Prejudice, stereotypes, and what we now refer to as “unconscious bias” have existed throughout human history. In early societies, such biases often served as mechanisms for survival—benefiting both individuals and their communities. Sceptical? Let’s consider a few illustrative examples from our hunter-gatherer ancestors. If members of a group consumed a particular type of mushroom and experienced fatal consequences, the survivors would naturally learn to avoid that species. If the dangerous mushroom happened to be red, red mushrooms in general might become associated with danger. This learned avoidance helped the group conserve energy and resources by focusing on safer food sources. In a similar vein, if someone displayed specific symptoms before dying, those symptoms became associated with illness or death. As a protective measure, the group might have distanced themselves from anyone exhibiting similar signs to prevent potential contagion. Favouring members of one’s own tribe or village was also a common practice. These tight-knit communities prioritized their own, often out of necessity. If a villager was killed by a wild animal near a certain bush, for example, the community would likely avoid that area, even if it meant venturing deeper into the forest. This behaviour not only reduced risk but sometimes led to the discovery of alternative food sources. Ultimately, these group dynamics offered a dual benefit: they fostered a sense of safety and belonging, while enabling the sharing of resources and increased overall productivity.
These may seem like simple or even obvious examples, yet the reality remains: we continue to rely on instinct, and unconscious bias is something we all carry—even in 2025, and even among those who challenge or deny its existence. The sooner we begin to reflect inward and acknowledge that we all harbour unconscious biases, the sooner we can take meaningful steps toward addressing them. This self-awareness is essential for anyone who aspires to be a more effective leader, manager, or colleague. It’s important to understand that unconscious bias is not a moral failing—it’s a cognitive function rooted in how the human brain works. Our brains are tasked with processing approximately 11 million bits of information every second, yet we can consciously manage only 14 to 60 of those at a time. To cope with this overwhelming influx, the brain relies on mental shortcuts and pattern recognition, often outside of our conscious awareness. As a result, we frequently make decisions before we even realize we've done so. While unconscious bias can never be eliminated, acknowledging its presence is the first critical step toward minimizing its impact—and fostering a more inclusive, equitable workplace.
Fast forward to 2025. What does an unconscious bias mean in a modern society and in a modern workplace? In today’s society—and especially in the modern workplace—unconscious bias refers to the automatic, often subconscious judgments we all make in a split second. These mental shortcuts are deeply ingrained, but the good news is they can be addressed. And yes, it’s worth the effort.
Take, for example, a hiring manager who unknowingly favours candidates from their hometown or who attended the same high school. This is a classic case of affinity bias, where personal similarities are misinterpreted as indicators of work ethic, skill, or productivity—factors far more dependent on experience and education than shared geography. Or consider confirmation bias: when a colleague we like—or a political figure we support—says something questionable, we're more likely to dismiss it with, "I must have misheard." This tendency helps us avoid confrontation and maintain harmony, but it often leads us to overlook serious issues. Then there’s the halo effect. Hearing that someone graduated from MIT or worked in investment banking in London can instantly lead us to assume they're exceptionally intelligent. While these credentials are impressive, they shouldn't cloud our judgment of a person's broader competencies or character.
In our blog, we’ve also covered gender bias extensively. By now, many of our dear readers can easily spot it: when a female colleague is automatically asked to take meeting notes, or when it’s assumed she’ll handle the coffee run. While these examples may seem minor, they reflect deeper cultural assumptions. If you haven’t yet read our piece on this topic, we encourage you to catch up. Age bias is another common form—where older professionals are perceived as less tech-savvy or are deemed overqualified for junior roles. And let’s not forget anchoring bias: the tendency to cling to first impressions. Whether those initial impressions are positive or negative, our egos often prevent us from revising our views, even when presented with new, contradicting information. Recognizing these biases is the first step. Addressing them—consciously and consistently—can lead to more productive, effective, and inclusive workplaces.
Unconscious bias can stem from a variety of factors, including shared socio-economic or cultural backgrounds, race, religion, gender, personal experiences, or simply a lack of diversity within the workplace. Regardless of its source, bias can significantly impede an organization’s ability to recruit top talent—especially when that talent comes from non-traditional backgrounds or lacks access to elite institutions. When qualified candidates are overlooked due to unconscious bias—whether because of their race, educational background, or other unrelated attributes—the organization risks losing out on potential innovation, productivity, and ultimately, profit. Talent lost is opportunity lost, and repeated oversights compound over time, weakening the organization’s competitive edge. So, what can you, your HR teams, and your broader workplace culture do to address these biases—especially when they stem from the brain’s own subconscious processes?
First, education is key. It's essential to raise awareness across all levels of the organization—from senior leadership to junior staff—about the nature and impact of unconscious bias. While workshops, training sessions, and team-building activities may sometimes be viewed as non-essential, they play a vital role. Creating space for employees to share experiences fosters empathy and self-awareness, helping individuals recognize their own biases. Inclusive hiring practices are often discussed, but implementation can be challenging. When HR professionals are under pressure to fill roles quickly, unconscious bias can unintentionally influence decision-making. To mitigate this, we should consider allowing more time for anonymizing CVs, implementing structured interviews, and assembling diverse interview panels. Additionally, applying objective analysis—whether through independent experts or AI tools—can help identify patterns in promotions, salary decisions, and career progression. This data-driven approach can uncover hidden biases and support more equitable decision-making. Finally, mentorship programs and open dialogue initiatives can drive significant cultural change. When employees feel supported and heard, organizations take a critical step toward building a truly inclusive workplace.
There are various tools and best practices that both you and your organization can adopt to mitigate the risks associated with unconscious bias. We offer a range of services, including specialized courses, bespoke workshops, and comprehensive manuals designed for implementation. Should you require further support, we are ready to assist in unlocking your company’s full potential for development.
Ágnes Holtzer
