It’s reported that we receive 11 million bits of information every second. However, we only consciously process 40 bits of this. This means that more than 99.9% of all information is processed on an unconscious level.

In 2006, the term ‘Implicit Bias’ was introduced as a novel concept in a paper. This can play a huge role in the hiring and recruitment process. Sometimes our mind frame a bias positively, yet this can still be unfair.

For example, you see a candidate who went to a university that you classify as intelligent and a good university with good students. However, this can create what is known as the ‘halo effect’. Due to the fact that the candidate went to that university, you could unconsciously be ignoring other parts of the candidate that make them the wrong fit for your business.

We all know that first impressions and gut feelings count for so much during the interview process. However, you need to work hard at preventing unconscious bias because this can lead to unfair, inaccurate judgements, overlooked talent, or even discrimination.

In your mind, you may have a stereotypical image of what a successful person looks like, but this then affects how you compare and contrast all candidates. The person who is best able to promote themselves during the interview may not be the best person for the job or your business.

We all carry something known as affinity bias. This is when your brain sees something in someone else that is familiar or relatable. We all want to be around people that we can relate to, but is that the best thing for the workplace?

The more common gender bias commonly occurs in interviews and the recruitment process too. This is when stereotypical views are believed, such as women not being serious about their careers, men being better at numbers, or physically demanding jobs. In other cases, interviewers may find that they relate more to someone of their own gender.

So how can you make sure that these biases are minimised during the interview, recruitment, and hiring processes?

Research was completed by Harvard and Princeton, and it found that blind auditions increased the likelihood of female musicians joining the orchestra from 25% to 46%.

You also need to think about the tone, voice, and words used in job descriptions to make them inclusive. Opt for words that have gender-neutral descriptions and avoid gender-coded words. As with the orchestra example, why not blind view the CVs, taking out names or any gender details?

During CV reviewing and interviewing, make notes of your initial impressions and compare them with other feedback from interviewers. Evaluate each candidate based on their merit and suitability. Try to avoid comparing candidates against one another.

By using a diverse hiring committee and ensuring numerous people meet the candidate, you can help people check their biases and uncover their blind spots too.

To overcome unconscious biases, you need to recognise that everyone carries their own biases. We would recommend that you take your time with your decisions. View each candidate on their own and see them as an individual; don’t compare them to other candidates, as this is when unconscious biases can slip in.