Talent Management
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by Zabeen Hirji and Stephen Shea

 

Hidden biases may be costing us our competitive advantage.



Diversity and inclusion have long been a focal point for Corporate Canada, as business leaders strive to create diverse teams that are reflective of the market in which they do business.

 

Leading organizations in this arena have made a marked shift from diversity (the what) to diversity and inclusion (the how). We know that individuals with different backgrounds, gender, experiences, styles, education, expertise, abilities as well as professional levels and functions each have unique perspectives that, when combined with others, can turn out to be far greater than the sum of the parts. It’s no longer enough to have diversity; the power of diversity comes from what you do with it.

 

Good intentions, mixed results
While a growing number of organizations are working to implement programs and policies designed to foster a diverse and inclusive work environment, many are still struggling.

If we understand the value of diverse teams, what exactly is holding us back from realizing diversity’s full potential? Much of it could be in our mindset.

 

According to a team of world-renowned social psychologists led by Harvard University professor Dr. Mahzarin Banaji, the root of this apparent disconnect between intent and outcome may lie in the unconscious mind. Put simply, our mindset is not as inclusive as we think it is, no matter how much we may want it to be.

 

It is a distressing claim and one that tends to surprise those who are confronted by evidence that shows their behaviour is out of sync with their intentions. Research conducted by Banaji and her colleagues reveals that the human brain is hard-wired to make quick decisions that draw on a variety of assumptions and experiences without our conscious awareness.

 

“We would all like to believe we are open-minded, fair and without bias, but research shows otherwise. This is an important, even if uncomfortable, realization for most of us,” said Banaji.

 

Still, savvy business leaders know that diverse teams are an important component of the innovation cycle required to thrive in today’s rapidly evolving, increasingly global environment. But according to a new report by RBC and EY, despite their best intentions, leaders may be unconsciously inhibiting diversity within their organizations.

 

Research on hidden bias reveals that unconscious preferences are common, and exist in all of us – creating barriers, limiting creativity and affecting the quality of relationships we have with those around us. Unconscious biases can be responsible for limiting diversity in such a way that they are preventing organizations from even getting to “the what” of diversity, never mind “the how.”

 

The good news is that by learning to recognize and manage bias, leaders can work towards mitigating its impact and maximizing the potential of their teams while ultimately increasing the competitiveness of their organizations.

 

Outsmarting our brains: Overcoming hidden biases to harness diversity’s true potential notes that, in the workplace, challenges arise when we let our biases affect or shape the decisions we make in and on behalf of our organizations. Whether it’s an unconscious discomfort with one group or, more commonly, a preference for another, hidden biases can affect everything from hiring and promotion, to team and project assignments, to openness, to new sources of ideas and innovative solutions.

These implicit biases are not consciously created; they are products of our brain’s self-generated definition of normal, acceptable or positive.

 

The business case for diversity
Experience tells us that to win in their market, companies need to hire the market. Diversity has emerged as a business-critical factor in the ability to attract clients and partners, innovate and retain and cultivate the best talent amidst a changing population and often-unpredictable business conditions. Diverse and inclusive teams make stronger teams, and strong teams make better business decisions. But if an organization isn’t fostering an inclusive environment at the same time, this can backfire.

 

Hidden bias: what is it and where does it come from?
As mentioned, a hidden – or implicit – bias is a preference for or against a person, thing or group held at an unconscious level. This means we don’t even know that our minds are holding onto this bias.

 

Research on hidden bias reveals that in spite of the best intentions, most people harbour deep-rooted resistance to the “different,” whether that difference is defined by such evident factors as race, gender, ethnicity, age or physical characteristics, or more subtle ones such as background, personality type or experiences. More subtly, people may show distinct bias in favour of the “same,” however, bias can even exist against the “same,” – women against women, for example.

 

These implicit biases are not consciously created; they are products of our brain’s self-generated definition of normal, acceptable or positive. They are shaped by many factors including past experiences, our local or cultural environment and the influence of our social community or media.

 

“Having a bias is only human. The only shame is in making no effort to improve. And human beings are an improving species – we have been improving ourselves in every way over millennia,” said Banaji.

 

The effects of hidden bias in the workplace
Left unaddressed, hidden biases have the power to derail an organization’s success and significantly impact client loyalty and revenue generation.

 

Hidden biases can affect:

• Openness to new sources of ideas and innovative solutions

• Client or customer service

• Budget decisions and activation of new business opportunities

• Recruitment

• Promotion and sponsorship of talent, and succession planning

• Performance evaluations and compensation

• Team and project assignments

 

Even the best leaders may be surprised to discover they are ignoring or dismissing good ideas simply because they come from an unexpected source within the organization. How does our brain – without our direction – simply ignore a contribution from one colleague, yet welcome the very same idea from another? It is a common acknowledgment that some women struggle to be heard equitably at the executive table when these biases are at play.

Another all-too-common example is the persistent assumption that the extrovert who speaks up in meetings is more knowledgeable than the introvert who prefers to provide insight in a less exposed setting.

 

Whether it is the manager who dismisses the idea from the employee nearing retirement in favour of the younger colleague, or the colleague who is unwittingly reluctant to listen to the recent immigrant from an unfamiliar culture, the question becomes: how many worthwhile ideas or solutions have gone unheeded, obstructed by involuntary biases?

