#441 The Silent Saboteur: How Unconscious Bias Undermines Recruiting and Leadership - Article written by Niels Brabandt
The Silent Saboteur: How Unconscious Bias Undermines Recruiting and Leadership
Article written by Niels Brabandt
Recruiting is the gateway to talent. Leadership determines whether that talent thrives. Yet both processes remain deeply compromised by an invisible force: unconscious bias.
Despite the rhetoric of meritocracy, many hiring decisions and leadership judgments are still driven less by objective performance and more by names, photos, accents, educational pedigrees, or even postal codes. This bias is rarely deliberate, but its consequences are costly: weaker hires, lost innovation, diminished trust, and in some cases, reputational damage measured in millions.
From AI Cover Letters to AI Screening
Modern recruiting has become a cycle of artificial blandness. Applicants increasingly outsource their cover letters and résumés to AI platforms such as ChatGPT or Copilot. Employers then feed those same AI-generated documents into automated screening systems. The result is a “full-circle AI” process that rewards conformity over creativity and strips away individuality. As I stressed in my podcast, it is hardly surprising that platforms such as Glassdoor are filled with scathing reviews about sterile, arbitrary recruitment stages.
The Persistent Power of First Impressions
Bias often enters before the first interview. A candidate’s name, photo, or address can trigger snap judgments—many of them discriminatory. Research has shown that equally qualified applicants with Arab names received far fewer interview invitations than peers with German names, despite identical academic records. The same is true for accents, gender, or age.
Even geography plays a role. In London, postcodes such as W8 (Kensington) or E14 (Canary Wharf) carry unspoken judgments. Recruiters weigh them as if they were indicators of competence, when in fact they are nothing more than proxies for socio-economic assumptions.
Education, Experience, and the Myth of “Fit”
Bias does not stop with names or addresses. Credentials are often misused. Too many recruiters still dismiss an MBA or two-year master’s degree because their “system” only accepts weekend-course certificates. Others engage in isomorphism—hiring people who resemble themselves, who attended the same schools or worked at the same firms. What masquerades as experience-based intuition is often little more than self-affirmation.
Why Bias Hurts the Business Case
The business implications are clear. Unconscious bias does not just harm candidates; it harms organisations. Poor recruiting choices inflate turnover costs, erode diversity, and weaken employer branding. One German company recently faced viral backlash after a recruiter admitted they rejected a candidate because “we can’t pronounce your name.” The incident reached over 1.5 million views online, generating severe reputational damage—an entirely preventable, self-inflicted wound.
Training, Awareness, and Accountability
No organisation can fully eliminate unconscious bias. But they can train for awareness, reduce its impact, and hold decision-makers accountable. Structured training—professional, not perfunctory—helps recruiters and leaders recognise their blind spots. Evaluating recruiters by the long-term performance of their hires (“result screening”) ensures accountability.
Bias awareness is not “woke.” It is a business necessity. When leaders dismiss diversity and inclusion as ideological, they reveal their unfitness for positions of responsibility. Every serious professional understands: hiring the right people is not about ideological battles, it is about organisational survival.
Toward Better Leadership and Recruitment
Eliminating bias is not about lowering standards; it is about applying them fairly. A candidate’s name, gender, or accent tells us nothing about their capacity to perform. Objective criteria, consistent evaluation, and conscious awareness of bias are the only path to building stronger organisations.
For companies competing in a global marketplace, the stakes are clear. Those who cling to outdated, biased practices will struggle to attract top talent and will pay the price in lost performance and public trust. Those who embrace awareness and accountability will win—not just in diversity metrics but in innovation, adaptability, and bottom-line results.
As I emphasise in my work with executives worldwide, including through my company NB Networks, the measure of true leadership is not the ability to replicate oneself. It is the courage to recognise bias, confront it, and lead beyond it.
Niels Brabandt is the Owner and Founder of NB Networks, a global consultancy focused on sustainable leadership. He hosts the Leadership Podcast and works internationally as a speaker, trainer, and advisor.
Niels Brabandt
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More on this topic in this week's videocast and podcast with Niels Brabandt: Videocast / Apple Podcasts / Spotify
For the videocast’s and podcast’s transcript, read below this article.
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Niels Brabandt is an expert in sustainable leadership with more than 20 years of experience in practice and science.
Niels Brabandt: Professional Training, Speaking, Coaching, Consulting, Mentoring, Project & Interim Management. Event host, MC, moderator.
Podcast Transcript
Niels Brabandt
When you look back at recruiting, where you sat, who you talk to, what do you think? Do you think that you were dealt with fairly? Do you think that was a good experience? And I hope that many of you will say, yeah, I had a really good experience. However, looking into science, quite often we see that the experience is optimizable, to say the least. Let's just put it in that words. As soon as people go into recruiting, you often meet what is called biases.
