We’ve been on the hunt for the different ways workplace biases present themselves, and have devised some techniques to fight them.

Read on to join us in our mission to identify and eliminate workplace biases before they poison the workplace waters.

What does workplace bias do to the company?

Workplace biases are the preconceived ideas we have in our heads that affect how we interact with others. Similar to a stereotype, they can cause real damage to the person on the receiving end, spelling doom for the hard work companies put into making the organization more inclusive.

Some biases are easier to spot than others. Conscious biases are those that we are aware of, but still act on anyway, such as making a hiring decision based solely on a person’s age.

On the other hand, unconscious biases slip under our mind’s radar, so we don’t often carry them out deliberately. This might manifest as assuming a certain work role is only suited to a certain demographic, like a person’s gender or ethnicity.

The truth is, that leaving these unchecked risks damaging the health of the organizational culture you’ve been working so hard to improve.

We’re highlighting what we see as the most dangerous forms of bias in the workplace and methods to tackle these biases before they do any real damage.

Types of workplace bias

Biases can raise their ugly heads in many different forms, so here are the ones to watch out for.

Ageism

Ageism is when people are treated unfairly solely because of their age, and it happens more often than we might first think. It doesn’t just apply to those with a more senior age. Younger employees can experience it, and however it happens, it hinders teamwork and can have massive knock-on effects.

On one hand, for older employees, they might be passed over for promotions because management sees them as less adaptable, or not tech-savvy enough. On the other hand, younger employees might be seen as too inexperienced for a leadership role, even if they already meet every other requirement.

Ageism only has negative impacts on the company as a whole. Older employees eventually feel undervalued, so their productivity dips. Younger staff are only going to feel frustrated and stuck, so they grow disengaged.

The solution comes through working on workplace inclusivity and for the discriminating person to look past their assumptions. Everyone in the office should be aware of the benefits of age diversity, seeing the potential of challenging old “norms”.

Don’t let age stand as a barrier, it could really set back the company’s progress.

Weight bias

When someone experiences discrimination based on their body weight, they’re on the receiving end of a weight bias, creating a hostile environment at work if left unchecked. This kind of bias could show itself in the hiring process or everyday interactions.

A weight bias could be when a person at work who is larger or heavier than another is overlooked for promotions, as the perceiver sees them as less competent. They might feel that the person is less disciplined, or has poorer health, which is not always the case.

Subtler weight biases occur through insensitive comments or jokes about weight, even if it’s not targeted at the bigger person. It creates an uncomfortable and sometimes hostile atmosphere for anyone who hears the comments, potentially leading down dark paths of lower self-esteem and anxiety for those affected.

Maintaining a healthy weight is challenging for many people, through factors like genetics, metabolism, and access to healthier foods. It might not be as easy as you first think for many people.

So implement clear policies against discrimination at work. A culture of respect is the best setting, and resources that support their health and well-being are important. Combat this bias for a more positive and productive workplace for all.

Bandwagon effect

The dreaded bandwagon effect is a major hindrance to workplace productivity. You know what it’s like when everyone conforms to the ideas and attitudes of their peers. It can have serious consequences on the quality of decision-making and innovation in the office.

The bandwagon effect is dangerous because at first, it might look like workplace harmony. The truth is, it really isn’t that. You might see it in a meeting when the majority of the group supports an idea or plan. Under the surface, pressure is created for others to agree, even if they have their own reservations or different perspectives.

Consider the implications. How can everyone make their best decisions when diverse opinions aren’t considered? How can an organic team cohesion strategy develop when people feel forced to agree with the groupthink?

It’s understandable for new members of a group to want to jump aboard a bandwagon. That’s natural. But you need to stand up and encourage a workplace culture where dissenting opinions aren’t just thrown to the side like yesterday’s news.

Promote open and honest dialogue during reflective moments, so everyone’s voice feels heard. Don’t become trapped in an echo chamber of agreement at work. The company depends on it!

Confirmation bias

Here’s a slippery type of bias that’s an easy trap to fall into. When a person seeks new information, they are sometimes more inclined to highlight the info that supports what they already think. Think of how many new opportunities slip this person by, as they instantly dismiss information that goes against what they already believe.

