Why unconscious bias training won’t solve your inclusion challenges

Unconscious bias training has long been the go-to solution for organisations aiming to improve diversity and inclusion in their organisations. Data shows that 81% of companies are conducting unconscious bias training, yet research shows that this training fails to change individuals biased behaviour.

So, what are the issues with unconscious bias training, and if this isn’t the answer to organisations EDI challenges, then what is?

The limitations of unconscious bias training

Knowing that we all have biases – and by that, I mean implicit associations and preferences that can help us navigate the social world quickly and safely but can also misfire – is only stage one on the journey to creating a more inclusive organisation. Individuals need to get to a place where they can work out what to do to interrupt the snap judgements we can make about other people that are prejudiced and might harm, exclude, or limit their opportunities.

The problem is that many unconscious bias training modules or programmes do not get any further than this initial awareness-raising stage.

This training often uses the Implicit Association Test (IAT) - a tool used to measure implicit bias. At best the IAT it is an educational tool which can help people think about how bias may affect their interactions with other people, and if in a position of influence (hiring, promoting people etc.) the decisions they may make about other peoples’ capability, potential, or deservedness of opportunities. But it does not predict whether people will behave in a biased way or hold prejudiced beliefs.

Other unconscious bias programmes attempt to instruct people about all the cognitive biases it is possible to hold, which amounts to hundreds. Knowing this does not help us change how we act or do not act upon them.

In other words, unconscious bias training that targets knowledge and awareness, not behaviour and practical action is not especially useful in influencing inclusion.

I would argue that focusing on behaviour is far more important.

Use the science of bias across your organisation’s policies and processes

Yes, there is a place for unconscious bias training, in exploring how it impacts our interactions with others, and how, if we are in a position of influence, it may influence our decisions and contribute to biased outcomes.

But stopping there is not enough.

It must be followed it up with practical advice about what to do. And even then, it is important to make sure all the focus is not entirely on the individual to manage their biases. There must also be effort to adjust the environment in which individuals are working to minimise the potential for bias to adversely influence inclusion and opportunity.

Take hiring for example. You should be using the science of bias to inform the design of your hiring process:

• Names – research shows that our names communicate our sex and race and consistently anglo-centric environments where these studies are run show a bias against “ethnic names.”  Removing names from application forms/not using CVs would minimise the opportunity for human bias in early-stage selection.

• Age – scan you adverts for ageist language. Older workers more likely to be screened out. Even if age/DOB is omitted from application, it can be inferred by qualification dates. Remove them.  

• Interviewing - performance in a job interview is not the best predictor of performance in the job. Use work sample tests/questions that require people to do a bit of the job so you can see how they might perform e.g. analyse a case, recommend a strategy, crunch some data, or draft an email to a client.

Focus on leaders to drive the biggest shift in inclusive behaviours

Typically, organisations are running unconscious bias training to try to boost individual accountability for inclusion. And yes, that is right in part, we are responsible for our own behaviour at work, and how we interact with others.  But the organisation and its leaders also need to set expectations and standards of behaviour, to incentivise and reward the outcomes they want to see and challenge the behaviour and outcomes they don’t. It can never be an entirely bottom-up endeavour.

Remember, bias is a fact. It is more likely that we make biased decisions when we are overloaded, tired, when we are time poor; that is when our minds jump to a quick assumption or lean on a stereotype. All of that is not within an individual’s conscious control. The organisation via its leaders must be accountable for the inclusive environment they create that minimises the potential for biased decisions and outcomes.

If you are limited on budget, then I would suggest prioritising skill development in leaders and decision-makers rather than simply awareness or running unconscious bias training at all levels. Doing this will develop leadership fluency on diversity issues and opportunities for inclusion. It will also help leaders with language and terminology enabling them to effectively communicate and role model inclusiveness every day.

Use unconscious bias training, but never in isolation

Unconscious bias training is unlikely to stop being on the agenda for organisations addressing EDI issues, and that is ok. But relying solely on it to drive more inclusive behaviour in your organisation is not the answer.  

If you are using it, you MUST combine it with integrating the science of bias into your processes, but most importantly, investing in developing your leaders to set the right examples and behaviour you want to see.

Remember, building knowledge is only one aspect of development, focusing on shifting behaviour is far more important. Remember, diversity is a fact. Inclusion is an act.

You can read more about how you can create a more inclusive culture in our latest white paper.