Making unconscious bias conscious 

By Rebecca Perreault, Global Vice President Culture, Diversity and Sustainability, Magnit Global 

Even the most well-intentioned managers can make decisions influenced by hidden assumptions, without realising it. In the UK, where equality law and workplace inclusion are deeply embedded, unconscious bias remains a persistent blind spot in decision making. Everyone can be affected by these automatic judgments, which can subtly influence recruitment, promotion, and day-to-day management decisions. 

When left unchecked, these biases can entrench unfairness, limit who gets heard, and determine which ideas succeed. The consequences are not just ethical, but strategic. Bias can quietly undermine innovation, diversity of thought, organisational performance and long-term resilience. 

The antidote isn’t just awareness training. It is about making the unconscious conscious, embedding deliberate processes, and fostering leadership reflection so decisions are consistently examined for fairness and clarity. 

Understanding unconscious bias 

Unconscious bias refers to the automatic judgments and assumptions we make about people, often without realising it. It can shape decisions on recruitment, promotions, project assignments, and everyday interactions. These biases are rarely malicious, they are the product of our experiences, culture, and societal norms. 

Yet the impact can be profound. Unchecked bias can influence who gets a seat at the table, whose ideas are heard, and whose potential is recognised. Over time, it can create homogeneous teams, limit innovation, and erode trust. 

The power of conscious awareness 

The first step in countering unconscious bias is awareness. Leaders and teams must actively pause and reflect on the decisions they make. It is a continuous practice of questioning assumptions and evaluating whether our choices are based on objective criteria or automatic judgement. Awareness is not about perfection. We’re constantly learning as the world changes, but recognising the need for reflection and acting on it consistently is essential. 

Embedding bias check points 

Awareness alone is insufficient. Organisations must translate insight into action through structured processes. Clear criteria for recruitment and advancement, for instance, can help mitigate bias. When decisions are guided by objective benchmarks rather than subjective impressions, organisations are more likely to identify the best candidate for the role. Similarly, standardised performance evaluation frameworks prevent personal preferences or unconscious stereotypes from influencing outcomes. 

Even the language used in feedback and performance discussions matters. Concrete, role-specific language fosters clarity and fairness, while personality-based or vague judgements can inadvertently reinforce bias. These measures are not simply “extra DE&I initiatives”, they are psychologically sound practices that protect organisations and create environments where talent can thrive. Companies that already embed these processes into their operations tend to be more resilient, innovative, and inclusive – often without explicitly labelling them at all. 

You can ignore bias, but it will cost you 

Conversely, organisations that neglect to address unconscious bias face tangible risks. Start-ups or companies with less structured HR processes may struggle to retain diverse perspectives, stifling creativity and problem solving. Employees may remain silent when they see issues or opportunities because the culture does not feel psychologically safe. 

Unchecked bias can also lead to compliance risks, as legal frameworks around equality and discrimination continue to evolve across the UK and globally. Beyond regulation, failing to manage bias can result in reputational harm and financial consequences, as history has shown in high-profile corporate cases. 

Creating a culture of inclusion 

Embedding conscious practices into processes is essential, but culture matters equally. Employees must feel empowered to speak up, share ideas, and challenge assumptions without fear of reprisal. Leaders play a critical role in modelling this behaviour. When leaders pause, reflect, and openly discuss decisions, they help normalise conscious thinking across teams. 

Creating such a culture requires careful attention. Structured meeting agendas that invite different perspectives, training managers to recognise bias triggers, and establishing safe channels for feedback all contribute to an inclusive environment. Over time, these cultural interventions reinforce process-driven safeguards, ensuring inclusion is not just a stated goal but a lived reality. 

Shadow DE&I 

Interestingly, some organisations may see “shadow DE&I” emerge, similar to early examples of shadow IT or BYOD (bring your own device). Where formal structures for inclusion are absent, employees may quietly self-organise to create fairness and equity. While well-intentioned, these efforts highlight gaps that could have been addressed proactively through leadership and structured policies. 

There is a lesson to be learned. Conscious bias management cannot be an afterthought. It must be embedded strategically into organisational DNA, through process, culture, and continuous reflection. 

Embedding consciousness into culture 

Making unconscious bias conscious is not a box-ticking exercise. It is a strategic imperative. Organisations that embrace this approach are better equipped to attract and retain diverse talent, foster innovation, and operate effectively and ethically in an increasingly complex landscape. 

The future of work demands intentionality. By embedding conscious thinking into processes, culture, and everyday leadership behaviours, companies can transform unconscious bias from a silent threat into an opportunity for sustainable growth and inclusion.