It is an unconscious bias, so it's not a conscious action here, but people say, oh, I have a certain opinion about something and I think you need to meet that criteria. And if you don't, I don't let you proceed on the subject matter or I don't let you proceed in the recruiting process. And unfortunately, these biases lead to the fact you only have to look into glassdoor.com where you see that many people complain about completely arbitrary and random stages in recruiting and even I have that in my life. I'm going to give you a couple of examples in a minute. That's exactly what we're going to talk about today. We're going to talk about unconscious biases in recruiting and leadership. So when you say you want to have talents, of course you need a great recruiting process.
However, in reality, it is often not as great as it should be. And often it starts with, as soon as you want people to apply, you say something like, okay, could you please send me a cover letter? I want to have a cover letter. And they just say that. No focus, no special steps, nothing to be mentioned, no special mentions. When you, for example, say, hey, could you please send me a cover letter? And tell me what is the motivation that you, if you are not from a sales background, please point out, why do you want to move into sales?
Because it's a quite tough job, why do you want to do that? Perfect, then. These colours can be really insightful. If you don't do it that way, what you usually get is that you end up in a situation where someone takes an AI. ChatGPT, Claude, Copilot, Gemini, Perplexity, whatever it is, as soon as you go in there, you have cover letters which are written by AI. And then people say, oh, that is a very nice cover letter and very nice means it's bland. It is as bland as it gets.
When you go to any reasonable AI today and even in the unpaid version, you say, hey, I'm going to apply for this job in this company, write the perfect cover letter, they're going to write really Good cover letter. And by the way, even when I went to uni and back in the days, AIs didn't exist, it was called machine learning. But during my days at university, which are really long ago, for $5 online, and we were just starting with the Internet, we were just starting with everything there on the Internet, we simply had things like, do you want to have a good cover letter? $5 a year, and you get it. And they had machine learning behind that. And then you had an amazing cover letter. And then people go into the recruiting process and you meet questions such as, why do you think that you're a good fit?
And why do you actually want to work for us, not for someone else? Why do you think you're a good fit for the role? So it is as bland as it gets.
It is as bland as it gets. From a bland cover letter to bland question, we go full circle AI. One side is writing everything, the COVID letter and the whole CV with AI. And the other side is using AI to scan the AI generated items that were handed to you. That full circle AI, of course, will not get you great ratings on any kind of platform. And glassdoor.com is the first one where you will see when you don't do too well. And of course people say, but how can I spot when I'm not good at biases?
Because you said it's unconscious. Yes, it's unconscious. And the problem is, as soon as people are consciously unconscious, that is the starting point where everything goes bad. Maybe, you know these people who say things like, yeah, you know, I'm in the industry for 20 years, within 3 minutes I know if it's a fit or not. I just know I have the experience. Or one of my favourites where they say, yeah, you know, there's. Because there's a certain thing which I need to have on the cv.
If they didn't go to one of these five universities, they're not for us. We need really good people. Yeah, I mean, we don't pay that well, but we need really good people. So these are good universities and the others are not. It's just my experience. Or another amazing piece where people, for example, say, yeah, you know, there are certain people. Look at where this person comes from.
Someone from Glasgow. I mean, look at this. We are the city of London, Glasgow. Serious. Not a fit for us, is it? No, it's not. Thank you.
Thank you very much, but no, thank you. These biases is something which you meet as soon as you see the locker room talk amongst recruiters. And if Anyone says, and by the way, I did professional training on unconscious biases to get rid or at least partially under control.
You will never have full control. You can only have awareness and partial control that unconscious biases exist and then make smarter decisions.
As soon as you. As soon as you're aware of that, as soon as you open a cv, there are a couple of things where some people might now say, this still exists.
Yes, it does. I give you an example. When you see a name, when you see a photo, when you see an address, you immediately judge people. And when you now say photos, is that still a thing? Hello to my American and British listeners here. You will probably now be shocked that in many countries, photos are still very common. In Germany, people have pictures all over the place.
And I know that in the UK and the US you often have systems which prevent that from happening. And as soon as anyone applies, has a picture and you immediately say no, for compliance reasons, you say you need to apply, but without a picture. And in many countries that's not the case. And when you now say name, come on, name is not really relevant. There's a massive study about that, the Mr. Smith effect. We just had one German applicant who had a straight A at a really good university and applied 60 times, 12 interviews out of 60 times he applied, and his colleague who got the exact same degree, it was a straight A on all counts, wrote 12 applications and got 10 interviews, 10 out of 12 for someone with a German name and 12 out of 60 for someone with an Arab name.