At work, this can silently slip into project evaluations, hiring processes, or strategic planning. If a hiring manager favors a candidate who aligns with their own views (even in areas outside of work) then how could they ever learn anything from the new candidate?

If a team analyzes data and only chooses to pick up on data that supports their outlook and disregards data against it, wouldn’t that spell workplace disaster? Crucial business information should never be ignored, whether it aligns with pre-existing beliefs or not. 

Choose to combat confirmation bias whenever you sense it before it influences bigger parts of business operations. Training programs that raise awareness of confirmation bias work great alongside a culture of critical thinking and open dialogue.

Take the venom out of confirmation bias by training your teams to process factual information, for better or for worse. The workplace grows healthier for it.

Name bias

Name bias occurs when a person assumes something about someone else based on their name. It can have significant knock-on effects on the company’s DEI (diversity, equity, and inclusion) efforts and can be damaging to the person on the receiving end.

Quite often, this kind of bias can be found in the recruitment process. Resumes with names that sound foreign or ethnic might be pushed aside to make way for those with a more traditional “Western” name. The truth is that workplaces are diversifying and globalizing, so this kind of bias is only going to have a negative effect on the company going forward.

If name biases happen at work, the company is limiting itself and becoming more insular. A homogenous group finds it harder to use varied perspectives and bring new ideas to the table.

To tackle corporate name bias, aim for strategies focused on promoting fairness and equality. They could begin by anonymizing resumes in the screening stage of hiring. See how the recruitment process develops and reevaluate if need be. 

Shakespeare once wrote “What’s in a name?”, telling us that the name of a thing does not matter as much as its quality. We feel he was right.

Decline bias

Ever heard of rose-tinted glasses? The phrase is pretty similar to decline bias, which is when a person views the past more positively than the present. It evolves into an automatic negative outlook on the present, so you can see how dangerous this bias might be.

This blind nostalgia can happen among groups of friends socializing, but in a workplace, too much time reminiscing on the “good old days” doesn’t get the company anywhere. It offers the workplace nothing constructive.

A decline bias tricks a person into thinking past methods and conditions were better than they are now, even if they weren’t. It creates resistance to new technologies and leadership styles. A workplace stuck in the past is less likely to embrace innovation or adapt to new challenges.

It’s best to combat decline biases before they create a toxic work environment where change is met with skepticism. You’ve got to brew up a culture that acknowledges positive past achievements while understanding the possibilities that come with new challenges. If the obstacles your teams face today seem too overwhelming, roll up your sleeves and let them know you’re in it with them.

Undo the damage that too much nostalgia causes at work, and wipe out decline biases. There’s no time like the present, so start it today.

Performance bias

Not too different from decline bias, performance bias also puts too much emphasis on the past. It happens when a member of staff’s capabilities are underestimated (or overestimated) based on how they did in one specific task.

For instance, in the workplace, a person who does well in highly visible and high-impact tasks might be overestimated. A manager with performance bias might just assume this person is the only candidate for a promotion, despite the fact they might have weaknesses in other areas.

Following this example, a staff member who has a quieter role, doing less noticeable but equally important tasks gets overlooked. This creates an unfairness at work, as their performances don’t measure equally.

It takes a keen eye and an open mind for a manager to be able to see strengths in their employees that might not show on the surface. How can a staff member who performs quiet but critical tasks be on a level playing field with the office’s marketing star, when it comes to a promotion?

A holistic approach is needed for evaluating the staff’s capabilities. Don’t get blindsided by thinking the most obvious tasks are the most important. Use 360-degree evaluation methods to get the clearest understanding of how someone is performing. Keep everything equitable and fair to remove performance biases from the office.

Gender bias

As your workplace strives to become a more inclusive place, gender bias can throw a spanner in the works and undo your efforts. Being more considerate of a staff member’s gender is something all top companies are aiming towards.

This kind of bias treats people unfairly, based on their gender identity or perceived gender roles. When left unchecked, it has dangerous implications like unequal pay and missed promotional opportunities. It can even creep into subtle behaviors and expectations in the company’s culture.

