Unconscious bias at work can make people feel left out, that they are being treated unfavourably and even discriminated against. It can also limit the benefits of diversity in the workplace. These outcomes are often not intentional, although having workplace processes that rely on human judgement, from recruitment through to performance management, runs the risk of perpetuating systemic bias and inequality.
The following guide provides a practical introduction for employers, managers and HR personnel as to the meaning of unconscious bias, how this happens and the different types of bias. We also look at how you can test for hidden intolerances or prejudices within your team, including the types of questions that will be asked in a standard unconscious bias test in the UK.
What is unconscious bias?
Unconscious bias, otherwise known as implicit bias, is a term used to describe associations or assumptions that are outside our conscious awareness. It refers to unintended preferences or prejudices towards certain people based on the associations we have with particular characteristics, such as age, gender, sexuality, disability, ethnicity, body size and so on.
In many cases, this is because we are judging someone based on any visible difference, although unconscious bias can also arise because of associations based on, for example, someone’s religious identity, political affiliation or social and economic background.
The presence of unconscious bias means that we automatically respond to others, in either positive or negative ways, based on their appearance or certain other characteristics. This can influence what we think, the judgements we make, how we act and the perception we have of another person before we even get to know them. In many cases, we make assumptions about people because they’re not the same as us or because they’re like us.
Why does unconscious bias happen?
On average our brains work hard to process several million pieces of information per second, but only consciously capture and process a tiny fraction of these, meaning we are constantly taking shortcuts to fill in the blanks. Unconscious bias is an example of a shortcut our brain takes to make snap judgments about people before we even realise we have done so.
The brain’s ability to make snap decisions below the level of conscious thought is a primal instinct, designed to keep us out of harm’s way, such as the ability to distinguish friend from foe. However, the survival mechanism that allows us to function instinctively also leads to unconscious bias, where we make hasty and unfounded assumptions about people.
We all have biases which we unconsciously apply much of the time. This is the result of external influences shaped by our background, upbringing and personal experiences. These experiences act as social filters in which we make assessments of the people around us.
For example, if we’re used to seeing male firefighters or female nurses, we may assume that these are inherently male or female roles, where these associations become wired within the human brain. Societal stereotypes can also arise through representations of different groups in the media, for example, we may be used to seeing heroes and villains on TV look a certain way, and unconsciously assume someone is either good or bad based on how they look.
Different types of unconscious bias
Human beings have a natural propensity to place people into social categories. Categories give order to our lives, but can also create the foundation of stereotypes and prejudices, where the unconscious brain uses associations based on these categories to develop a number of different biases. One of the most common forms of unconscious bias is affinity bias, where everyone has deep subconscious preferences for people with similar characteristics.
Often referred to as ‘like me’ bias, affinity bias is where we favour someone, perhaps because they look like us or have a similar background to us. At the same time, this form of bias means that we may be less likely to seek bonds with those who are noticeably different to ourselves.
Other common forms of unconscious bias include confirmation bias, where we only listen to information that confirms and supports our pre-conceptions; anchor bias, where the mind anchors to the first piece of information that we’re given about a person; conformity bias, where our views are swayed too much by what other people think; and attribution bias, where we incorrectly evaluate the reasons behind the experiences and accomplishments of others.
Impact of unconscious bias in the workplace
When left unchallenged, unconscious bias can have a seriously damaging effect within the workplace. These harmful effects can influence decisions around recruitment, promotion, training and performance management. In this way, unconscious bias can quickly lead to a lack of diversity in the workplace and create significant barriers to inclusion and career progression.
For example, an employer may turn to males to take up leadership positions, even if they are less qualified than their female counterparts, or they may wrongly assume that someone with a visible disability would not want a customer-facing role. Often the employer will not be aware that they are behaving in this way or how this bias is affecting their decision-making.
Unconscious bias also often results in a set of micro-behaviours. Examples of positive micro-behaviours include managers supporting the ideas of someone with whom they have an unconscious affinity whilst in a team meeting, or simply wanting to have coffee with someone similar to themselves. Examples of negative micro-behaviours include cutting someone off in meetings or ignoring their contributions because they’re visibly different.
Affinity bias is especially harmful in organisational decision-making, where managers are more likely to assign key client projects to individuals within their teams with whom they have an unconscious affinity with. Where there is some kind of affinity, managers are also more likely to spend time discussing the positive aspects of a persons performance, with a focus on development and progression. In contrast, for those where there is little affinity, managers are more likely to question and seek to disparage past performance.