And there we are again, because then you have some people sitting there. And by the way, this person posted on LinkedIn, this is racism and this is Germany, by the way, completely correct on both counts here. This person simply said, look, when someone sits there as a recruiter and tells me, yeah, you know, it's a really good cv, but to be fair, we can't even pronounce your name correctly.
You're just not a fit for us. We don't have people with such names here. And this happened, this happened. This is not two months ago and in the year 2025, this is what we have. Because people simply say, yeah, it's a name we don't have here so far. So what about not having this now and not starting with it? It's just not a fit.
And that's just racism. Racism and unconscious bias performing the worst out of the worst. And by the way, of course, we had a massive negative review on Glassdoor, then they asked him to remove it, which he didn't. Then it escalated on LinkedIn. So the full Streisand effect. So anyone got attention of that? 60,000 people read it and then 100,000 read at the end, 1.5 million people read that. Congratulations. Massive brand damage due to bad recruiting.
And what did you do? You doubled down on the bad recruiting. The name, the photo, the address. You can't imagine when you ever lived in London. When I moved to London, I wanted to live somewhere very central, so I lived in a smaller space. I have a minimalist lifestyle, as many people know me.
Who know me. Anyone who knows me knows me.
I have a minimalist lifestyle. I love to live in small spaces and own the minimum amount of things I can have. That's just a personal thing. I'm not spiritual. I don't force anyone to do so. It's just my personal life choice. And as soon as people said, yeah, Neil, it's welcome to London.
So you moved here. Where do you live?
And then I said, Kensington. And let's face it, Kensington is a good part of London. It's probably, on paper, one of the best parts. But I lived there in a shoebox. So I didn't live there in a villa or a mansion, I lived there in a shoebox.
So they are really like. Like, Like Kensington. Like in Kensington or near Kensington. Because what they were, what they were, what they were alluding to is that they say, is it the good or the bad part of Kensington? But just people don't like to say that because it always sounds a bit judgmental, mainly because it is. So as soon as people say, when Kensington did you live?
I only had to say W8. W8 was the good. Was the good postcode of Kensington.
The bad one is SW5. That's like Gloucester Road. And the whole weird part where all the skyscraper stand with the social housing and whatnot. Yeah. So W8 is the good part. That's High Street, Kensington, Notting Hill Gate and stuff. Yeah, that's the good part, isn't it?
So, name, photo, address. When I, by the way, moved from Kensington to Canary Wharf, E14, the same thing happened. Postcode lottery. As soon as you have the postcode, certain postcodes simply have a good reputation. By the way, certain addresses in your city will have the same. When recruiters are knowledgeable on local conditions in the city where they live, they judge people based on the address and suddenly say things like, this person comes from. Actually had to look up where the city is, somewhere in rural Wales.
No idea where that is. Not sure if they can handle London. Maybe they Just move back in a month and say this was not for me. I just think we take someone from London, shouldn't we? It's just more common territory here.
And that's, that's exactly the problem. The problem is that people judge other people based on random factors. Neither name nor photo nor address have anything to do with the job you have to do. When you, for example, say, hey, we are a remote first company, but when you have to be in the office, we expect you to be there rather quickly. So probably on Monday we can say be there on Tuesday and when then someone lives 400 miles away. That's a reasonable thing to say. I don't think that you can buy short notice, come to the office.
That is at least a reason where you can justify, factually justify why you decide in favour of someone and against someone else. But it gets worse from here. After name, photo, address, because you think there are additional lines on your PowerPoint slide here, Niels, what else is there? And the next one is education and experience. Often people say education is important and I fully agree. Of course you need educated people. However, sometimes people have very weird tick the box aspects of education.
That happened to me. A company was looking for coaches and of course one thing which I highly appreciate is when someone says, are you qualified coach? Because anyone can call themselves a coach. You need to know the methodology, you need to know it properly. And I hold an mba, a Master's of Business Administration from the University of York St. John in York, United Kingdom. So two years full education, academic education and hundreds of hours, hundreds of references I have, you can see them all on LinkedIn and whatnot and anywhere else.
So I gave it all to them. And then the recruiter said it was a selection person for self employed people. So they asked me, yeah, so do you have a certificate? And I was slightly stunned about that question, said, well, I handed everything to you. I have a Master's degree on the matter. Two years education certificate can be anything from a weekend course to an afternoon class to an online class with no exam with a certificate because you paid for the class. So now I don't have a certificate, I have a two year master's degree.