We’ve covered some great DEI activities that include gender fairness and equality in the office, and we know how important getting rid of gender biases is. Naturally, our past behavior has set up certain stereotypes, whether that’s at home or in the office. But it’s important to ask, do these stereotypes hold people back or cause anyone harm? Sometimes they really do.

Ask yourself pressing questions about the relationship of work roles with gender. Modern workforces increasingly answer these questions with inclusive initiatives that give opportunities to workers, regardless of their gender.

By not addressing gender bias in the office, companies risk losing talented employees and facing legal repercussions for being discriminatory. Be proactive with your solutions. Equitable opportunities are needed that respect everyone based on their abilities, rather than their gender. Tackle gender biases now, for a stronger workforce.

Authority bias

At work, authority bias means when someone gives disproportionate or too much weight to the opinions, ideas, and decisions of authority figures. This one’s a tricky one, as all companies need some form of “chain of command”, but authority bias can have some real negative consequences in the long run. 

If all decisions from authority figures are automatically accepted, with no questions asked, how can a culture of critical thinking grow? The truth is that sometimes, the senior leader doesn’t always have the most informed perspective, and it takes someone with strong reflective skills to recognize the danger authority bias can cause.

This kind of bias often stifles innovation, as staff members further down the perceived “chain of command” hold back their point of view. A culture that never challenges ideas is created, and in more extreme scenarios, an atmosphere of hostility grows through conflict and workplace microaggressions.

Make sure your workplace doesn’t overlook the challenging perspectives of junior staff or less visible team members. Doing that diminishes morale and leads to a rigid hierarchical structure that hinders the company’s agility.

Keep a healthy workplace culture of open dialogue and constructive feedback. As a leader, don’t shy away from the input you receive at all levels. Lead by example by respecting new viewpoints and your teams will do the same. Most of us as children were taught that respect is something that is earned, so don’t let authority bias cause havoc in the office workplace.

Giving undue weight to the opinions and ideas of authority figures can stifle innovation and diverse perspectives. Don’t become guilty of this one.

Affinity bias

Affinity bias is when someone unconsciously favors another person who shares similar interests, backgrounds, or experiences. In social circles, this is quite a natural phenomenon, but when left unchecked in the workplace, it can lead to groups forming cliques and it spells doom for teambuilding as a whole.

You might see small forms of affinity bias in the hiring process, as people easily start to gravitate towards those who seem similar to themselves. In doing this, a company opens the door to the dangers of creating in-groups and isolating people, and nobody wants that.

Imagine the missed opportunities that affinity bias can cause. It creates barriers that can stop diverse new talents from becoming part of a strong team. It doesn’t help representation for anyone in the company and might spell disaster for your team-building efforts.

Prioritize inclusive hiring practices and promotional systems that focus on skills and competencies, not just the perceived “cultural fit.” Workshops and training programs that raise awareness about unconscious biases can also help.

Keep in-group preferences where they belong, which is outside the modern workplace. Strive to create a welcoming atmosphere that’s made up of diverse talents.

Wave harmful biases bye-bye while on one of our company retreats!

We understand that workplace biases often creep in when teams aren’t working well together. We organize work team retreats that work wonders for team building. A twice-annual retreat bonds employees in new ways and gets everyone vibing together nicely.

We've had the pleasure of organizing over 700+ retreat experiences, including remote teams, for many different companies. Here’s what we offer:

• Des transferts sans stress ? On vous a eu ! ✅
• Un hébergement de qualité assuré ? Fait ✅
• Engageant activités de développement de team building? Notre spécialité ✅
• Réservations de restaurant ? C'est pour nous ! ✅
• Assistance experte pour la planification d'un séminaire ? Bien sûr, nous avons tout prévu ! ✅
• Un accompagnement sur site, adapté à vos besoins ? Absolument ✅

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Non seulement cela, mais nous avons également accès à plus de 160 destinations en Europe, en Asie-Pacifique, aux États-Unis, en Amérique latine et maintenant en Afrique, ce qui signifie que le ciel est votre limite lorsqu'il s'agit de choisir la bonne destination pour vous et votre équipe.

Create a harmonious workplace where teams thrive together through a work retreat. Don’t let workplace biases disrupt your work environment, organize a retreat with us, and we’ll sort out the tricky logistics. Get in touch now!