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Why Diversity Programs Fail (Hiring Tests (attempt to fight bias with…
Why Diversity Programs Fail
Why You Can't Just Outlaw Bias
command and control approach to diversity
easy do and don'ts
can't get managers on board by blaming and shaming them with rules and reeducation
Diversity Training
people are easily taught to respond correctly to a questionnaire about bias, they forget the right answers
positive effects last a couple days, can activate bias or spark a backlash
3/4 use negative messages in their training
threats or "negative incentives" don't win converts
Voluntary training leads to better results
Hiring Tests
attempt to fight bias with mandatory hiring tests
managers don't like being told that they can't hire whomever they please
research says that managers use hiring tests selectively
managers who test everyone applying for a position may ignore the results
white men can fail, but minorities can't
decision makers (deliberately or not) cherry pick results, the test amplified bias rather than quashed it
Performance Ratings
companies sued for discrimination often claim that their performance rating system prevent biased treatment
raters tend to low-ball women and minorities in performance reviews
Grievance Procedures
many managers try to get even with or belittle employees who complain
once people see that a grievance system isn't warding off bad behavior in their organization, they may become less likely to speak up
most people don't report discrimination
managers who receive few complaints conclude that their firms don't have a problem
protective measures lead people to drop their guard and let bias affect their decisions, because they think company policies will guarantee fairness
Tools for Getting Managers on Board
1: Engage mangers in solving the problem
cognitive dissonance leads to correcting dissonance by change either their beliefs or the behavior
when managers actively help boost diversity in their companies they begin to think of themselves as diversity champions
involvement is voluntary: executives sometimes single out managers they think would be good recruiters, but they don't drag anyone along at gunpoint
Mentoring
mentors help give their charges the breaks they need to develop and advance
women and minorities are often first to sign up for mentors
mentoring programs also increase the ranks of white women and black men by 10% or more
2: Expose them to people from different groups
in the war: whites and blacks worked towards a common goal as equals
self-managed teams
allow people in different roles and functions to work together on projects as equals
cross-training
has positive impact on diversity, because it exposes both department heads and trainees to a wider variety of people
activates self engagement in the diversity mission and create inter-group contact
self-managed teams and cross-training have had more positive effects than mandatory diversity training, performance evaluations, job testing, or grievance procedures, which are supposed to promote diversity
3: encourage social accountability for change
diversity task forces
promote social accountability
after investigating where the problems are, task force members come up with solutions, which they take back to their departments
rely on transparency to get results
task forces are the trifecta of diversity programs
promote accountability
engage members who might have previously been cool to diversity projects and increase contact among the women, minorities, and white men who participate
diversity managers
boost inclusion by creating social accountability
when people know they might have to explain their decisions, they are less likely to act on bias
con: diversity managers cost money