Many companies have introduced training programs to stamp out unconscious bias, but still fail to see real change. So, what’s needed to make it more effective?

Unconscious bias refers to attitudes and assumptions about an individual based on factors such as gender, age or ethnicity among a wide range of other potential characteristics. The bias can be deeply ingrained, and is often accompanied by a lack of self-awareness.

Often it takes deliberate effort, such as training, to remove or bipass the bias. 

“Bias leads us to make quick, but not always helpful or empowering, decisions,” says David Michels, managing partner of management consulting firm Bain & Company. 

“It results in a reliance on stereotypes as a mental shortcut, which can place others into boxes rather than understanding their motivations and complexities — and leveraging their individual strengths.”

Most people possess some degree of unconscious bias, but this does not mean they can never distinguish it or successfully manage its potentially damaging outcomes.

“Bias is also contextual: I might champion and promote someone from one particular minority group in a certain setting or circumstance, while routinely ignoring suggestions from a different underrepresented group in another,” says Natalie Richardson, principal at equity and inclusion consultancy KeepThem.

Bias impacts existing and potential employees

In the workplace, unconscious bias signals to certain individuals that they do not belong, or that their views are not valued. It can also stifle career progression.

“When that happens, people stop being engaged, and they stop contributing ideas. It can also lead to ‘presenteeism’ and ‘quiet quitting’ which can have huge impacts on an organisation in terms of its productivity and innovation,” says Richardson.

One important reason to deal with unconscious bias is that it often manifests in recruiting practices.

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