Building an inclusive workplace starts with understanding how we make decisions—including the ones we don’t realize we’re making. Unconscious biases shape how we see others, influencing everything from first impressions to big decisions. One common example is affinity bias—the tendency to prefer people who remind us of ourselves.

While it might seem harmless, affinity bias can quietly exclude others and limit collaboration. In the workplace, it can influence hiring, promotions, and mentorship opportunities, making it harder to build diverse, well-balanced teams. Left unchecked, it can slow progress on diversity and inclusion efforts.

The good news is that awareness is the first step. Recognizing how cognitive biases affect judgment is key to creating fairer environments. Let’s explore how to identify affinity bias and practical steps to address it.

What is affinity bias?

Affinity bias, also referred to as similarity bias, is the unconscious human tendency to gravitate toward other people with similar backgrounds, interests, and beliefs. While we may think that we actively make conscious choices to surround ourselves with people based on their character, the reality is that we aren’t very good at being objective when choosing who we like and want to be around. More often than not, people tend to gravitate towards others simply because they remind them of themselves.

What causes affinity bias?

There are several reasons why we might gravitate toward people like us. Our brains are wired to take shortcuts, and affinity bias is one way we simplify how we connect with others. Several specific kinds of bias and behaviors may cause affinity bias, including:

  • Sense of validation: Being around others like ourselves is affirming. We’re more likely to hear our opinions and thoughts echoed and upheld. 
  • The halo effect: The halo effect is a cognitive bias where one positive impression influences our overall perception of someone. Instead of assessing their skills and qualifications objectively, we might unconsciously assume they’re a better colleague or a stronger fit simply because they share a trait we admire or relate to.
  • Conflict avoidance: Affinity bias allows us to avoid confrontation with other, different points of view that we may find challenging to accept.
  • Mental shortcuts: Affinity bias creates mental shortcuts (or heuristics) that help our brains conserve energy. Instead of analyzing someone critically, we associate “like me” with “good” and move forward without thinking it through completely.
Causes of affinity bias

Effects of affinity bias

Unfortunately, sometimes shortcuts get us lost, and affinity bias comes with its fair share of negative impacts. We miss out on the opportunity to get to know many fascinating, worthwhile people when we unconsciously gravitate toward people who are similar to us. We end up reinforcing our opinions and cultural beliefs repeatedly. 

The lack of difference or challenge can lead to an inability to see past our own worldview, making us less empathetic and understanding. Sometimes this can even lead to a fear of others who are “different” from us.

How does affinity bias affect diversity in the workplace?

When recruiters and leaders are always hiring, promoting, and nurturing people similar to themselves, it creates a workforce full of people of the same backgrounds, destroying diversity. This unconscious bias is one of the barriers to inclusivity that keeps people of minority identities from equal representation in the workforce on all levels.

Affinity bias examples

There are many ways in which affinity bias can sneakily show up in your thinking. For example, you might assume that a person is well-educated because they went to the same university as you or that somebody is qualified for a role because they previously worked at the same company you did.

This type of thinking can affect an organization in multiple ways.

Hiring candidates who aren’t the most qualified for a role

One of the places where affinity bias is most insidious and harmful is in hiring. After all, recruiters, hiring managers, and HR leaders are not immune to unconscious bias. So while hiring teams may think they’re objectively choosing the best candidates, they may be picking people who look and think like them and come from similar backgrounds without even realizing it. This risks creating a homogenous workplace at best and a non-inclusive, discriminatory workplace at worst.

Passing over people for promotions

Promotions offer a great opportunity to recognize and reward top talent, but unconscious biases like affinity bias can sometimes influence these decisions. Leaders may naturally feel more comfortable advancing colleagues they connect with personally, even when others bring equal or greater qualifications.

For example, a manager might promote someone they frequently chat with during breaks rather than a team member who consistently exceeds performance goals. When this happens, high-performing professionals may feel overlooked, which can impact motivation and engagement. 

Standardize evaluation rubrics to ensure consistency across teams, and consider incorporating 360-degree reviews to gather a broader range of perspectives.

Leaders dismissing new and different ideas

Affinity bias can also show up when leaders evaluate ideas. They may unintentionally favor suggestions from people they relate to while brushing off input from others. This can make it easier to overlook fresh perspectives, even when they bring valuable insights.

