Speaker Series V: Leading the Development of an Inclusive Workplace - PowerPoint PPT Presentation

Speaker Series V: Leading the Development of an Inclusive Workplace May 16, 2019

Employment-Based Training Structured Related on-the-job Powerful Instruction learning training Engaged employee with a chosen Taking a variety Benefit to all training of forms provider

Benefits of Employment-Based Training  Employers :  Build and shape their own workforce  Creates new skilled worker pipeline  Workers produce as they train  Workers :  Improve productivity overall  Employment  Reduce employee turnover  Job Training  Wages increase with progress  Master in-demand skills  Credentials

Unconscious Bias & Recruitment

Our Vision W E DESIGN , ACCELERATE AND ALIGN DIVERSITY & I NCLUSION INITIATIVES SO THAT EVERYONE CAN THRIVE Our Values I NNOVATION C OMMUNITY R ESILIENCE S YSTEMS A PPROACH F UTURE -F OCUSED 5

Objectives • The Case for Change • Understanding Diversity & Inclusion • Unconscious Bias • Micro-Triggers • Bias Busting Solutions

What are your reasons for learning this topic?

T HE BUSINESS CASE FOR D IVERSITY & I NCLUSION • Changing Concept of the Melting Pot • Serving Multicultural Communities • Recruiting & Retaining Talent • Navigating Global Culture & Conflict • Social Media’s Impact on Leadership Accountability

TRENDS SHAPING THE FUTURE OF DIVERSITY & INCLUSION • Leadership Development • Innovation & High Performance Teams • Effective Multicultural Market Growth

DIVERSITY

D&I AWARENESS RECOGNIZES ALL THE WAYS WE ARE DIFFERENT

The part of my identity that…. …I am most aware of _______________________ …was most emphasized when I was growing up _______________________ …I am the least aware of _______________________ …I wish I knew more about _______________________

Inclusion Cultivating a community where every member is valued for their unique contributions.

Why are Diversity Dimensions Important?  Reveal your personal orientation to life, work and relationships. This is how you prefer to go about life and work  May reveal biases you have toward those who have values different than yours  Don ’ t predict your ability to work across cultures  Provides insights about how to effectively build strategic relationships across cultures

Unconscious Bias What is the first thing you see?

• Is it a…. 13 or B 5/16/2019 18

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Who is… • The Engineer Person B • Race Car Driver • Boxer • Australian Person A Person C Person D

H OW DO YOUR ASSUMPTIONS CHANGE ?

Unconscious Bias Unintended , subtle and unconscious choices made by everyone all the time Attitudes and stereotypes we develop based on characteristics such as race, age, ethnicity, religion or appearance

Which Differences Trigger Unconscious Bias? 1. Visible Diversity (skin color, age, gender, etc.) 2. Underrepresented Groups (less than 15% of the majority)

• Spans 30 years • Numerous studies across disciplines (business, health care education, etc.) • Can be measured • May be a better predictor of behavior over explicit biases

Creativity & Innovation Talent Acquisition Consequences of Unconscious Bias Development & Promotion Cross-Cultural Trust

Circle of Trust INDIVIDUAL EXERCISE

Top 5ive People You Trust NAME Important: Do Not Include Family Members

Top 5ive People You Trust Important: Do Not Include Family Members Race/ Socioeconomic Highest level Gender Religion Marital Status AGE NAME Ethnicity Status of education

The “Like Me” Bias The tendency to warm up to people like us .

The “Like Me” Bias prevents “Diversity”

“Like Me” Bias W HERE ARE YOU NOT LOOKING FOR TALENT ? Strangers The most Acquaintance diverse Affiliation Even more diverse Influence A little more diverse Trusted 5 The least diverse Self

The Swoosh “has failed to gain traction” in hiring and promoting women and minorities. Monique Matheson Nike, Chief Human Resources officer

How does Unconscious Bias show up in the recruitment process?

