Unconscious Bias: How Hidden Prejudices Affect Your Team

Imagine: Two identical resumes. Same qualifications, same experience. The only difference: The name at the top.

Studies show: "Thomas" gets invited for interviews more often than "Fatima." Not because anyone consciously discriminates – but because unconscious patterns kick in.

That's unconscious bias.

What Is Unconscious Bias?

Unconscious bias (hidden prejudices) are automatic, unintentional thought patterns that influence our perception and decisions – without us noticing.

Why We All Have Bias

OUR BRAIN PROCESSES:
- 11 million bits of information per second
- Of that consciously: about 50 bits

THAT MEANS:
99.9999% of our information processing
is unconscious.

→ Our brain uses shortcuts (heuristics)
→ These shortcuts can lead to bias

Important: Unconscious bias is not the same as racism, sexism, or other conscious prejudices. They are automatic patterns that every human has – regardless of good intentions.

The Most Common Bias Types

Unconscious Bias in Tech

In Hiring

BIAS IN PRACTICE:

RESUME SCREENING:
- Names are unconsciously evaluated
- Gaps for women (children?) evaluated differently than for men
- "Culture fit" often = "like us"

IN THE INTERVIEW:
- Likeability decided in 30 seconds
- Similar hobbies create connection
- Technical questions evaluated differently

IN THE DECISION:
- "Gut feeling" is often bias
- Halo effect for known companies
- Affinity bias in "fits well in team"

In Promotions

TYPICAL PATTERNS:

"POTENTIAL" VS. "PERFORMANCE"
Studies show: Men are often judged by potential,
women by past performance.

"OFFICE HOUSEWORK"
Who organizes meetings, takes notes, plans events?
This invisible work is rarely rewarded.

"SELF-PROMOTION"
Appearing confident is evaluated differently
depending on gender/background.

VISIBILITY BIAS:
Who gets selected for important projects?
Often: Who is visible, not who is qualified.

In Code Reviews

RESEARCH FINDING:
Code from women is accepted more often
on GitHub – but only when gender
is not recognizable.

When gender is recognizable: Acceptance rate drops.

BIAS IN REVIEWS:
- Different wording for same criticism
- Whose code is called "interesting" vs. "chaotic"
- Who is asked "Why did you...?" vs. who gets explained to

In Meetings

COMMON PATTERNS:

"HEPEATING"
A woman makes a suggestion → Silence
A man repeats it → "Great idea!"

INTERRUPTIONS
Who gets interrupted? Who gets to finish?

BODY LANGUAGE
Whose reaction is noticed?
Who gets looked at when speaking?

CREDIT
Who gets recognition for team successes?

The Impact

For Individuals

IF YOU'RE AFFECTED BY BIAS:
- Fewer chances for promotion
- Fewer challenging projects
- Less mentoring/sponsoring
- More burden of proof for competence
- Higher burnout risk

IF YOU HAVE BIAS (= everyone):
- Worse decisions
- Homogeneous teams
- Missed talent
- Blind spots

For Teams

HOMOGENEOUS TEAMS:
- Groupthink
- Less innovation
- Blind spots in products
- Customers not understood

TEAMS WITH BIAS CULTURE:
- High turnover (diverse members leave)
- Bad employer branding
- Legal risks
- Toxic culture develops

For Companies

THE BUSINESS CASE:

MCKINSEY STUDY:
Diverse companies are 35% more likely
to be above-average profitable.

INNOVATION:
Teams with higher diversity produce
more and better ideas.

TALENT:
50% of tech talent are women.
Bias = ignoring 50% of the talent pool.

Recognizing Bias

Self-Reflection

QUESTIONS FOR YOURSELF:

HIRING:
- Who do I picture when I think "good engineer"?
- Which candidates do I find spontaneously likeable?
- How do I evaluate identical qualifications differently?

PROMOTIONS:
- Who comes to mind immediately for important projects?
- By what criteria do I evaluate "potential"?
- Whose work is present to me (visibility bias)?

DAILY:
- Who do I interrupt? Who do I let finish?
- Whose ideas do I pick up on?
- Who do I go to lunch with?

Using Data

WHAT YOU CAN MEASURE:

HIRING:
- Conversion rate by demographics
- Who gets to interview vs. who gets hired
- Time-to-hire differences

PROMOTIONS:
- Who gets promoted by demographics
- Tenure until promotion
- Who gets which projects

MEETINGS:
- Track speaking time
- Who gets interrupted
- Whose ideas get credited

TURNOVER:
- Who leaves the company?
- Exit interview patterns

Strategies Against Unconscious Bias

In Hiring

1. Structured Interviews

INSTEAD OF:
Free conversation, "gut feeling"

BETTER:
- Same questions for all candidates
- Define clear evaluation criteria beforehand
- Independent evaluations (before discussion)
- Multiple interviewers

EXAMPLE EVALUATION:
For each question: 1-5 scale with defined anchors
What is a 3? What is a 5?
Define beforehand, not interpret afterward.

