Affinity Bias: This bias occurs when we gravitate towards people who resemble us in interests, experiences, or backgrounds. To counteract this, focus on evaluating candidates as potential ‘culture adds’ who bring diverse perspectives and skills rather than just fitting into the existing culture.

Confirmation Bias: This bias leads us to form initial opinions about candidates based on superficial aspects of their resumes, such as their name or alma mater. Combat this by standardising interview questions and evaluating candidates based on their responses to these skill-based queries.

Attribution Bias: This bias can lead to unfair judgments about a candidate based on unusual resume elements or unexpected interview behaviour. Counter this by seeking to understand the context behind these anomalies rather than making hasty assumptions.

Conformity Bias: In group settings, individuals may align their opinions with the majority, potentially overlooking exceptional candidates. Encourage independent evaluation by having team members record their thoughts separately post-interview before group discussions.

Halo Effect Bias: This occurs when a candidate’s association with prestigious institutions overshadows a holistic view of their skills and experiences. Focus on evaluating the totality of a candidate’s background, not just their most prominent achievements.

Horns Effect Bias: The opposite of the halo effect, this bias leads to negative perceptions based on a single trait. If you find yourself disfavoring a candidate for a seemingly trivial reason, delve deeper to understand if this feeling is justified.

Contrast Effect Bias: When reviewing multiple candidates, there’s a tendency to compare them against each other rather than against the job criteria. Implement a structured review process to evaluate each candidate on their own merits.

Gender Bias: This pervasive bias often leads to preferential treatment of male candidates. Use blind screening processes to evaluate candidates based on their skills and qualifications, irrespective of gender.

Ageism Bias: Older employees often face discrimination in favour of younger candidates. Educate your team about the value of age diversity and establish policies that promote inclusivity across all age groups.

Name Bias: Names can unconsciously influence our perception of a candidate’s background. Remove names and personal details from applications during the initial screening process to focus solely on qualifications.

Beauty Bias: Attractive individuals may receive preferential treatment. Initial phone screenings can help focus on qualifications rather than appearance.

Height Bias: Taller individuals are often perceived as more competent. Use phone or blind interviews to prevent height from influencing hiring decisions.

Anchor Bias: First impressions in interviews can disproportionately influence our judgement. Be mindful of nonverbal cues but focus primarily on the candidate’s skills and experiences.

Non-verbal Bias: Physical communication styles vary widely. Recognise that mannerisms like crossed arms or lack of eye contact might not reflect a candidate’s capabilities or attitude.

Authority Bias: This bias leads to unquestioning agreement with decisions made by higher-ups. Foster an environment where diverse opinions are encouraged and valued.

Overconfidence Bias: Overconfidence can hinder personal and organisational growth. Encourage diversity of thought and challenge groupthink by building a team with varied backgrounds and perspectives.