Hiring Without Bias: A User's Guide (Because Our Brains Are Sneaky)

We All Want the Best Person for the Job... Right?

Whether you’re the biggest fan of DEI programs or you think DEI is the worst fad to come along, we can probably agree on one thing—the most qualified person should get the job. Easy enough, right?

Well, not exactly. The trickier, more slippery question is: How do we make sure our preconceived ideas, biases, stereotypes, expectations, and beliefs don’t quietly sabotage that noble goal? (Spoiler alert: they’re sneaky like ninjas.)

No DEI Program Required (But Self-Awareness? Definitely.)

You don’t need a fancy DEI program or a label to tackle bias. What you do need is a healthy dose of curiosity, a willingness to challenge your assumptions, and maybe a strong cup of coffee. Because, plot twist: your biases aren’t just hanging out in the dark corners of your mind—they’re running around in broad daylight, disguised as "gut feelings."

Yes, You Have Biases. (No, You’re Not Special.) We all have biases. It’s not a character flaw; it’s basic brain wiring. Bias helps our brains make quick decisions, which was great when we needed to decide fast if that rustling in the bushes was a sabertooth tiger or just the wind. Not so great when we're deciding if someone’s leadership skills are legit and they remind us of a favorite (or not so favorite) former boss.

Step 1: Get Curious About You

Before you interview anyone, pause and explore your brain's shortcut system. Ask yourself:

• When I imagine the "ideal candidate," who pops into my head? (And why is it always someone named Brad?)
• Am I making assumptions based on a resume font choice? (Comic Sans is a bold move, but maybe there’s more to the story.)
• Do I naturally gravitate toward people who are basically... me with different hair?
• What worries me about this candidate that has nothing to do with their actual qualifications?
• If two people had identical resumes, would I judge them differently based on gender, race, or how many times they say "literally"?
• What would my colleagues say about my biases? (Dare to ask. Brace yourself.)

Whatever pops up, resist the urge to say, "Well, that's just common sense." Nope. That's just bias in a trench coat.

Step 2: Get Curious About Your Hiring Process (It May be Amplifying Bias)

Once you’ve poked around in your own shortcut circuitry, turn that curiosity toward your hiring process. Ask:

• What are the actual skills, knowledge, and experiences needed for this role? (And no, "must enjoy ping pong" is not a core competency.)
• Are we using the same objective questions for every candidate, or winging it like it's karaoke night?
• Do we have a rubric, or are we just nodding along to whoever tells the best story?
• Are we making decisions based on evidence, or because someone gave off "leadership vibes"? (Whatever that means.)
• How do we keep each other honest and accountable? (Hint: fear of being called out works surprisingly well.)

Step 3: Focus on What’s Best for the Organization (Not Just Who Makes You Feel Comfy)

Organizations aren’t just a collection of desks and Slack channels. They’re living systems made up of people having conversations, solving problems, and occasionally arguing about where to order lunch. The best teams aren’t made of carbon-copy thinkers. They thrive on diverse perspectives that challenge the status quo (and sometimes your patience). Ask yourself:

• How might this candidate push us to think differently?
• Can they disagree respectfully and offer new ideas without making it weird?
• Do they align with our company values, or are they just really good at nodding in meetings?
• What unique experiences do they bring that could make us better, even if it makes us uncomfortable?

The Sequel: Inclusion

Congrats, you hired the best person for the job! But wait, there’s more. Inclusion isn’t just about getting diverse people through the door—it’s about making sure they have a seat at the table.

Make sure everyone knows they’re valued, heard, and included where they can shine and contribute best. Groupthink is efficient but dull. If you want your team to be resilient and innovative, you need people who think differently and feel safe enough to say, “Hey, what if we tried this instead?”

And if you need help with that? Good news: the Conversations Worth Having (CWH) practices are just what you need for building inclusive, high-performing teams. For a quick overview of the CWH practices, download your free Conversation Toolkit. Along this same line of thinking, you might also be interested in the new CWH QuickStart Guide for Evaluations and Performance Reviews.

Final Thought

Hiring without bias isn’t about being perfect. It’s about being curious, aware, and willing to challenge yourself. And maybe, just maybe, questioning why Brad always seems to get the job.

Shared by Cheri Torres, PhD. I know I am not alone in recognizing that getting rid of "DEI" language does not negate the positive benefits of diversity, equity, and inclusion in organizations. Any organization determined to thrive into the future, must welcome and fully include a diversity of qualified people. I'm reminded of the idiom, "God doesn't make mistakes." Perhaps there's a  purpose in having such diversity on the planet; let's start honoring all those gifts.

Photo credit: pexels-bertellifotografia-3321797