Step 2: Understand Personal Biases

Step 2: Reflect on Individual and Group Biases

Now that we’ve discussed how hiring teams or committees should set themselves up for success, let’s discuss how Committees can reflect on individual and group biases.

At any step in the search and recruitment process, unconscious bias may impact decision-making. The next part of the online resource includes:

• A definition of unconscious bias (also known as implicit bias).
• An exploration of various forms of unconscious bias.
• Examples of how unconscious bias may manifest in the recruitment process.

Definition of Unconscious Bias

Many human attitudes, beliefs and behaviours are shaped by unconscious cognitions (Stanley et al., 2008). Thoughts and feelings are ‘implicit’ or ‘unconscious’ if we are unaware of them or are mistaken about their nature. Sometimes these unconscious cognitions are biased, and they can negatively affect judgement. A bias exists when, rather than being neutral, we have a preference for (or aversion to) a person or group. The term ‘unconscious bias’ is used to describe an attitude towards people or associated stereotypes that exists in one’s sub-conscious even when these attitudes or stereotypes are contrary to one’s values.

The factors that can contribute to the formation of unconscious biases include socialization; culture (social and institutional influences); personal experiences; things other people tell us; and external influences such as social media.

How does implicit or unconscious bias affect perception? Unconscious bias affects our perceptions and judgements without us realizing this influence (Beugre, 2018; van Nunspreet et al., 2015).

Unconscious bias during committee processes can stem from emotionally driven motivations, personal knowledge of individual members, or an information-processing style (Goldyne, 2007). For example, if a committee member perceives an affinity with a candidate, there will automatically be an advantage for that candidate and a disadvantage for the other candidates. Unconscious bias can also stem from an information-processing style; for example, our brains form shortcuts (or heuristics) in order to deal with vast amounts of information. Heuristics reflect reduced cognitive effort associated with a task (Shah & Oppenheimer, 2008). What follows are common types of bias affecting committee processes.

Confirmation Bias

Confirmation bias is an information-seeking process where there is a preference for information that supports one’s position compared to information that opposes this position (Nickerson, 1998). Schulz-Hardt et al. (2000) found that bias can be observed when groups “are rationalizing instead of rationally trying to find the best alternative” (p. 666). Moreover, group composition, in particular, homogenous groups, can amplify bias. These cognitive biases can have detrimental effects on decision-making.

How to Avoid:

Objective, measurable criteria should be used and applied consistently to each candidate to minimize bias. Such a standardized process has been shown to be a key strategy to minimize the influence of unconscious bias on decisions.

Affiliation Bias

Refers to a lean in favour or against a person based on that person’s affiliation. For example, the reviewer and applicant/candidate might share a common connection. Prestige bias is a form of affiliation bias whereby the applicant/candidate’s affiliation with an eminent or distinguished institution or supervisor etc. has an influence on the decision-making process.

How to Avoid:

Consider the rule of 3. Do I have 3 pieces of objective evidence that confirm an opinion about an applicant? Are my pieces of evidence truly objective? Is there potential bias in my evidence, and have I accounted for that in my assessment?

Affinity Bias

When we gravitate toward people like ourselves in appearance, beliefs, lived experience, and background (LeanIn.Org). Unconsciously, the person with whom you have a perceived affinity will automatically have an edge over the others whether they deserve it or not. Affinity bias can continue in the work environment in the assignment of tasks or work.

How to Avoid:

Consciously consider when a candidate may be similar to you. Note the attributes that are similar and consider whether they add to the candidate’s qualifications. A candidate growing up in the same area, for example, doesn’t add to their qualifications.

Selective Perception

A tendency to perceive only what a person feels is right while ignoring other views.

How to Avoid:

Actively listen to the views expressed by others. Do not discount opinions expressed by one or only a few committee members. Think about their perspectives and use them to check your own thinking for potential biases.

Halo Effects

A tendency to think everything about a person is good because our first impression of the person is good.

How to Avoid:

Evaluate each aspect of a candidate’s application in isolation before considering it in its totality. Consider the quality of their application separate from the CV/Resumé for example. Set aside your assessment of the CV during the candidate’s interview, etc. Make note of potential negatives or downsides to consider later but don’t dwell on them in the moment.

Contrast Effects

A positive contrast effect occurs when people are perceived as better than they actually are because they were compared to someone worse. A negative contrast effect occurs when people are perceived as worse than they actually are because they are compared to someone better.

How to Avoid:

Evaluate each candidate in isolation before comparing them to others. Start anew in your evaluation with each new applicant, interview, etc. Make note of your assessment of each candidate but then consciously set that aside as you move to the next candidate. Consider a mental break in between application review to provide a break in your thinking.

Groupthink

Concurrence-seeking becomes more dominant than realistic appraisal, which affects decisions. In other words, the desire for harmony or conformity fosters dysfunctional or irrational decision-making.

How to Avoid:

Cultivate a diverse hiring team or search committee with a variety of lived experiences. Actively provoke perspective taking by asking the committee to “try on” a decision or alternative perspective. As Chair of the Committee or someone in a position of power or authority, reserve your opinion until others have contributed theirs. Have each member of the committee, or whoever is responsible for hiring, reach an evaluation of candidates before any discussion.

Stereotyping

An inference that a person has a whole range of characteristics and abilities that are assumed by all members of the group to which the person belongs (e.g., racial group, social group).

How to Avoid:

Operate with the evidence in front of you. Consider the rule of 3. Do I have 3 pieces of objective evidence that confirm an opinion about an Applicant? Are my pieces of evidence truly objective? Is there potential bias in my evidence, and have I accounted for that in my assessment?

Consider exposing yourself to perspectives of folks with different lived experience than yours. Integrate this learning into your daily life.

Conflict of Interest

Bias can also be introduced into the committee deliberations when a conflict of interest is present (Moore, Tanlu & Bazerman, 2010). For the hiring team or search committee, the bias that can be introduced via a conflict of interest can only be avoided if the committee member with the conflict of interest resigns from the hiring team. In some contexts, a conflict of interest disqualifies a member. Avoiding this bias can foster impartiality, fairness, trust, accountability, and transparency, and protect the integrity of the decision-making system.

In the sections that follow, we’ll explore unconscious bias at various stages of the recruitment and selection process.