Ralph comes in for an interview, what is the first thing that comes to mind? WHAT ABOUT NOW? 36

The Bargh Study: Which drink would you want your interviewer to be holding?

Who should we promote to our next Management position? You have 6 seconds to review what you know about them . Carl • Negotiator • Influencer • Dependable Score each of the candidates on a scale of 1-10 1-least interested / 10-most interested

REBECCA • Creative • Detail-Oriented • Hard Working • Unpredictable • Emotional

BEN • Intelligent • Industrious • Impulsive • Critical • Stubborn • Envious

JAMES • Innovative • Analytical • Industrious • Risk-Taker • Passionate

ALAN • Envious • Stubborn • Critical • Impulsive • Industrious • Intelligent

Who Scored the Highest & Why?

ALAN BEN • Envious • Intelligent • Stubborn • Industrious • Impulsive • Critical • Impulsive • Critical • Stubborn • Industrious • Intelligent • Envious

REBECCA JAMES • Creative • Innovative • Detail-Oriented • Analytical • Hard Working • Industrious • Unpredictable • Risk-Taker • Emotional • Passionate

C ONFIRMATION B IAS : T HE TENDENCY TO SEEK INFORMATION THAT CONFIRMS PRE - EXISTING BELIEFS OR ASSUMPTIONS .

. Halo Effect: Forming an overall positive impression of a person based on little information

Stereotyping S TEREOTYPING : AN OVER - GENERALIZED BELIEF ABOUT A PARTICULAR CATEGORY OF PEOPLE .

The Doll Study

Hot Buttons (micro-aggressions) • SUBTLE , SEMI - CONSCIOUS , DEVALUING MESSAGES THAT WE SEND OUT AND CAN LEAD TO THE IMBALANCES OR “ INEQUITIES ” IN OUR RELATIONSHIPS IN THE WORKPLACE

Really? Because English is my first language…and by the way I also know 3 other languages. “Your English is very good, you should fit in well here”

I AM your doctor. “Nurse, is the Doctor in yet?

What am I supposed to say, Thanks ? … “Just so you know we hire based on qualifications not race…by the way, you are very articulate”

Intention Acknowledges biases and has Habits for motivation to change Breaking Attention Biases To when stereotypical responses or assumptions are activated Time To practice new strategies designed to “break” the automatic associations

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Hiring Developing/Promoting Day-to-Day  Recognize when you are  Assess what competencies/attributes  Recognize hot buttons/micro-triggers and Bias Busting Habits responding to a prospective you are using when choosing individuals don’t jump to conclusions too quickly employee in a stereotypical way. for development and promotion and  Use your increased knowledge about cultural Reflect on the reasons and why? differences to anticipate how someone is intentionally replace a biased  Be cognizant of any filters that may be likely to respond response with an unbiased one impacting your decisions (i.e. is this  Step into the shoes of a stereotyped person  Develop criteria for evaluating person just like me?) and consider their view (perspective-taking) candidates and apply them  Offer flexibility when you can and realize consistently to all applicants Intention  Build in accountability. Solicit feedback from culture may play a role in your differing peers, employees, etc. perspectives  Spend sufficient time (15-20 minutes) evaluating each  Periodically evaluate your decisions and  Actively seek out situations where you are applicant consider whether qualified women and likely to be exposed to positive examples of Time Attention underrepresented minorities are other cultures that are subject to stereotypes  Evaluate each candidate’s included. If not, consider whether entire application; don’t depend too  Practice micro-affirmations evaluation biases and assumptions are heavily on only one element such as influencing your decisions the letters of recommendation, or  When a stereotypical response is detected, the prestige of the degree-granting remind yourself of examples that prove the institution stereotype to be inaccurate (i.e. if a person judges an African American male as lazy or  Be able to defend every incompetent, (s)he imagines Colin Powell or decision for rejecting or Eric Holder) retaining a candidate Habits For Breaking Bias