Hiring Managers: Is Unconscious Bias Blocking Your Best Candidate?

TL;DR | The Bias Hiring Managers Don’t Always See

▍Unconscious bias isn’t about bad intentions—it’s about blind spots that quietly block the best candidates.

▍This post breaks down seven examples of subtle hiring bias and what to ask yourself before making a decision.

▍The right hire might be the one you almost overlooked. Here’s how to make sure you don’t miss them.

Hiring is a fascinating process. It’s about finding the right talent, building teams that excel, and driving a company forward. But sometimes, even with the best intentions, we miss great candidates simply because of blind spots we don’t even realize we have.

Recently, I worked with a hiring manager to fill a key role. We started with a strong slate of candidates, but a few were immediately passed over, without an interview. Later, when the search expanded, some of those previously overlooked candidates were reconsidered.

One candidate, whose resume wasn’t as polished as others, initially didn’t make the cut. His name signaled ethnic diversity, and there was a concern, spoken or unspoken, about his command of English. Eventually, he was brought in for an interview.

And guess what?

He nailed it.

In fact, after meeting him in person, the hiring team was thrilled with his experience, problem-solving skills, and communication abilities. He was the clear choice for the role.

But what if we hadn’t circled back?

What if that bias, unintentional as it may have been, had quietly eliminated the best person for the job?

Bias isn’t a character flaw. It’s human nature. Our brains are wired to make quick decisions based on what we know, see, and feel familiar. But when hiring decisions happen in split seconds, without pausing to reflect, we risk missing out on exceptional talent.

I want to share a simple request: Before you say no to a candidate, ask yourself why.

Explore how rethinking bias creates teams where people thrive.

When Bias Sneaks into Hiring Decisions (Without You Even Noticing)

Bias doesn’t always show up in obvious ways. It’s subtle. It hides in gut feelings, first impressions, and snap judgments. Here are some real-life examples I’ve seen and the questions hiring managers can ask themselves to break the pattern:

1. The Accent Bias

A candidate speaks English as a second language but is fully capable of communicating and excelling in their role.

Ask yourself: Am I judging this person’s ability based on their accent or their actual communication skills? Have I truly evaluated their technical and leadership abilities or just made an assumption?

2. The Resume Critique

A resume is formatted differently than expected or includes details like hobbies, affiliations, or personal insights.

Ask yourself: Am I focusing more on formatting than substance? Does this person have the skills and experience I need, regardless of how they presented it on paper?

Want to evaluate more than what’s on paper? Learn how interviews can reveal true potential.

3. The ‘Client Fit’ Concern

The candidate is from an underrepresented background, and while they fit within the internal team, there’s hesitation about how clients will perceive them.

Ask yourself: Am I assuming how our clients will react, or do I truly believe this person can’t serve them well? Am I allowing outdated expectations to limit who we hire?

4. The School Bias

A candidate went to a university that isn’t part of your "preferred" list, or maybe went to a rival school.

Ask yourself: Am I evaluating the candidate based on their abilities, or am I letting school affiliation influence my decision?

5. The First Impression Trap

A candidate may wear strong cologne, dress differently than expected, or have a personal style that doesn’t match the team.

Ask yourself: Am I assessing their ability to do the job, or am I reacting to personal preferences that have no impact on performance?

6. The ‘I’d Love to Grab a Beer with Them’ Effect

You instantly click with a candidate because they remind you of yourself or someone you enjoy being around.

Ask yourself: Am I hiring for skills and contribution to the team, or because this person feels familiar? Would I be just as excited if they weren’t like me?

7. The Overqualification Dilemma

A candidate has more experience than required, and there’s a concern they won’t stay long or will expect a higher salary.

Ask yourself: Am I assuming their salary expectations, or have I asked? If they bring value and are excited about the role, is experience a problem or an advantage?

The Truth About Bias in Hiring

Bias doesn’t make us bad people. It makes us human.

But here’s the good news: awareness creates change.

I’ve spent years in recruitment, advocating for initially dismissed candidates. Not because hiring managers were unfair, but because their decision-making was based on quick assumptions rather than deeper evaluation.

Unconscious bias isn’t intentional, but it is costly. It leads to missed opportunities, weaker teams, and less innovation.

Here are more hiring traps and how to avoid them.

Before You Decide, Ask Why

So my challenge to you is simple:

Pause. Reflect. Ask why.

Before making a hiring decision, take ten extra seconds to question whether bias, however unintentional, is playing a role. When you do, you open the door to stronger hires, better diversity of thought, and more impactful teams.

Because the best candidate isn’t always the most obvious one.

It’s the one you almost missed.

Common Questions About Bias in Hiring

What is unconscious bias in hiring?

Unconscious bias refers to automatic, unintentional judgments we make about candidates based on stereotypes or assumptions, not actual qualifications. These biases often manifest in quick decisions, first impressions, or feelings of “fit.”

Can bias really show up in professional hiring decisions?

Yes. Even experienced hiring managers aren’t immune. Bias can influence everything from how a resume is read to who gets invited to interview, and who doesn’t. The key is awareness and reflection.

How can hiring managers spot their own bias?

Start by pausing before a “no” and asking: Why am I passing on this person? The post outlines seven common patterns that hiring managers can learn to catch and interrupt, from accent bias to first impressions.

What if I’m worried about how clients or the team might perceive a candidate?

Ask yourself if that concern is based on performance or perception. If it’s the latter, that’s often a sign bias is driving the decision, not the candidate’s ability to succeed in the role.

Why does bias matter if we’re trying to hire the best person for the job?

Because bias can block the best person, overlooking qualified candidates due to assumptions limits innovation, reduces diversity of thought, and weakens long-term team performance.

Isn’t it risky to hire someone who’s “different” from the rest of the team?

It’s riskier not to. Teams that embrace different perspectives solve problems faster, make better decisions, and adapt to change more easily. “Different” isn’t a liability; it’s often your next competitive advantage.

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Want to Be More Intentional with Your Hiring Decisions?

If you're a hiring manager who values building strong, well-rounded teams but sometimes wonders what might be overlooked, we're here to help.

At TLR Search, we work with companies to spot the unseen, challenge assumptions, and attract talent that drives long-term impact.

Want to rethink how you approach hiring decisions overall? [This post breaks down a more intentional process.]

Let’s discuss what’s possible when bias isn’t the driving factor.

👉Explore how we partner with hiring managers to align hiring decisions with what really matters.

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