Bias in Recruitment: What it is and how to avoid it

We wanted to dive deeper into the topic of bias in recruitment and workplace decisions, so
we spoke with Malin Moezzi, a licensed psychologist and organisational consultant. With nine years of experience in organisational psychology and strategic HR, Malin specialises in evidence-based recruitment and helps leaders and talent acquisition teams create fair, structured, and inclusive processes. She also lectures for companies and networks to share practical insights on how to increase diversity and inclusion through better hiring practices.

How would you, as a psychologist, explain what bias means in the workplace?

Cognitive bias refers to systematic errors in thinking, perception, and judgment—mental shortcuts our brains use to make quick decisions. These patterns are deeply human and often unconscious, shaping how we interpret situations and people through a subjective lens. Bias is not about morality or values, nor is it something that only affects certain individuals. It’s a universal human trait.

In the workplace, bias has significant consequences for individuals, organisations, and society. It can lead to discrimination, limiting job opportunities, career development, and salary progression for some, while organisations miss out on talent and innovation.

In recruitment, cognitive bias often results in candidates being excluded based on ethnicity, gender, or age. Research shows that applicants with non-Swedish-sounding names have up to 80% lower chances of advancing in traditional CV and cover letter screenings. The Equality Ombudsman’s 2023 report confirms that men with Arabic or Muslim names face the highest levels of discrimination in hiring—often due to assumptions about language skills or cultural fit.

Age bias is also prevalent. According to the Confederation of Swedish Enterprise, candidates under 25 have 15–25% lower chances of moving forward, even with a relevant education. Meanwhile, opportunities decline sharply after age 40, and even more so for women. This contributes to a youth unemployment rate of 17.3% in Sweden (July 2025) and forces thousands of older workers into early retirement—not by choice, but because they can’t secure jobs. Ageism alone costs Sweden an estimated 11 billion SEK annually in lost growth and tax revenue.

Which types of bias are most critical to address in recruitment?

One of the most damaging biases is our overconfidence in being objective. Research shows most people believe they are less biased than others—a phenomenon called the bias blind spot. We also tend to overestimate our ability to make fair judgments, even when aware of bias in others—known as the illusion of objectivity.

This misplaced confidence sustains traditional, unstructured, and non-evidence-based hiring practices, leading to subjective decisions influenced by bias—especially in early screening stages. Other common biases include:

• Similarity bias: Favouring candidates who resemble us in background or interests.
• Confirmation bias: Seeking information that supports our existing beliefs.
• Halo/horn effect: Letting one positive or negative trait influence overall judgment (e.g., assuming attractive candidates are more competent).
• Intuition bias: Relying on gut feelings or personal experiences instead of structured methods.

How can we become more aware of our own biases?

This is challenging because of the bias blind spot. Even with training, long-term change is hard. The best approach is to rely on external structures and tools rather than personal judgment.

Three practical tips for recruiters and hiring managers:

Accept human limitations—we are not wired for objective decisions.

Define measurable success criteria for roles and use structured tools like personality tests, work samples, and standardised interviews.

Increase interview structure—ask the same questions to all candidates and use rating scales for consistency.