Identifying and owning our biases


Through reflection, consultation with trusted colleagues and exploration of such tools as Harvard University’s Implicit Association Test, leaders can begin to identify their own hidden biases. The process takes personal courage and a willingness to consider potentially unwelcome aspects of our mental framework. By understanding the value of overcoming our biases, leaders can step past the discomfort and begin to acknowledge and eliminate their hidden biases.

 

Leaders: demonstrate behaviour worth following
According to Banaji, the first step to defeating our hidden biases is to be honest with ourselves about the blind spots we have.

 

By the simple act of acknowledging their commitment to identifying and overcoming their own biases, senior leaders can have a powerful motivational effect on peers and others within their organization to do the same. As is so often the case with inclusive leadership, this is a case in which “walking the walk” can have a meaningful impact on those who are watching our behaviour. This is not simply limited to our own work environments; as organizations build a greater awareness of how bias can subvert progress, their leaders can inspire change among their partners and clients.

 

Taking action
Now that you are aware that unconscious biases do exist, you are likely asking yourself, how can I find out if I am harbouring my own hidden biases and how can I take action?

There are simple actions that you can take. For starters, explore the Implicit Association Test to begin finding out where you may be holding onto an unconscious bias. Colleagues can also be a good source of candid feedback; take a 360-degree approach to seeking input. Those same trusted colleagues can also act as a sounding board to discuss frames of reference and their impacts.

With diversity and inclusiveness issues top of mind for high performing businesses in Canada and around the world, there has never been a better time to be courageous in this regard.

 

It's also important to be conscious of the words and physical reactions that surface in interacitons with others. When you start to pay more attention to your own thoughts and actions, you may start to notice things about yourself that you hadn't previously. Be mindful, respectful, curious and supportive of colleagues' differences, and listen to all voices equally.

 

If you think a colleague's contribution is being ignored, speak up.

You can also ask yourself the following questions:

 

• Do I typically hire the same type of person, or personality type?

• When I say a candidate is not the right "fit", what do I mean?

• What does my slate of candidates look like? Do I speak up if it is not sufficiently diverse?

• Which of my past hires were successful, and what can I learn from those choices that didn't work out as well?

• Who do I like to assign to work on project teams? Who do I tap for the lead role? Do I have the same go-to people all or most of the time?

• Who do I encourage to lead or speak out at meetings? Am I creating opportunities for those less extroverted to demonstrate their capabilities equally to clients or other colleagues?

 

Knowledge is power
Once we acknowledge that our brains are wired to be biased and we begin to explore our personal biases, it becomes possible to identify the disconnect between our intentions and our actions.

 

Leaders can adopt a more mindful approach to their interactions and decision-making by adopting simple methods to counter their unconscious tendencies. Leaders should feel challenged to:

• Think differently: make a conscious effort to seek out people with different backgrounds, experiences and capabilities to collaborate on teams and projects

• Learn differently: seek out opportunities to immerse yourself and your team members in different environments outside your (or their) comfort zone

• Act differently: take deliberate actions that disrupt your normal process and help prevent biases from shaping your decisions and behaviour

A time for change: intentional action makes a difference
Focusing on hidden biases pushes us into uncomfortable areas and raises issues that we are cautious to talk about – for fear of offending or saying the wrong thing.

But for leaders, it’s important to explore this complex and sometimes difficult topic. By raising their own awareness, recognizing bias and mitigating its impact, leaders have a unique opportunity and responsibility to set a course for others.

Leaders everywhere should feel encouraged to take the time to think about their unconscious biases and show the courage to address them. It might be uncomfortable at first, but worthwhile change is seldom easy.

 

With diversity and inclusiveness issues top of mind for high performing businesses in Canada and around the world, there has never been a better time to be courageous in this regard.

 

Tips for avoiding biased behaviour
• Increase purposeful mentoring and coaching. Sponsor people who are not like you.

• Be proactive about recognizing people’s different capabilities and help prepare them to take on challenging assignments

• Consider who might consistently feel like an outsider and take steps to actively address the situation

• When preparing for interviews, establish clearly defined, measurable criteria against which all candidates will be evaluated. Invite a colleague from HR or another business line to sit in on the interview and validate that you are applying the criteria fairly.

• Set reasonable parameters around the nature and amount of help you will offer to special connections to ensure such opportunities are distributed equally

• Attend professional affinity groups and inclusiveness events to enrich your understanding of the diversity of perspectives in your organization, industry or community

• Evaluate your actions daily. Be extra-alert to the types of situations in which you are particularly vulnerable to hidden biases

• Seek out regular feedback on your own behaviours and actions from trusted, yet objective, colleagues

• Be wary of quick decisions involving people, pause to consider your unstated assumptions

 

Cultural competency training program
To help organizations become more inclusive and minimize biases in hiring, the Human Resources Professionals Association (HRPA) created a Cultural Competency Training Program in partnership with Ontario's Ministry of Citizenship and Immigration.

The one-day program will be offered in spring, summer and fall of 2014 and provides strategies to effectively hire, on-board, train and retain culturally diverse candidates and newcomers to Canada.

 

For more information, please visit www.culturallyaware.ca.

 

Zabeen Hirji is RBC's chief human resources officer with global responsibility for human resources as well as brand, communications and corporate citizenship.

Stephen Shea is EY Canada’s managing partner, Talent.

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