Bias in the Workplace: Appearance over Performance

Overlooking the best candidates to give the appearance of diversity

Is it possible for organizations to engage in biased behavior in an effort to project an image of neutrality regarding biased conduct? While bias in the workplace is not uncommon, leadership may sometimes resort to favoritism by promoting or hiring individuals based on their appearance rather than their performance. This kind of approach can have detrimental effects on other employees. We all recognize the immediate consequences, such as distrust, diminished work performance, or a decline in motivation. However, let’s also consider some long-term ramifications that may arise for both the workplace environment and the individuals affected by such practices. Here are a couple of examples:

Catastrophizer: This term describes someone who always anticipates the worst possible outcome. An employee subjected to biased practices might adopt this mindset over time. Picture a scenario where a male employee has been at a company for several years and observes that women are repeatedly given opportunities, driven by the company’s initiative to increase female leadership. Consequently, the manager may lean more towards communicating with the female employee and exclude the male counterpart. As a result, the male employee may start to believe that every interaction with women in his professional life will yield similar outcomes, ultimately fostering a catastrophizing mindset that carries into his future endeavors.

Gender Bias: Bias is often a learned behavior. Thus, the workplace can serve as a breeding ground for developing mistrust or biased perspectives towards one gender or another, leading to long-lasting implications. For instance, consider a woman working as a firefighter in an all-male station. One male team member habitually jumps in to take over tasks that he believes require heavy lifting, which he does not do for the male firefighters. She feels her skills are being undermined because he treats her differently than he would his male colleagues. When she confronts him, he brushes it off by saying, “You’re a woman; I don’t think you should be lifting heavy things—let the men handle that.” Although he may intend to be chivalrous, his actions imply that he views her as incapable of performing her job. If this pattern continues over time, she may develop a bias against men, believing they all share similar views about her abilities.

We’ve all come across the phrase “playing the victim.” There are instances where individuals claim they are being held back in the workplace due to biased behavior, often overlooking their own mediocre performance or skill gaps compared to their peers. This tendency can trigger a defensive reaction from leadership, leading them to appease the individual instead of following proper protocols to assess the validity of their claims. It’s crucial for organizations to have policies in place that effectively evaluate allegations of bias while also fostering a healthy and safe work environment.

Conclusion

No one should have to endure biased behavior at work or live in fear of someone claiming victimhood simply because things aren’t going their way. The culture of any organization needs to be balanced and strategically cultivated as a whole, rather than influenced by a few individuals in a department. Each of us must develop self-awareness regarding our behavior, words, and actions, and consider how they affect those around us. Have you faced any of the issues raised in this article? We’d love to hear how you dealt with it and what lessons you took away from the experience.