Interviews are meant to be objective tools that help you choose the best candidate for the job. But here’s the problem: they’re run by people—and people have biases. Even the most well-meaning interviewer can fall into subtle patterns of unconscious bias that sway decisions in ways they don’t even realize. It’s not about malice or intention—it’s about how our brains naturally take mental shortcuts when making judgments.
Unconscious bias can sneak in before a candidate says a word and linger long after the interview ends. And when it goes unchecked, it can lead to mis-hires, missed opportunities, and a serious lack of diversity on your team. Let’s look at where bias shows up in the interview process—and what you can do about it.
Where unconscious bias hides in interviews
The challenge of being conscious of the unconscious can be tricky. But understanding what unconscious bias is and where it's most likely to cause an impact is the first step to inoculating yourself and your hiring process from it. Let's cover a few of the more common sources of unconscious bias.
First impressions take over fast
Research shows it takes just 7 seconds for us to form a first impression of someone. That’s far faster than most candidates can finish their opening “Tell me about yourself” answer. Once that impression is formed, we tend to look for information that supports it—a phenomenon known as confirmation bias.
We might interpret a confident tone as “leadership potential” or read nervousness as a lack of competence, even when neither is true or supported by any other data. These snap judgments can lead us to favour one candidate over another long before we’ve actually assessed job-relevant skills.
The “similar to me” effect
We all tend to gravitate toward people who remind us of ourselves—same background, same school, same career path. This is called affinity bias, and in interviews, it can lead to hiring people we “click” with rather than those who are objectively the best fit for the role. While cultural alignment is important, over-indexing on similarity can lead to a lack of diversity in thought, experience, and perspective—which weakens your team in the long run.
Read More: Ace your next hire with these 10 tips
Stereotyping and assumptions
Unconscious bias can also show up as subtle stereotyping—about gender, age, ethnicity, or even personality types. For example, assuming that women are more “nurturing” and better for HR roles, or that younger candidates are more tech-savvy. These assumptions aren't just unfair—they're inaccurate, and they overlook the true skills and value of a candidate. Relying on these assumptions based solely on instinct can cost companies great candidate and lead them to make incorrect hires.
Culture fit vs. culture add
"Culture fit" has become a popular hiring buzzword—but when it's used loosely, it can reinforce unconscious bias. Often, it becomes shorthand for “this person seems like us,” rather than evaluating how someone’s strengths will contribute to and grow the team. Instead, forward-thinking companies are shifting to a “culture add” mindset: looking for candidates who will bring something new to the table, not just blend in. It's not about finding someone completely alike or totally different. It's about understand your current culture and where the gaps are so that new additions contribute to building up that culture rather than detracting from it.
Why understanding unconscious bias matters
Bias in interviews doesn’t just impact individual hiring decisions—it affects your whole organization. When good candidates are overlooked due to unconscious bias, you miss out on talent that could’ve elevated your team. Worse, if bias becomes systemic, it can lead to homogeneous teams, reduced innovation, and a reputation for being exclusionary.
There’s also a business cost to bias. Studies show that diverse teams perform better and are more innovative, but unconscious bias creates blind spots that prevent diversity from taking root. It can result in lower engagement, increased turnover, and a costly cycle of bad hires.
On the other hand, organizations that take bias seriously—and actively work to reduce it—tend to make smarter hires, retain people longer, and build cultures where everyone can thrive. Doesn't that sound like a better strategy?
How to fight back against bias in interviews
If you're worried unconscious bias is creeping into your hiring process, here are a few strategies to help you get it back under control.
1. Use structured interviews
One of the most effective ways to reduce bias is to use structured interviews, where every candidate is asked the same set of questions, and answers are scored against a consistent rubric. Research shows structured interviews are not only more predictive of job performance, they also dramatically reduce the influence of unconscious bias. Structure and pre-planning helps combat those gut instincts and assumptions that can lead you off course.
2. Add multiple perspectives
Don’t go it alone. When multiple interviewers are involved—especially from diverse backgrounds or perspectives—you reduce the risk of one person’s bias skewing the entire process. Panel interviews or collaborative feedback sessions bring balance and promote better decision-making.
3. Leverage behavioral assessments
Assessments like the McQuaig Word Survey offer a data-backed view of a candidate’s temperament, motivators, and communication style. That means you’re making decisions based on science, not gut feel. Behavioral insights can be used to structure follow-up questions, guide development, and spot alignment with the job’s true requirements—not just what your instincts are telling you. Using data to guide your decision-making process can also help you build up a stronger culture or more aligned teams over time.
Read More: Learn why assessments are the key to stronger hires
4. Train your interviewers
Bias training doesn’t need to be overwhelming to be effective. Even a simple workshop that introduces the concept of unconscious bias and how it shows up in interviews can help hiring managers become more self-aware and consistent in their evaluations. Awareness is the first step to making better choices. Often, hiring managers aren't even conscious of the forces guiding some of the decisions they make. Shining a light on those unconscious issues can bring clarity to the whole process.
5. Focus on culture add, not culture fit
Ask yourself: “What strengths does this candidate bring that we don’t already have?” Look for complementary traits rather than similarities. This subtle shift can expand your team’s capabilities and foster a more inclusive workplace. After all, you don't want a company where everyone things the same, do you? That's not where innovation comes from. Instead, prioritize building a diverse team with different skills, ideas, experiences, and strengths. That's what will really drive the company forward.
Being conscious of unconscious bias
Unconscious bias isn’t a character flaw—it’s a human one. But left unchecked, it can sabotage your hiring process and limit your team’s potential. The good news? There are clear, practical steps you can take to reduce its impact.
By building more structure, leaning on data, and staying curious about what each candidate brings to the table, you can make better hires. And those decisions can be ones that bring new perspectives, energize your teams, and stay for the long haul.
That’s not just better for your people. It’s better for your business too.