Using unconscious bias tests
Following collaborative research between researchers at Harvard University, the University of Virginia and University of Washington, psychologists have developed a range of online tests to measure unconscious bias. These are known as Implicit Association Tests (IATs). With the same test format adopted for use in the UK, IATs can be used to assess a person’s attitudes or beliefs about a range of topics, including age, weight, gender, sexuality, skin-tone and race.
The IAT measures unconscious or automatic biases, and can tap those hidden stereotypes and prejudices that circumvent conscious control. Although IAT’s are by no means an accurate indicator of a person’s true beliefs, where the results can be influenced by different variables, such as fatigue, they can be used as a tool to jumpstart our thinking about hidden biases. This can help us to identify where these biases come from and how they influence our actions.
The IAT works by measuring associations between concepts, for example, young people and old people, and evaluations of these subjects, for example, ‘good’ or ‘bad’. The test participant will be asked to put a series of images and words into categories as fast as they can using buttons on their keyboard. The idea is that people are quicker to respond when items that are more closely related in their mind share the same button. For example, an implicit preference for young people means that someone will be faster to sort words when images of young people and ‘good’ share a button, relative to when images of old people and ‘good’ share a button. The speed of word association will then test any unconscious bias.
The test participant will also be asked a number of standard demographic questions, as well as questions about their attitudes and beliefs. For example, in an age-related unconscious bias test, a test participant will be asked the following series of questions:
- Which statement best describes you? (eg, ‘I like young and old people equally’)
- How warm or cold do you feel towards young people?
- How warm or cold do you feel towards old people?
- What age would you choose to be?
- What age would you like to live until?
- How old do other people usually think you are?
- How old do you feel?
- At what age does a person move from being a child to being a young adult?
- At what age does a person move from being a young adult to being an adult?
- At what age does a person move from being an adult to middle-aged?
- At what age does a person move from being middle-aged to old?
Having undertaken the practical exercises and answered all the questions, the test participant will receive an interpretation of their IAT performance. In some cases, the IAT could reveal an automatic preference. Depending on the magnitude of the IAT result, the automatic preference may be described as ‘slight’, ‘moderate’, ‘strong’ or ‘little to no preference’.
Dealing with unconscious bias in the workplace
Often our intention is not to make biased decisions and, through a focus on conscious thinking and by creating inclusive workplace cultures, we can learn to control our unconscious biases and mitigate the impact of this on our recruitment, performance and talent processes.
Even though it would be virtually impossible to entirely eliminate unconscious bias, where residual intolerances and prejudices are always likely to remain in our subconscious, the following practical steps can help to tackle the influence of hidden bias:
- Become aware of our own unconscious bias: regardless of how fair-minded and inclusive we believe ourselves to be, most of us have some degree of unconscious bias. Identifying the biases that we may have can often be the hardest step, but it’s only once we understand our own bias that we can challenge and overcome this. Educating yourself and your team through unconscious bias training is a good first step.
- Find your unconscious bias-trigger: write a list of situations when you’re most likely to have experienced any biases. This could be when you encounter a certain individual or group of people, are in a particular mood or use a certain form of communication, such as email or in meetings. Recognising when bias is taking control over our decision-making and behaviour is a key step in minimising the negative impact of unconscious bias in the workplace.
- Slow down: the next time you notice an unconscious bias-trigger, try giving yourself a minute to pause and consider your response before instantly reacting. A good way of turning off the part of your brain that automatically makes snap judgments is to take three deep breaths. This will help your brain to make more careful, conscious and rational decisions.
- Do one small thing differently: by trying different approaches at work, just in small ways, such as asking a different person to kick off each meeting or getting feedback from someone who wasn’t vocal during a meeting, this can help to create a more inclusive environment.
- Reward yourself: by giving yourself some well-deserved recognition for addressing any unconscious bias, this can help embed new thought processes. Research shows that positive emotions help to cement things as habits.
Need assistance?
DavidsonMorris’ are experienced in supporting employers with all aspects of human resource best practice. Unconscious bias tests can offer valuable insight, helping to implement cultural change and promote fair and diverse working environments. Contact us to discuss how you can improve your organisation’s approach to diversity and inclusion by proactively dealing with unconscious bias.