For instance, if a team member with a different viewpoint suggests an unconventional approach, a leader might be less receptive simply because it feels unfamiliar. Over time, this can limit innovation and the diverse thinking that drives team success. Creating an open environment where all ideas are considered can help leaders encourage creativity and stronger decision-making.

Overlooking people for praise and rewards

Employee recognition plays a key role in building a positive workplace culture, but affinity bias can sometimes influence who gets acknowledged. Leaders may naturally gravitate toward praising team members they connect with personally, even when others have made equally valuable contributions.

For example, a manager might regularly recognize a colleague who shares their interests while overlooking the achievements of quieter or less familiar team members. When recognition isn’t evenly distributed, some professionals may feel undervalued, which can affect engagement and team cohesion.

<<Track bias in hiring with a recruiting metrics template.>>

Importance of limiting affinity bias

Organizations that address unconscious biases can unlock significant benefits that improve both individual and collective success.

Increased diversity, inclusion, and belonging

​Recognizing and addressing affinity bias is essential for supporting diversity, equity, inclusion, and belonging (DEI&B) within organizations. The benefits of diversity and inclusion in the workplace include both enhancing individual wellbeing and driving company success.​

A diverse workforce brings a range of perspectives, helping teams tackle challenges from different angles. This diversity of thought sparks fresh ideas, encourages critical thinking, and leads to stronger decision-making. When people feel safe to share their unique viewpoints and challenge the status quo, innovation flourishes. In fact, diverse teams consistently outperform their peers in creativity and problem-solving, leading to better business outcomes.

Companies that champion DEI&B are also better equipped to understand and serve diverse customers—expanding their market reach and staying competitive in a rapidly evolving world.

Positive and supportive company culture

A workplace that actively mitigates affinity bias builds an environment where fairness, respect, and inclusion are the norm. When people feel seen, valued, and appreciated for their unique contributions—not just their similarities to leadership or peers—they’re more engaged, motivated, and committed to their work.

This kind of culture builds trust and strengthens collaboration. When team members know that recognition and opportunities are based on merit rather than unconscious preferences, they’re more likely to share ideas, take initiative, and support one another.

Effective judgment and use of team member capabilities

When leaders base decisions on skills, qualifications, and performance rather than personal preferences, they create stronger, more capable teams. Focusing on objective criteria helps organizations put the right people in the right roles—maximizing productivity, innovation, and overall team success.

Beyond strengthening teams, fair decision-making supports individual growth. When professionals gain opportunities that align with their abilities, interests, and career goals, they’re more likely to stay engaged, develop new skills, and advance. This benefits your people and helps you build a more skilled and agile organization.

Improved legal compliance

Affinity bias can unintentionally influence hiring, promotions, and other employment decisions, potentially leading to practices that violate anti-discrimination laws like the United States’ Equal Employment Opportunity (EEO) Act of 1972. Addressing affinity bias helps organizations create fairer, more transparent processes that align with legal requirements and reduce the risk of claims related to discrimination or unfair treatment.

Creating an unbiased workplace also demonstrates a company’s commitment to ethical leadership and inclusivity. Ensuring equal access to opportunities reinforces trust among team members, enhances the organization’s reputation and supports a culture of accountability.

<<Manage employment regulations with a free HR compliance checklist.>>

How to avoid affinity bias

Because affinity bias can be so harmful, HR leaders are actively working toward preventing and reversing it.  There are several effective ways to do this:

1. Practice awareness of affinity bias

The first step in avoiding affinity bias is recognizing it in your decisions. Take a moment to reflect on how you interact with others and the choices you make. Ask yourself whether you’re favoring people who remind you of yourself. Building this awareness helps you pause and make decisions more thoughtfully.

2. Meet new people and learn different perspectives

Getting to know people with different experiences is an easy way to challenge affinity bias. Attend events, join forums, or connect with people outside your immediate network. Conversations with people who see the world differently can help you rethink assumptions and broaden your view.

3. Seek common values with others

Instead of focusing on surface similarities, look for shared values. For example, someone might not have the same background as you, but they may share your commitment to teamwork or innovation. Shared values create stronger, more meaningful connections than shared hobbies or experiences.

4. Review and update recruitment and hiring processes

Start by establishing clear, measurable criteria to assess candidates based on skills, experience, and job-related competencies. Standardize candidate evaluation processes to ensure decisions are based on merit rather than an unconscious preference. Consider implementing practices like blind hiring—removing personal details such as names, photos, and demographic information from resumes—to keep the focus on qualifications.

