentional discrimination, but they can highlight areas worth examining. Looking at how opportunities and recognition are distributed can help leaders identify potential barriers and make more informed decisions about where changes may be needed.

Be Aware of Similarity Bias

We often feel more comfortable with people who share our interests, experiences or communication styles. This tendency, known as similarity bias, can influence whom we trust, seek advice from or consider for new opportunities.

For example, a manager might favour an employee who reminds them of themselves, overlooking another colleague with equally relevant skills. Make a conscious effort to consider people beyond your usual circle and assess their contributions against consistent, role-relevant criteria.

Question First Impressions

First impressions can shape our perceptions long after we have formed them. Someone who speaks confidently may be perceived as more capable, while a quieter colleague may be underestimated despite having valuable knowledge and experience.

Before drawing conclusions, look for evidence that supports your assessment and consider whether other explanations are possible. Give people opportunities to demonstrate their strengths rather than allowing an initial impression to influence every subsequent judgement.

Slow Down Decision-Making

Recruitment, promotions, performance reviews and project allocation can all be influenced by unconscious bias when decisions rely too heavily on instinct.

Before making an important decision, pause to consider whether you have applied consistent criteria, reviewed relevant evidence and considered different perspectives. For recruitment or promotion decisions, agreeing on the selection criteria in advance can help reduce the influence of personal preferences.

Be Open to Tough Feedback

Sometimes, other people notice patterns in our behaviour that we cannot see ourselves. A colleague might point out that certain voices receive more attention in meetings or that the same people are repeatedly selected for high-profile assignments.

Listen to this feedback with curiosity rather than becoming defensive. Ask questions to understand the concern and reflect on whether your actions may have had an unintended impact. Being willing to learn from others helps build awareness and creates opportunities to improve.

Putting It into Practice

Pause before judging: Notice your first reaction to a colleague's idea or behaviour and consider whether your assumptions or past experiences may be influencing your view.
Look beyond familiar voices: When making decisions, seek input from people with different experiences and consider whose perspectives may be missing.
Check your decisions for fairness: Reflect on how you assess performance, allocate opportunities and recognise contributions. Look for patterns that may indicate certain people are being overlooked.