Unconscious bias test FAQs
What is unconscious bias?
Unconscious bias refers to the automatic judgements and stereotypes that people form about others without being fully aware of them. These biases can affect decisions and behaviour in the workplace, often unconsciously influencing who is hired, promoted, or given certain tasks.
Why should employers in the UK be concerned about unconscious bias?
Unconscious bias can hinder diversity and inclusion efforts, impacting workplace culture, employee morale, and overall productivity. Additionally, addressing unconscious bias aligns with the UK’s Equality Act 2010, helping employers prevent discrimination and ensure fair treatment.
How does an unconscious bias test work?
An unconscious bias test typically assesses automatic associations individuals have with certain groups or characteristics. Tests like the Implicit Association Test (IAT) present scenarios or word pairings to uncover implicit attitudes, revealing potential biases that may be influencing behaviour.
Are unconscious bias tests accurate?
While unconscious bias tests can highlight tendencies and raise awareness, they aren’t definitive measures of character or intent. Results should be used as a starting point for discussions on bias and personal growth, rather than as labels or judgements.
Do all employees need to take unconscious bias tests?
It’s not necessary for every employee to take a bias test. Many employers offer it as a voluntary tool, especially for leaders and those involved in recruitment or decision-making roles, where awareness of biases can be particularly impactful.
What should employers do after identifying unconscious bias?
After identifying bias, employers can provide training, set up regular discussions on inclusion, and make adjustments to policies to support fair treatment. Addressing unconscious bias is a continuous process, requiring consistent action and reinforcement.
Are unconscious bias tests legally required in the UK?
Currently, there is no legal requirement for UK employers to conduct unconscious bias testing. However, many organisations find that doing so supports their diversity and inclusion objectives and aligns with anti-discrimination laws under the Equality Act.
Will test results be confidential?
Most organisations treat unconscious bias test results as confidential, sharing them only with the individual or using them in aggregate to assess group trends without revealing individual scores.
Can unconscious bias be completely eliminated?
Completely eliminating unconscious bias is challenging, as biases are often deeply ingrained. However, awareness and regular training can reduce its impact, helping people to make more objective, inclusive decisions over time.
What are the 5 unconscious biases?
There are various forms of unconscious bias, but often the 5 unconscious biases most commonly found in the workplace are affinity bias, confirmation bias, anchor bias, conformity bias and attribution bias.
How do I know what my unconscious bias is?
One of the best ways of identifying any hidden biases is by taking an Implicit Association Test (IAT). An IAT can be used to evaluate a person’s attitudes or beliefs about a range of topics, including age, gender and race.
Glossary of Terms
| Term | Definition |
|---|---|
| Unconscious Bias | Automatic, unintentional judgements people make about others based on stereotypes, often without realising it. |
| Implicit Association Test (IAT) | A type of test that measures automatic associations between concepts, often used to identify biases. |
| Situational Judgement Test | A test that presents hypothetical scenarios to evaluate an individual’s judgement and reactions. |
| Equality Act 2010 | A UK law that prohibits discrimination in the workplace and wider society on various grounds, including race, gender, and disability. |
| Inclusion | The practice of ensuring individuals feel respected, valued, and able to participate fully in the workplace. |
| Diversity | The presence and acceptance of varied backgrounds, perspectives, and experiences within a workplace. |
| Bias Score | A score derived from unconscious bias tests that indicates the level of bias an individual may hold. |
| Behavioural Assessment | An assessment used to evaluate individuals’ tendencies, behaviour patterns, or attitudes. |
| Confidentiality | The principle of keeping test results private and only accessible to authorised individuals. |
| Voluntary Participation | A choice given to individuals to participate in tests or assessments without being required to do so. |
Author
Founder and Managing Director Anne Morris is a fully qualified solicitor and trusted adviser to large corporates through to SMEs, providing strategic immigration and global mobility advice to support employers with UK operations to meet their workforce needs through corporate immigration.
She is a recognised by Legal 500 and Chambers as a legal expert and delivers Board-level advice on business migration and compliance risk management as well as overseeing the firm’s development of new client propositions and delivery of cost and time efficient processing of applications.
Anne is an active public speaker, immigration commentator, and immigration policy contributor and regularly hosts training sessions for employers and HR professionals
