Bias interrupters are a new, data-driven approach that may help eliminate unconscious bias in hiring and promotion. But do the tools truly deliver? -By SHARON ROSS

Rooting out unconscious and systemic bias is one of the thorniest challenges companies face. Yet to truly live up to the ideals of equitable and fair hiring and performance practices, firms can’t give up. In fact, many are adopting a new, data-driven approach to the problem in the form of bias interrupters. These interrupters have big promise… but can be intense to implement and require discipline at multiple levels to maintain. Yet in as little as a single year, some have been shown to make a dramatic difference for firms eager for progress. Here, some of the key benefits – and drawbacks – of the interrupter systems will be discussed, along with tips for firms looking to implement such tools immediately.

Data Driven Bias Detection Helps Uncover “Under The Radar” Bias Issues

A major challenge for firms – even firms that have been doing years of good work on the equity front – is lingering unconscious and systemic bias. Hiring managers and evaluators may say all the right things… and even appear to believe every word of what they’re saying… yet the metrics for hiring and promotion don’t move. This is an area where bias interrupters can make a difference.

Data analysis cuts through words to find actions that may not be associated with equitable or inclusive outcomes. For example, if data shows that a disproportionate number of people from a certain demographic group are being passed over for promotion, this could indicate the presence of unconscious bias in the decision-making process. Plus, this data analysis provides an objective action point along which changes can be measured. This is particularly important work because many modern workplaces no longer exhibit truly overt or obvious instances of racism, sexism, or ageism. Instead, workplace bias often comes in the form of “micro aggressions” which can result in depression, trauma, psychological distress, and lowered self-esteem among workers, especially since they can be difficult to surface for remediation and elimination. Currently, some sixty-eight percent of Americans have reported problems with micro aggressions in their workplace, making data-driven analysis all the more valuable as a potential solution to rooting out biases that may be presently flying under the radar.

Once patterns of bias have been identified, organizations can implement specific strategies to interrupt these biases and promote more equitable outcomes. This might involve providing unconscious bias training to employees, using structured interviews or objective performance metrics to evaluate candidates, or implementing diversity and inclusion goals.

Are Single Year Results Truly Possible?

There are several ways that bias interrupters can help companies make concrete progress on their diversity goals in a single year. First, they can help organizations identify patterns of bias. By using data analysis to identify patterns of bias in decisions and outcomes, companies can gain a better understanding of where their diversity efforts may be falling short. This can help them target their efforts more effectively and make more concrete progress on their annual diversity goals.

For instance, one study followed a company where participants role-played scenarios where bias was playing a role. Participants were asked to interrupt personal bias through stereotype replacement, positive counter-stereotype imaging, and personal taking. Several different scenarios were used - such as the idea that women were bad at math – and after the training, improvements were noted among the participants beyond what had been possible in previous interventions.

Next, bias interrupters can help organizations implement targeted strategies. It may not be that the whole organization exhibits certain behaviors, and when metrics are rolled up to a company-wide level, site-specific problems are hidden. With data-driven insights, firms can target interventions to specific groups or sites, allowing for rapid improvements in behaviors and cultures.

Additionally, thanks to firm baselines, bias interrupters can help organizations monitor progress and make adjustments over shorter periods of time. This can help speed improvements beyond annual reporting lines, and create the perception that “real time” adjustments are happening.

How Bias Interrupters Can Be Continually Implemented In Hiring and Performance Evaluations

Once a bias has been uncovered – and a desire for rapid change expressed - there are several steps that organizations can take to interrupt bias in hiring and performance evaluations. These steps represent best practices for shifting mindsets and behaviors, especially in organizations where more obvious measures have already been taken in recognition of the inherent biases that all humans possess.

When hiring or conducting evaluations, every company should use structured, objective criteria. This can include using standardized job descriptions, using standardized assessment tools, and establishing clear performance goals and metrics that are separate from any subjective or qualitative evaluation of a prospective hire or employee.

All managers and HR professionals involved in hiring and performance evaluation should be trained to detect bias as a pre-requisite for their participation in the process. Next, while hiring, diverse interview panels should be used. Having a diverse group of people involved in the hiring and performance evaluation process can help to reduce the impact of bias, as different perspectives and experiences can help to balance out any biases that may be present.

Finally, a regular data-driven review and audit process should be used to check for bias in outcomes. Regularly reviewing and auditing hiring and performance evaluation processes in this way can help organizations to identify and address any biases that may be present despite initial intervention plans, so that the appropriate shifts or next steps can be taken.

Overall, interrupting bias in hiring and performance evaluations requires a combination of awareness, structured processes, and ongoing efforts to promote diversity, equity, and inclusion. While results can happen quickly in targeted interventions, there’s no end point. Even with the latest data tools, fostering an inclusive and equitable hiring and evaluation process is an ongoing commitment.