Combating Unconscious Bias

While researching the effects of unconscious bias in the workplace, I came across an insightful article titled Physical Attractiveness Bias in Employee Termination by Melissa Commisso and Lisa Finkelstein from the Department of Psychology at Northern Illinois University. Instead of exploring whether attractive individuals are more likely to receive positive outcomes—such as promotions or better job opportunities—this study investigated whether physical attractiveness also offers protection from negative outcomes, such as being fired. 

In the study, participants reviewed a file containing a poor performance review alongside a photo of an employee who was either extremely attractive, moderately attractive, or unattractive. They were then asked: 

  1. Whether they would terminate the employee 

  2. How much they liked the employee 

  3. Their judgment of the causes of the employee’s poor performance 

The findings were striking: Participants were more likely to terminate the employment of the unattractive woman compared to the moderately or extremely attractive women. They also reported liking the unattractive woman less. However, when it came to rating the causes of the poor performance, no differences were found based on physical appearance. 

These results are not only eye-opening but also concerning for those who value fairness and equal opportunity in the workplace. While more research is needed to draw definitive conclusions, this study highlights how unconscious biases can influence crucial decisions in ways that may not align with objective performance assessments. 

6 Steps to Combat Unconscious Bias in the Workplace 

The potential for unconscious bias to affect decisions, especially in areas like hiring and termination, is significant. Here are 6 essential steps we can take to mitigate the influence of bias: 

  1. Acknowledge that we all have the potential to be biased. 

  2. Build awareness of our own biases as the first step in reducing their impact. 

  3. Take responsibility for the influence of our biases on decisions. 

  4. Review the entire employment life cycle—from resume screening and interviews to performance appraisals, promotions and terminations—for hidden bias. 

  5. Seek input from team members on potential issues of bias or unfairness in workplace decisions. 

  6. Provide training that includes real-world examples of hidden biases and forms of unfairness.