In his book Blink: The Power of Thinking Without Thinking, Malcolm Gladwell writes, “In the U.S. population, about 14.5 percent of all men are six feet or taller. Among CEOs of Fortune 500 companies, that number is 58 percent.”

Are taller men more capable of managing large organizations? Is there a conspiracy to suppress the vertically challenged in the executive ranks? Not quite.

“Most of us, in ways that we are not entirely aware of, automatically associate leadership ability with imposing physical stature,” says Gladwell. “We have a sense of what a leader is supposed to look like, and that stereotype is so powerful that when someone fits it, we simply become blind to other considerations.”

Recognizing bias
This was just one example of unconscious bias presented at the CFA Society Toronto webinar “How to Become More Conscious of Unconscious Biases,” held on November 4, 2020. Vivian Li, senior manager, inclusive recruitment at Royal Bank of Canada, discussed how unconscious biases can creep into each stage of the recruitment and hiring process, and presented strategies both to overcome them and to create a diverse and inclusive workplace.

Unconscious biases (also known as implicit biases) are unsupported judgments in favour of, or against, a person or group in a way that is usually considered unfair. Unconscious bias occurs automatically as the brain makes quick judgments based on past experiences and one’s background. As a result, certain people benefit while others are penalized.

Bias in the workplace
Along with preferences for height, there are many unconscious biases at play in the workplace that offer an unfair advantage to some, regardless of their actual abilities or potential.

Not surprisingly, physically attractive candidates are more likely to be interviewed for jobs and get hired. They are also more likely to experience career advancement and, ultimately, earn more than conventionally unattractive individuals.

Even an accent can influence a candidate’s career prospects. Accents can give rise to assumptions about socioeconomic status, intelligence, or competence. Our brains subconsciously judge the accent alone, and do not necessarily include what is being said. Researchers have shown that British accents, for example, are viewed favourably in North America, and often are associated with intelligence. This finding supports the implication that the way a hiring manager perceives a candidate’s accent could influence the final employment decision.

Perhaps the biggest bias that hiring managers need to overcome is affinity bias, or the inclination to connect better with candidates who share similar interests, experiences, and backgrounds. It is human nature to do so—we tend to have an easier time building relationships with people who are like us. Affinity bias, then, can lead recruiters to favour candidates who are like them when hiring.

Since the people in charge of recruiting, interviewing, and hiring are more likely to be white and female, affinity bias can present a challenge when trying to establish a diverse and inclusive workforce.

Unconscious biases present large obstacles for many applicants, most notably immigrants. In 2011, University of Toronto researcher Philip Oreopoulos noted that unemployment rates were much higher, and wages lower, for recent immigrants than similarly aged non-immigrants with equivalent degrees. Not much has changed since then.

“One reason immigrants may struggle in the labour market may be that employers value Canadian education or work experience more than foreign education or experience. Employers may also fear that new immigrants do not have sufficient language skills. They may also make assumptions about cultural or language differences and categorically discriminate against immigrant applicants, whether consciously or subconsciously.”
—Philip Oreopoulos, professor of economics, University of Toronto

What’s in a name?
Even if you were born in Canada or have been a long-time resident, Li said, challenges persist if you have a non–Anglo-sounding name. According to a study she cited, conducted by the University of Toronto and Ryerson University, job seekers with Asian names—including those that are Indian, Pakistani, and Chinese—are less likely to be called for interviews than people with Anglo-sounding names.

While larger companies (500+ employees) exhibited less bias within the hiring process, the bias still existed. The same study found individuals with Asian names applying to larger organizations had a 20 percent smaller chance for a call back, while the odds against a call back rose to 40 percent with smaller organizations.

“A lot of employers still use Canadian experience when considering qualifications. How will immigrants ever get an opportunity? When we are unfamiliar with something, we tend to discount the value.”
—Vivian Li

Disability bias
Federal and provincial laws and regulations have been enacted to ensure people with disabilities are entitled to the same opportunities and benefits in employment, such as the Canadian Human Rights Act at the federal level, and the Ontarians with Disabilities Act at the provincial level. Some disabilities may become known or visible during parts of the application and/or interview process.

When a disability is known by an employer, Li said, it may limit an employee’s job prospects due to ill-founded bias in the company about the work-related abilities of people with disabilities. In some cases, companies may be eliminating their own chances to benefit from individuals with high potential.

“A lot of people may have potential, but their life situation didn’t offer them the same opportunities. Give one of your candidates the flexibility to have a different background, give them a chance to prove themselves as part of the diversity inclusion process. Experience gaps may indicate health care for oneself or loved ones. When we interview people, we must be mindful that some people don’t have the luxury of being in a room without interruption. They might have to share the house; they might not have a stable internet connection. Maybe they can’t afford a hairdresser or fancy clothes. Don’t judge too quickly.”
—Vivian Li

TIPS TO REDUCE UNCONSCIOUS BIAS FROM THE RECRUITMENT AND HIRING PROCESS

Be aware of biases

• Be more conscious of your biases, monitor your behaviour, and ask yourself whether decisions were made objectively.
• Avoid making assumptions or relying on gut instinct.
• Separate feelings from facts.
• Avoid stereotypes and over-generalizations.
• Question biases in yourself and raise awareness in others.
• If you only recruit from certain schools, verify that the student body is well represented and allows you to source diverse candidates.
• Ask if you are selecting candidates based on your own preferences, the characteristics and qualities of the previous employee, or based on role requirements.
• Ask yourself if you tend to hire, promote, or mentor the same type of people.
• Do you account for cultural differences when interacting with candidates? During interviews, eye contact is normal practice; however, in many Asian countries, extended, direct eye contact may be considered inappropriate and disrespectful.

Slow down decision-making

• Unconscious bias is more likely to occur when you make quick decisions, so slow down to weigh all the evidence before deciding.

Structure your decision-making

• To avoid decisions based on bias, carefully consider the criteria you will use to make your decision, and then apply those criteria to each candidate.
• Ask yourself what the real “must have” qualities are for the role. Li says to question your gut instincts: “Is 10 years experience really necessary for the role, or would five years suffice? Is Canadian experience necessary or would foreign-equivalent experience be okay? Can candidates acquire certain skills after they start the role? When you say an individual is not the right fit, what do you really mean?”

Counter the stereotypes

• By widening your social circle and increasing contact with people from different cultural and academic backgrounds, you can train your brain to form new associations and help reduce unconscious biases.
• By focusing on the actual requirements for a role, recruiters can consider a broader group of candidates who possess the core skill set and can be developed in other areas.

Blind recruitment

• Blind recruitment is the process of removing all identifying details from your candidates’ resumes and applications. It helps hiring teams evaluate people on their skills and experience, instead of factors that can lead to biased decisions.
• Common identification details that may be excluded with blind recruitment include ethnic background, gender, name, age, and even personal interests.

Practice empathy

• Try putting yourself in other people’s shoes and reflect on their choices.
• Be curious and ask questions to help understand why certain decisions were made

Strategies to mitigate unconscious bias
Li reminded the audience that unconscious bias occurs outside of our control. It is an automatic response, triggered by our brain making quick judgments. Being educated about, and aware of, these biases can help us avoid them.