And the recruiter said, yeah, so do you have a certificate? Because I need a certificate for our system. And I told him, well, I can send you the, the certificate from the university which certifies I did the degree with a QR code on it. So you can see it's an mba, which I did with my name. So it's the proof of the degree, if you want that. And then the recruiter said, yeah, but that's a degree. No, I need a certificate.
Do you have a certificate? And then I went into straightforward mode and said, you don't really want to put a certificate with no academic credentials over an academic degree. And the recruiter said, yeah, you know, I have a system here. Do you have a certificate? And that was the point where we simply went our way and that company never has to talk to me ever again when that's the way. How you select your coaches. Good luck.
You will get the weekend class coaches who took a 90 minute online session and now call themselves a coach. So education is something which you need to focus on what do you actually need? And sometimes you say it's vocational training, perfectly fine. Sometimes you say it's university, perfectly fine. But define it well because otherwise always people tend to hover towards their own alumni network to where they have been the same with experience. When they say, oh look, you came from that company, I was there. Good, good, good people come from there because you know, I was there.
And I am successful, as you see, because I sit in front of you, so I'm successful. And so when you come from there, you're a good person because I am a good person because I like myself and I like people who like me and people who are like me. And that's what is called isomorphism. ISO, Greek for equal, Morph for appearance. Isomorphism. You only hire people who are close to, to what you are. And that is of course a massive unconscious bias.
And these unconscious biases exist in every single place. And it goes way further than that from different accents. By the way, when I did my last professional training on the matter and I did my eighth professional training with Catalyst, one of the largest vendors worldwide on unconscious bias training, and I also realised certain accents are connected with a certain judgement. And then I receive professional training on that to get awareness on that and make better decisions afterwards. From accent bias, language bias, age, gender.
When you say age. Oh, anyone over 50, they, they are just too, they are just sick too often, right? They are just. No, they, they, they're often calling a sick gender. Oh yeah, you know, a female can get pregnant, right? So now we need people in the office, not in the hospital. So, oh, family, they have children, are not flexible enough. Sorry, hobbies.
And that is one of the worst thing when they say, oh, hobbies, yeah. One of Germany's formerly largest entrepreneurs in construction who is now mainly in the focus of the public prosecutor. Surprise, surprise, that comes Together when success and big ego hits tv usually know something bad is going on. And that was the same here. He says, and I quote word by word, people who do martial arts are good leaders because they can force through hard times. Another expert, self proclaimed expert, said, anyone in professional sports is excellent at sales because they know how to deal with drawbacks and backslash. That's pseudoscience at its best.
Do you know how many professional sports people failed with their businesses? That's probably that problem. And they all came from professional sports, so they know how to deal with drawbacks. But still they go, they went bankrupt. So it didn't happen because they were so great at sales, was it? So this whole thing with hobbies and trying to find something in their hobbies which suits or does not suit your narrative is the definition of bias and anything with formality. When you say, oh yeah, you know, the layout of your cv really weird, didn't like the colours and some paragraphs weren't aligned properly.
So I don't think that we could hire you. If you want to hire someone for copywriting who needs to design books, then that's a reasonable choice. But when you hire someone who's an accountant, they probably don't have to write many things in a literary way and publish books afterwards. So when the colours are a bit weird and the whole setup looks a bit old fashioned, maybe there's just accountancy or just the person, but it's not an issue in the recruiting process. And especially when it comes to language, there is a massive bias. And by the way, I can feel you when you will say, but I have an issue with that because I do as well. I give you a very simple example.
Someone applies in my business. My business is called NB Networks. I receive an application and on the top of the first page it said MB Networks.
M not N, not N, MB Networks. One typo at the very top, writing the company name in the wrong way. Not great. Fortunately. Two years before that I saw a professional talk from Professor Cunning, one of the leading scientists of the Horschule Osnabruck in Germany, who did research on what kind of scientific proof do we have between typos in cover letters and the way how people work. Because you often say when you have a typo, you have a cover letter where people have two or three typos in there. You often say, yeah, the applicant is not really the person that is able to work precise.
It's not precisely. It's not working precise is not your strength because you have typos in Your cover letter. Of course, when someone has 40 typos, you probably see there's a certain weakness and someone is unable to press F7 and does a spell check in Microsoft Word, or you simply use an AI to get the whole thing through. However, as soon as you say with the tiniest typo, we put you through to not you, there is no scientific evidence backing that. Zero, Zilch. Not on the end. And I can feel how much resistance this causes because I am not happy when someone puts the company name the wrong way.