2. Blind Screening

REMOVE FROM RESUMES:
- Names
- Photos
- Age/birthdate
- Gender
- Background (where possible)

FOCUS ON:
- Skills
- Experience
- Achievements
- Relevant projects

3. Diverse Hiring Panels

NOT:
3 senior engineers, same background

BETTER:
- Different perspectives on panel
- Cross-functional participation
- Different experience levels

4. Review Job Descriptions

BIAS IN WORDING:

MASCULINE CODED:
"Aggressive", "dominant", "rockstar", "ninja"

NEUTRAL:
"Analytical", "collaborative", "experienced"

TOOLS:
Gender Decoder, Textio
→ Check language for bias

In Promotions

1. Clear Criteria

DEFINE BEFOREHAND:
- What exactly means "ready for promotion"?
- Which skills/experiences are needed?
- How is performance measured?

NOT:
"We know it when we see it"
(= bias entry point)

2. Calibration Sessions

PROCESS:
- Managers present their candidates
- Same criteria for everyone
- Challenge: "Why this person?"
- Watch for language patterns

WATCH FOR:
"He has potential" vs. "She has proven"
"He's confident" vs. "She's aggressive"

3. Actively Manage Sponsorship

QUESTIONS:
- Who gets mentoring?
- Who gets nominated for important projects?
- Who gets introduced to leadership?

ACTION:
Consciously diversify sponsorship.
Don't wait for people to speak up.

In Daily Life

1. Slow Down

BIAS IS STRONGEST:
- Under time pressure
- When tired
- Under cognitive overload

COUNTERMEASURE:
- Don't rush important decisions
- Pause at "gut feeling"
- Use checklists

2. Perspective Shift

BEFORE A DECISION:
"Would I think/decide the same
if this person were [different]?"

- Imagine different name
- Imagine different gender
- Imagine different background

3. Accountability Partner

AGREE TO:
- Point out bias to each other
- Without judgment, just observation
- "I noticed that..."

EXAMPLE:
"I noticed you interrupted Sarah twice.
Were you aware of that?"

4. Make Meetings More Inclusive

PRACTICES:
- Round robin: Everyone gets a turn
- Ideas first written, then discussed
- Explicitly ask quieter voices
- Address interruptions

AFTER THE MEETING:
- Who talked how much?
- Whose ideas were picked up?
- Who got credited?

At Team Level

1. Bias Training – Done Right

WHAT DOESN'T WORK:
- One-time training without follow-up
- Only awareness without behavior change
- Mandatory event without commitment

WHAT WORKS:
- Continuous learning
- Concrete tools and practices
- Practice and reflection
- Accountability

2. Psychological Safety

PREREQUISITE:
People must feel safe to
address bias – in themselves and others.

→ Build [Psychological Safety](/en/blog/psychological-safety-tech-teams)

WITHOUT SAFETY:
Bias doesn't get addressed
→ Bias reproduces itself

3. Establish Norms

TEAM AGREEMENTS:
- "We address bias"
- "We question our gut feeling"
- "We give each other feedback"
- "We use structured processes"

Common Objections

"I don't see color / gender"

THE PROBLEM:
That's well-meaning, but unrealistic.
We all perceive differences.

"I don't see it" means:
→ I don't reflect on it
→ I can't address it

BETTER:
"I see differences and I'm aware
that they can influence my perception.
That's why I actively reflect."

"That's discrimination in reverse"

THE ARGUMENT:
"If we pay attention to diversity,
we discriminate against others."

THE REALITY:
- Bias already exists and favors certain groups
- Countermeasures establish fairness
- Goal is equal opportunity, not preference
- Meritocracy only works without bias

"We only hire based on qualifications"

THE PROBLEM:
Who defines "qualifications"?

EXAMPLES:
- "Culture fit" = Affinity Bias
- "Good school" = Socioeconomic Bias
- "Experience at top firm" = Halo Effect
- "Gut feeling" = all biases combined

BETTER:
Define qualifications objectively.
Then measure systematically.

"We don't have time for this"

CALCULATION:

COST OF BIAS:
- Wrong hiring decisions (expensive)
- Turnover of diverse employees (very expensive)
- Missed talent (invisible, but expensive)
- Homogeneous teams (less innovation)

COST OF MITIGATION:
- Structured processes
- Slightly more time per decision
- Training

→ ROI is clearly positive

Measuring Progress

Metrics

HIRING:
- Pipeline diversity (who applies?)
- Conversion rates (who gets hired?)
- Offer acceptance (who accepts?)

RETENTION:
- Turnover by demographics
- Engagement scores by groups
- Time to promotion

INCLUSION:
- Belonging surveys
- Psychological safety scores
- Participation in meetings

What Progress Means

SHORT-TERM:
- Awareness increases
- Processes become more structured
- Conversations about bias become normal

MEDIUM-TERM:
- Hiring becomes more diverse
- Promotions become fairer
- Turnover of diverse employees decreases

LONG-TERM:
- Culture changes
- Bias reduction becomes habit
- Diverse teams are normal

Conclusion: Bias Is Human – Not Acting Is a Choice

We all have unconscious bias. That's not a weakness, it's how our brain works.

What we do with it is a choice.

Core Principles:

1. Awareness: Recognize and reflect on own bias
2. Structures: Processes that reduce bias
3. Slow Down: Pause at important decisions
4. Data: Measure what happens
5. Culture: Environment where bias gets addressed

Your Challenge:

Choose one decision this week – hiring, promotion, project assignment, meeting facilitation.

Ask yourself:

• What biases might be at play here?
• What can I do to reduce them?

Then: Act differently.

Want to understand how to create an environment where everyone can do their best? Our guide to Psychological Safety shows how to build trust and openness.