Build hiring teams with diverse perspectives. When multiple viewpoints are involved in the selection process, personal biases are less likely to shape outcomes. Additionally, providing training for hiring managers on recognizing and mitigating affinity bias strengthens decision-making. When leaders understand how bias can influence their choices, they’re better equipped to help create an inclusive hiring process. 

<<Improve recruitment with a free hiring process checklist.>>

5. Analyze your organization’s demographics

Take a close look at your workplace demographics to identify potential gaps in representation. Are certain groups underrepresented in leadership roles, key departments, or high-visibility projects? 

Analyze promotion rates, hiring trends, and team compositions to determine if opportunities are being distributed equitably. Encourage diverse leadership pipelines, expand mentorship programs, and review internal policies for bias to help create a more balanced and inclusive workforce where everyone has the opportunity to grow and succeed.

6. Establish DEI&B training for all team members

Training is a practical way to address affinity bias across your organization and build a more inclusive culture. Offer programs that highlight how bias impacts decision-making and teach strategies for creating fairer, more objective workplace practices. Make sure everyone participates, from leadership to new hires, to ensure a shared understanding and commitment to inclusivity.

To keep these efforts impactful, provide ongoing learning opportunities rather than one-time sessions. Regularly updating training materials, incorporating real-world case studies, and encouraging open discussions help reinforce awareness and drive meaningful change over time. 

7. Revise organizational policies to encourage inclusivity

Review your current HR processes to ensure they promote fairness, transparency, and inclusivity and implement accountability check-ins to track progress toward inclusivity goals. This could include regular diversity audits or structured discussions with leadership to review hiring and promotion trends. Setting measurable goals—such as increasing representation in leadership or improving mentorship opportunities for underrepresented groups—can help drive real progress.

8. Elicit feedback from team members

Your team knows where bias may show up better than anyone else. Encourage open feedback by creating spaces where people feel comfortable sharing their observations, such as anonymous team member surveys, focus groups, or one-on-one meetings. Regularly gathering input allows you to pinpoint specific challenges and trends that may not be immediately visible.

Key insights

  • Affinity bias is the unconscious tendency to prefer people who share similar backgrounds, interests, or experiences
  • Causes include mental shortcuts, the need for validation, the halo effect, and avoiding conflict
  • Workplace impact includes biased hiring, promotions, and decision-making, leading to reduced diversity and inclusivity
  • Mitigation strategies involve structured hiring practices, DEI&B training, diverse leadership pipelines, and awareness-building

Overcome affinity bias to build a strong company culture

Unconscious biases are a natural part of being human, but they don’t have to shape the way we build teams, make decisions, or contribute to workplace culture. 

Addressing affinity bias goes beyond promoting diversity—it drives smarter, more strategic decision-making that benefits both people and business outcomes. Organizations thrive when they build teams based on merit, welcome diverse perspectives, and distribute recognition equitably. Creating an inclusive culture strengthens collaboration, improves problem-solving, and fuels long-term success.

Affinity bias FAQs

How does affinity bias affect hiring?

Affinity bias can subtly influence hiring decisions, leading decision-makers to favor candidates who feel familiar or share similar backgrounds, interests, or experiences. This unconscious preference can limit team diversity and cause highly qualified candidates from different backgrounds to be overlooked. Recognizing these tendencies and implementing structured, objective hiring practices help reduce bias, create a more inclusive recruitment process, and build diverse, high-performing teams that drive innovation and success.

Recommended For Further Reading

Is affinity bias always conscious?

No, affinity bias is often unconscious. It influences decisions and judgments without people realizing it, shaping who they hire, promote, or collaborate with. This bias happens when individuals naturally gravitate toward those with similar backgrounds, interests, or experiences, which can unintentionally affect fairness and objectivity in the workplace. Recognizing its impact is the first step toward creating a more inclusive and equitable environment.

Why is affinity bias a problem?

When decision-makers unconsciously favor people who share their backgrounds, interests, or experiences, it can lead to missed opportunities for highly qualified individuals. This bias can influence hiring, promotions, project assignments, and recognition, limiting diversity and innovation within teams.

Beyond individual impact, affinity bias can weaken organizational culture and performance. A lack of diverse perspectives can stifle creativity, reduce problem-solving ability, and create an environment where some professionals feel overlooked or undervalued.