How to challenge unconscious bias in the workplace

By Randy Miller and?Ulrika Ekl?f

A big driver of inequality is bias. In many cases, bias is unintentional — the result of ingrained practices, cultural cues or simply wanting to hire someone “likable” who seems to fit in.

During a recent meeting of the EY Global Advanced Manufacturing & Mobility Women’s Network, we discussed the unfortunate role unconscious bias plays in hiring practices, promotions and leadership opportunities.

In the US, March is Women’s History month, which gives us a chance to commemorate and encourage the study, observance and celebration of the vital role of women in American history. It’s also a great time to continue talking about the steps we can take to forge a gender-equal world, challenge stereotypes and build workplaces where women thrive.?

Research shows our brains are hard-wired to make quick decisions, especially when under pressure. Our brains perpetuate bias even when we know it’s not true. And by definition, the person with unconscious bias does not realize they are acting on an implicit predisposition. So how can they address it?

Balance the odds by stacking the deck

A guest at our recent discussion, author Bonnie Fetch, observed and experienced bias throughout her career in industrial manufacturing. Her book, (Un)Skirting the Issues: A Guide for the Well-Intentioned Man in Today’s Workplace, gives practical advice about how organizations can work to become more diverse and inclusive.

When it comes to hiring, Bonnie advocated for stacking the deck statistically in favor of the most equitable hiring. This data-driven approach is backed by a Harvard Business Review study. The study reveals that if an organization interviews four candidates and only one comes from an under-represented background (a woman, a person of color, a member of the LGBTQ+ community, a person with a disability or another underrepresented group), that candidate has virtually zero chance of getting the job.

However, if the interview list has a 50/50 mix of candidates from the traditional majority and minority backgrounds, a candidate from an underrepresented background has a 50% chance of being hired, the Harvard Business Review study showed.

Bonnie urged organizations that are hiring to actively seek more women who have the qualifications and capability to do the job. Strive to make your list of candidates long, she said, specifically to include more women and minorities, and take the time to evaluate them individually, not against a preconceived ideal.

When it comes to reskilling for the jobs of tomorrow, in fields such as cloud computing, engineering and data and AI, the World Economic Forum’s Global Gender Gap Report reveals further evidence of segregation in emerging roles and finds that women have a larger gap in fields where they are currently underrepresented. The report states that it is possible to design systems and policies that boost gender parity. These include addressing care leave, implementing policies and practices that focus on occupational segregation and providing mid-career reskilling policies, combined with unbiased hiring and promotion practices.

Steps managers can take to address their own unintended bias in hiring

An important step to tackling unconscious bias is greater awareness. Make your voice heard this Women’s History Month and throughout the year.

The next time you are faced with a workplace decision, challenge your own bias:

1. Ask yourself what your opinion about the job candidate is based on. Is it based on evidence? What assumptions are you making? Explore your own biases and have conversations in safe spaces with those with whom you feel comfortable, who can help you think through your ideas.
2. Take a break. Pause and think and avoid acting impulsively. By not rushing to judgment, you can reduce unconscious bias and give yourself a chance to review your decision through many points of view. Ask yourself if you are evaluating the candidates on different standards.
3. Recognize that you might make the wrong decision – and that’s okay. A hiring manager may feel more pressure when hiring a female candidate. They may think that hiring a woman who doesn’t live up to expectations will reflect poorly on them, but they don’t have the same hesitation when hiring a male candidate. That’s unconscious bias revealing itself once again.

Inclusiveness in the workplace

While diversity and demographics can be measured, company leaders must also consider inclusion, which is more difficult to quantify.

Questions to ask employees around inclusiveness include: Do you feel like your thoughts and ideas matter? Do you feel like you have equal opportunity for advancement?

If a large proportion of any population (such as women or another minority) is leaving your organization, that could be another indicator of lack of inclusivity.

Even with imperfect benchmarks and ways of measuring inclusiveness, it’s time to get started. Focus on it and learn from what you discover. By following these steps, you can not only recognize the role unconscious bias plays in your hiring and workplace practices, but you can also take the next steps to move from awareness to action.

Please feel free to share your own tips and thoughts with us in the comments section.

The views reflected in this article are the views of the authors and do not necessarily reflect the views of the global EY organization or its member firms.