Implicit Bias Examples: 7 Biases To Know

Understanding different examples of Implicit bias help us understand our own biases, which we tend to overlook. An example of implicit bias could be when a manager allocates a tech-heavy task to a young employee rather than an older one, based on the assumption that younger employees are better with technology. Another example in the classroom could be when students marginalize non-native English speakers while forming work groups based on the implicit belief that they would not perform as well as their native English-speaking colleagues. Here are some other important impact biases you should know

Implicit Bias Examples

Learning to understand implicit biases is the first step in addressing them. The various kinds of implicit bias are as follows:

1. Gender Bias

Gender bias occurs when someone unintentionally identifies specific stereotypes with different genders. This form of bias may impact the company's recruitment processes and relationship dynamics. If the hiring panel prefers male candidates over female candidates despite having identical qualifications and employment experience, this is an example of hiring bias. The gender pay gap is another well-known example. Men's average median wage is around 18% greater than women's as of 2021. For some groups, gender bias may limit job and career progression possibilities.

You can avoid gender bias by setting gender-neutral recruitment standards, which is done by preparing the definition of the ideal applicant profile and evaluating all candidates against it. You can set gender diversity goals to create a more gender-balanced team by setting qualitative gender diversity objectives. Women should be encouraged to take up leadership roles and the required resources to do so. 

2. Ageism

Ageism is the stereotyping or discrimination of others based on their age, which frequently occurs among senior team members. Ageism continues to be a problem since not everyone files a complaint. According to an AARP survey, over 60% of workers aged 45 and above had witnessed or experienced age discrimination in the workplace.

You can prevent ageism by not making assumptions based on age. You should not assume that older workers do not know how to utilize technology or are unwilling to learn new skills because they are older. You must ensure that everyone has equitable access to learning opportunities. You can create two-way mentorship programs where a senior team member is partnered with a new hire to foster cross-generational teamwork. This type of collaboration allows team members of various stages to communicate more easily, which can break down age stereotypes.

3. Name Bias

The tendency to favor certain names over others, mainly Anglo-sounding names, is known as name bias. In recruitment, name bias is the most common. This bias is prevalent if a recruiter prefers to interview candidates with Anglo-sounding names over equally qualified ones with non-Anglo names. Name bias can negatively influence diversity recruiting, causing businesses to miss out on qualified individuals.

You can prevent name bis by using software for hiding personal information in resumes. This can be done by using blind hiring software to do so. You can also carry it out by hand by making one team member responsible for removing personal information on the resumes of the candidates for the hiring team. 

4. Horns Effect

 This is when we get a bad image of someone based on a single characteristic or event. Putting too much emphasis on a single characteristic or contact with someone might lead to inaccurate and unjust character assessments. For example, a new team member may perceive their manager's constructive feedback as harsh, assuming that their manager is a critical and stern individual. It can degrade team cohesion and trust.

You can avoid this by challenging your first impressions. You can spend time getting to know someone so you can form a more solid impression of them as a whole. You also have to make evidence-based 

decisions. You must consider how you formed your initial impression of someone and look for evidence to support or disprove that view based on subsequent interactions.

5. Conformity Bias

This occurs when we adapt our ideas or behaviors to fit the larger group's, even if it contradicts our own. We develop this bias when under peer pressure or struggling to fit into a certain social group or professional environment. While uniformity might help avoid problems, it can also restrict creativity, open conversations, and the availability of other viewpoints.

You can overcome this bias by using anonymous votes or surveys. Giving feedback anonymously allows you to express yourself without worrying about others' thoughts. Before a meeting, you can hold a private dialogue with each team member to obtain their perspectives. This allows everyone to think about a topic and express themselves without the burden of presenting in front of their peers.

6. Status Quo Bias

This bias describes our preference for things to stay the same, leading to reluctance to change. Following the status quo is a safe option that requires little effort, leading to stagnation. Change is crucial for business sustainability and innovation as the business continues to develop. You may miss out on fantastic applicants who can offer new ideas and views to your firm if you keep using the same hiring processes.

You can avoid this bias by using the framing effect. We generally stick to the status quo to prevent a loss, which we value more than gains. The framing effect encourages people to consider alternative options as wins by portraying the default option as a loss. You must encourage unconventional thinking and create an atmosphere that encourages and rewards creativity and innovation. You should adopt a change-oriented mindset so that your team can continue to challenge the status quo.

7. Idiosyncratic Rater Bias

The way we evaluate the performance of others is influenced by distinctive rater bias. We frequently assign ratings to others based on our subjective readings of the evaluation criteria and our definitions of success. We are often untrustworthy when it comes to judging others. According to research, over 60% of a manager's assessment reflects the boss rather than the rated team member. A manager who succeeds at project management, for example, has higher criteria for this talent and assigns harsher evaluations to team members. On the other hand, the manager is more tolerant when it comes to judging team members' marketing abilities because they are unfamiliar with the subject.

You can avoid personal rater bias by setting clear and detailed evaluation criteria. For performance evaluation, create a rubric or a set of particular standards. Managers are then prompted to give supporting evidence based on a team member's performance or accomplishments to assess how well they performed. You may also conduct multi-rater reviews. This method entails a team member receiving feedback from their peers and managers and a self-evaluation. Having many appraisals to draw from can help managers get a more comprehensive picture of a team member's performance and discover possible development opportunities.

The Bottom Line

Each bias is distinct in its own right. Managers may, however, do a few things to lead a successful staff that is free of these biases. Business owners can provide materials to their employees to help them become more aware of unconscious biases. Business owners can take a step toward building a diverse workplace by realizing that these biases should be avoided and prevented from entering the workplace. These information tools could include a visible notice in the workplace or even an internet portal that employees can access. Employees can become more familiar with unconscious biases and prevent them by making this information readily available.