Understanding Implicit Bias at Work

• Implicit bias works automatically and can shape decisions without managers realising it.
• It often affects hiring, promotions and day-to-day treatment of staff.
• Managers should review decisions and processes to spot and reduce implicit bias.

Implicit bias means making judgements about people without realising it. These biases are automatic and are learnt over time from our culture, the media and our past experiences. At work, these quick shortcuts can quietly affect decisions.

A manager might, without meaning to, see some people as a ‘better fit’ or ‘more capable’ because of their gender, age or background. They may believe they are being fair, but these hidden assumptions still influence who gets hired, promoted or given opportunities.

Implicit bias often shows up in routine workplace decisions. For example:

• Recruitment: A recruiter may feel more comfortable with candidates who have familiar or Western-sounding names and is more likely to shortlist them, even when all candidates have similar experience and skills.
• Performance Reviews: Unconscious bias can shape how behaviour is judged. A man who speaks confidently in meetings may be described as “assertive”, while a woman speaking in the same way is labelled “aggressive” or “too pushy”.
• Work Allocation: Assumptions about age and energy levels can influence who gets certain tasks. Younger employees may be given high-profile or demanding projects because they are seen as more adaptable, while older employees are overlooked despite having the right skills.

Implicit bias is usually not intentional, but it can still lead to unfair outcomes for individuals and the organisation.

Understanding the difference between implicit and explicit bias helps managers spot where risks arise in day-to-day decisions and choose an appropriate response.

Implicit bias is when people make automatic judgements without realising it. These thoughts happen quickly and quietly in the background, often as mental shortcuts.

At work, this can influence decisions such as who seems confident, skilled or a “good fit”, even when the intention is to be fair and objective.

Explicit bias is more overt. It is when someone is aware of their prejudice and openly shows it, or treats people unfairly, based on protected characteristics such as race, gender or age.

In the workplace, explicit bias is usually easier to identify and challenge because the behaviour is visible and intentional, and may clearly breach equality laws.

Both types of bias can lead to unfair treatment if left unaddressed, but implicit bias is harder to recognise because it often feels normal or justified at the time.

Implicit bias harms both people and organisations. Even when it is unintentional, its effects are real. For managers, ignoring bias can lead to:

• Loss of talent: Good employees may leave if they feel overlooked or treated differently.
• Lower morale: Teams lose trust when they see bias shaping decisions.
• Complaints and legal claims: If staff feel they have been discriminated against, they may raise grievances or claims.

Over time, these patterns can damage trust, performance and the organisation’s reputation.

Managers and employers have a responsibility to make sure decisions are fair. Tackling implicit bias helps create a workplace where people feel respected, included and able to do their best work.

Employers have legal responsibilities to ensure decisions at work are fair and do not discriminate. To meet these duties and reduce the risk of claims, managers should take proactive steps such as providing training, using structured decision-making processes and regularly reviewing workplace practices for signs of bias.

Under the Equality Act 2010, it is against the law to treat someone unfairly because of protected characteristics such as race, gender, age or disability. This includes situations where bias is unintentional.

This means employers must ensure decisions in areas such as recruitment, promotions and performance reviews are fair and free of bias.

If employees believe they have been discriminated against and treated unfairly, they can lodge a claim with an Employment Tribunal, which may result in costly legal proceedings, compensation and reputational damage.

In addition to the Equality Act, the Employment Rights Act 1996 provides protection against unfair dismissal. Employees who feel they have been unfairly dismissed due to discriminatory treatment, including implicit bias, can file a claim under this Act.

The Employment Rights Act 1996 also protects employees from unfair dismissal. If someone believes they were dismissed unfairly because of discriminatory treatment (including decisions influenced by implicit bias), they can make a claim under this Act.

To comply with the law and reduce the risk of claims, employers must take proactive steps, such as providing training and ensuring fair recruitment and evaluation processes.

Understanding what practical steps you can take to reduce implicit bias can help managers and employers reduce its influence in everyday decisions and create a fairer workplace.

Everyone has some unconscious bias, including managers making daily decisions about people. Recognising this and committing to reducing its impact helps create a workplace where people feel respected and decisions are based on merit.

Introduce structured recruitment and evaluation methods.

Standardised interview questions, scoring systems and diverse hiring panels help reduce bias by ensuring all candidates are assessed on the same criteria. This promotes fairness and consistency in hiring and promotion decisions.

Implicit bias is subtle and often goes unnoticed. Managers should regularly reflect on their decisions and consider whether unconscious assumptions may have influenced their actions. Asking for feedback from colleagues can also reveal blind spots and support continuous improvement.

Policies alone don’t change everyday behaviour. Create mentoring schemes that support employees from underrepresented groups, and establish employee networks where staff can connect, share experiences and support each other.

These initiatives should be visible and consistent. Inclusion becomes effective when it is part of daily practice, not just a policy statement.

Training reinforces these practical steps by helping managers and employees recognise bias and apply fair decision-making consistently. It strengthens confidence, supports fairness and shows the organisation’s commitment to an inclusive workplace.

The practical steps above work best when everyone has a shared understanding of implicit bias and how to manage it. Training turns these ideas into consistent day-to-day practice.

Human Focus offers an online Equality, Diversity and Inclusion course that helps employers, managers and employees recognise implicit bias, reduce its impact and support fair, evidence-based decisions. The course also covers key aspects of the Equality Act 2010 and employers’ responsibilities, helping organisations show they take equality and inclusion seriously.

By building awareness and confidence, this training supports the actions in this blog and helps create a workplace where everyone is treated fairly and has equal opportunities to succeed.