The Workplace Fairness Act (WFA) prohibits discrimination based on protected characteristics (e.g. age and sex) in all employment stages, from hiring and appraisal to promotion and dismissal. It also prohibits employers from issuing, communicating or publishing any direction, instruction or policy that bases employment decisions on these characteristics. For instance, a written policy in a company handbook stating that pregnant women are not to be selected for a training programme¹. 

For employers, this is more than updating policies and SOPs. It is a call to reset mindset, challenging assumptions and shortcuts that often influence employment decisions. Most employers are fair and do not intend to discriminate. Even so, bias can creep into decisions through the choice of words in job advertisements, casual remarks in job interviews, or even assumptions about who ‘fits’ the team. 

To build workplaces that are genuinely fair and inclusive, there is a need to move beyond compliance to resetting of mindset. Here are some steps to consider as a starting point.

Reflect: Building Awareness for Workplace Fairness

True fairness begins with awareness. Pause to ask Why does fairness at the workplace matter? Where may decisions be vulnerable to bias? When employers see the importance of fairness in their organisation, they will be more motivated to change and apply it meaningfully and consistently. 

Reflection also involves building the awareness of bias in the decision-making process by using simple prompts to surface reasoning and job-related evidence. These prompts do not assume bias or problems exist; they help employers reflect and confirm decisions made are objective and merit-based. For example:

• “Why?” – to make rationale and job-related evidence explicit. 
• “What would argue against it?” – to test the reasoning and consider alternatives.

Apply these prompts using checklists across different employment stages. For example:

• Recruitment: Why is this job requirement essential? If it is not critical to the role’s core duties, consider removing it or moving it to “nice to have”, and communicate the change to everyone involved in the hiring process. 
• Performance appraisal: Why was this rating assigned? Which specific examples support it? What evidence, if any, would warrant a different rating?

Where feasible, engage HR to review aggregated outcomes to surface patterns, if any, in decisions made (e.g. whether there are any groups consistently overlooked in hiring and promotion). These insights can help raise awareness among decision-makers and guide fairer workplace practices and outcomes.

Reframe: Rethinking Talent and Decision Making

With greater awareness, reframe how talent is defined and how decisions are made. 

Reframing means challenging assumptions, such as equating “good fit” with familiarity (i.e. preferring candidate who shares similar interests, experiences and background), or assuming leadership must look or behave in a certain way. These assumptions, while common, can unintentionally exclude capable individuals for reasons unrelated to the job. 

Instead, aim to:

• Look beyond surface traits and stereotypes.
• Value diverse skills, experiences, and perspectives. 
• Apply clear, objective, job-related criteria rather than relying on instincts alone.

Use the reframing lens to test assumptions about the “ideal candidate”. For example: 

• Does the role genuinely require, for instance, an age limit or a specific language proficiency? 
• Beyond being outspoken, can leadership also be shown through other traits such as empathy, collaboration and problem-solving?
• Could a candidate’s unique background offer valuable new perspectives?

By reframing, employers redefine what “talent” looks like, keep decisions job-relevant and merit-based. It also opens the way to more inclusive decision-making, strengthening teams with more diverse perspectives and skills.

Reset: Putting Fairness into Practice 

Reflection and reframing are essential, but not sufficient on their own.

Without supportive policies and systems, it’s easy to fall back on favouring the familiar or relying on gut feel, especially under time pressure.  

Employers can:

• Audit existing policies and practices. For example, review hiring policies to ensure they set the overall approach and expectations towards hiring, ensuring fairness and consistency across all steps of the hiring process. Refer to the sample recruitment policy and fair recruitment checklist for guidance. 
• Equip managers with training and tools. For instance, provide training on conducting fair interviews, including the use of competency-based interviewing techniques, and conducting fair performance appraisals. Pair this with checklists and guides to support consistency and reduce bias.
• Lead by example. When senior leaders model inclusivity, it signals fairness is a business priority, not just an HR issue.

Reinforce: Making Workplace Fairness Sustainable

Reinforcement strengthens not just processes, but also the mindset behind them.

Consider:

• Building fairness into performance metrics, such as including inclusive hiring and fair decision-making as part of leadership KPIs. 
• Recognising and celebrating role-models who embodies fairness and inclusivity, helping to normalise fairness across the organisation. 
• Create safe spaces for feedback so employees feel heard, and leaders learn to value different perspectives. 

Mindset change takes time, but every reflection, every reframing, every reset, and reinforcement makes a difference. Over time, this helps make fairness a natural part of everyday behaviour and workplace culture. Employers who start today lead the way in building fairer and more inclusive workplaces. 

Click here for more resources on Workplace Fairness.

References

[1] Workplace Fairness Bill. Part 4 of the Explanatory Statement. Available at: https://sso.agc.gov.sg/Bills-Supp/50-2024/Published/20241112?DocDate=20241112&WholeDoc=1#xn- [Accessed in April 2025]