You want to apply here, you want to work here. However, I want to hire the best people, not the best writers. And that is where I simply have to overcome my personal belief system. And that's something which you learned and learn in unconscious bias training. And as I told you, I already had eight in my life. And every single time I left this training better than I was before. About seven, eight years ago, I started doing delivering unconscious bias training by myself, delivering it from others.
So it's a very important step that you should undertake because you now probably wonder, how can we implement this in our organisation? Because our leaders have strong opinions and I'm not really sure they want this. And the very first thing is you need to create an awareness. And the awareness must be that you say you're hiring the wrong people. You're hiring people where you think you feel they are good picks and then suddenly in real life you find out they are not, and then they're in the organisation, then it's way too late. Once they're in, you don't get them out anymore. Very, very hard.
In the US way easier, but probably in almost any other place on earth. And even in coastal states, California, New York City, you can't just lay off people by telling them goodbye, at least not with massive backslash or potential consequences. So the awareness needs to be there in the first place. And what you need to have here is professional training and coaching. I receive this. I highly recommend anyone to get that. You can contact me about it or find it anywhere else if you like, but feel free to contact me about.
If you were not trained professionally, you probably have biases which you do not know about. And then most likely you will have something on your mind where you judge people in the wrong way and then simply select the wrong people. Because what people need to do in recruiting, and that's where recruiters are not too keen on, you need to do result screening. And result screening simply means that you check which are the recruiters who bring in people who actually Work. And who are the recruiters who constantly bring in people where we say, yeah, average or below the average, or didn't pass probation time or was fired after three months. And then you can see who are the ones who don't deliver too well. And one thing is crucially important here because I can tell you one aspect, especially in today's times, will happen to you.
Someone will say, yeah, you know, this whole, this whole unconscious bias thing and diversity training and whatnot, you know, it's just too woke. It's all Woke today. I'm 30 years in the industry, I know what I'm doing. Yeah, you know, don't tell me what to do. I know what I'm. How long are you in the industry? Five years are ridiculous.
I'm 25, 30 years in the industry, I know after three minutes who is a good hire or not. And then they say, woke, woke, wokety woke. And one thing is very important. Nothing smart has ever been said.
That's a perfect bonus. I usually don't give a bonus round in my podcast because we have enough things to go through, but I always give a bonus round for people who scream woke. Nothing smart has ever been said in the history of humankind when the word woke was used as a pejorative. Nothing ever, Absolutely no exception. When people say something is woke, it simply means they don't like it, they don't want to change. And that means they cannot be anywhere near people recruiting or leadership because by their own statements they are unsuitable on the matter. Of course anyone has the right to change.
Anyone has the right to make up their mind. I can fully understand, by the way, when people say, look, I really can't go through the 78 cheap, $49 online class which simply tells me, be a good person and you have to be neutral and get. Get something written down. Of course, when you buy cheap, nonsensical classes, people will have an aversion to go there. However, when you get professional people in, professional trainers, speakers, coaches, call it as you like, ask me, ask anyone else you like. However, when you get them in, you will have a great experience and people will actually leave and say, that actually brought me somewhere where I haven't been before and actually where I thought, I actually thought I don't even have to be. And very important here is diversity training and unconscious bias.
Training is not about telling people how wrong they are. That is really unprofessional. And then putting stickers in there, oh, it's all your fault. And you just know that's not the point here, you simply tell people that there are things of the human psyche, things of how we get to conclusion, which are simply not neutral and we all want to have great results. No one sits in their organization's head. I like to have really bad colleagues who are not up to the job and I have to catch up with their work. No one wants that.
Anyone wants great colleagues who are up to the job, who fit perfectly well, who integrate to the team, who are a great fit to culture, to the organisation, to the team, and who are experts on the matter and to find them and not select people by name, age, gender or whatnot and things you don't even know about. That is, and especially when people scream something like, I always give the job to the most suitable person, you know, I don't need training, just pick the most suitable person. When anyone says that these are people who have no professional qualifications on the matter and that means they are unsuitable for recruiting people and any leadership matter. So very important here is when you do think the scientific way, professionally qualified and fully aware of unconscious biases, you will be a better person, a better leader and especially a better recruiter, including of course, recruiting leadership. And I wish you all the best implementing this in your organisation. And when you now say that sounds like a bit of work, can we have a chat on that? Yes, of course we can.
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10 speeches in three days. Rather busy days I can say with 41 appointments in three days. So there people said, I have an interest in this.
Could you do an episode of that? And yes, I can send me an email, tell me this topic is relevant.
I have this situation. Keep it anonymous and of course I will keep it anonymous. Don't mention names or anything. And then I move on from there and then I can do an episode on that and then you can get clarity on the matter. When you now say do we have live sessions where I can talk to you live?
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Thank you very much for your time.