2020 Labor & Employment Virtual Seminars Developing an ...
Transcript of 2020 Labor & Employment Virtual Seminars Developing an ...
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2020 Labor & Employment Virtual Seminars
Developing an Inclusive and Unbiased Workplace
Culture: Ten Strategies for Success
Elizabeth Wente | Partner | Springfield, MO
Ruthie White | Partner | Houston, TX
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Understand
D&I Basics
DiversityValuing and promoting differences
and unique characteristics of
individuals in the workforce to achieve
better results
EquityFair, impartial and equal access to
opportunities
InclusionLeveraging diversity to create a work
environment in which everyone feels
welcome and able to contribute to their
fullest potential
Diversity is numbers
Equity and Inclusion
are behaviors
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Diverse Facts
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Diverse Facts
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Appreciate
D&I Benefits
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D&I Benefits
Increased
Creativity
Different
Perspectives
Higher
Innovation
Faster
Problem-Solving
Higher
EmployeeEngagement
Better
Retention
Increased
Profits
Improved
Decision-Making
Better
Customer Relations
Positive Company
Reputation
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Decrease Legal Costs
Consumes
Time
Disrupts
Business
$150K – $450K
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Minimize
Implicit Bias
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Implicit Bias• The brain takes in 11 million bits of information at any one point
in time but - the brain can process only 40 bits of information per
second
• Therefore, we take mental shortcuts (or make quick judgments)
based on our experiences
• Up to 95% of the mind's function is unconscious.
• Every second, 11 million bits of information barrage our senses,
but our brain's maximum capacity is less than 50 bits per
second.
• In order to make it easier to digest all this information, we have
to rely on assumptions every day to help us make decisions
quickly and efficiently.
• No one is immune from bias
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Implicit Bias
• What might we use to fill in the blanks? • Family history
• Personal experiences
• Personal values
• Educational experiences
• Historical influences
• Cultural influences – e.g., in media
• In some cases, the filters may be helpful• (i.e. smoke may mean fire
• In some cases, the filters may be harmful• (stereotyping)
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Implicit Bias
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Types of Implicit Biases
Confirmation Horn
National
Origin
Anchor
GI, SO)
Halo
Attribution
Authority
Status QuoNational
Origin
Conformity
GI, SO)
Stereotyping
Affinity
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Implicit Bias
Bias (Thought)
Stereotype(Perception)
Prejudice(Attitude)
Discrimination(Conflict)
Exclusion(Action)
Micro/Macro-Inequities(Behavior)
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Analyze &
Calibrate
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Analyze & Calibrate
• Leadership must acknowledge that diversity and inclusion issues are not HR
issues-they are company issues!
• Leadership must take an honest look at the current workforce.
• Do not assume the culture matches the mission/vision
• Review data
• Seek honest feedback regarding diversity and inclusion
• Surveys
• One-on-one conversations
• Department meetings
• Town hall conversations
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Bias Busters
• Avoid snap judgments – put first impressions aside• If I put aside my first impressions, would I make the same
decision?
• Focus on the facts• Make conclusions after you have explored the facts
• Challenge yourself to slow down and make measured decisions
• Harvard Implicit Association Test • 76% associate men with career and women with family• 75% prefer white people over black people (half are black)
(implicit.harvard.edu).
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Recruiting
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Implicit Bias - Exercise
• Affinity Bias
• Halo Bias
• Horn Bias
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• Analyze the 5Ws & H of Recruiting
• Who is conducting the interviewing?
• What is being said during the interviews?
• When are you starting to look at the
pipeline for candidates?
• Where are you looking for candidates?
• Why are you selecting certain candidates
(e.g. performance or “good fit”)?
Recruiting
• Consider “The Voice” resumes
• How much of your recruiting is referral based?
• Implement a structured and intentional recruiting process
• Define what is a “good cultural fit”
• Be intentional about where you recruit candidates
• Identify multiple interviewers
• Train interviewers
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Compensation
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Compensation
• Conduct a compensation analysis (under privilege)
• Obtain detailed information regarding the reason for differences in pay between
similarly situated individuals of different race, sex, age, and any other protected
characteristics
• Implement a compensation strategy
• Eliminate prior salary
• Set clear expectations for compensation
• Value all work
• Limit discretion available in setting pay
• Prohibit “exceptions” to the strategy
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Training
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Training
• Employers should provide live training on diversity and inclusion efforts to all
employees (supervisory and non-supervisory).
• Implicit bias
• Interrupting bias
• Basics of employment law and how to report issues
• The training should focus on how each employee plays a role in the efforts.
• Supervisory employees should receive additional training regarding their
legal obligations as supervisors and modeling behavior.
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Performance
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Performance
• Set specific performance expectations and goals for each position
• Value all elements of the position/work
• Train all individuals that conduct performance reviews to improve
consistency
• Different biases that appear in performance reviews
• Rating system used by the company
• Require employees conducting reviews to take an implicit bias test
• Work Assignments – rotation and accountability
• Use HR as a “consistent” in the review process
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Sponsorship
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Sponsorship
• Sponsorship = an advocate
• Do not assume all sponsorships occur “organically”
• Consider programs:
• Educate on the difference between mentoring and sponsoring
• Make sponsorship a strategic priority
• Create formal sponsorship programs
• (and recognize participation)
• Implement formal succession planning
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Take-Aways
Leadership must MODEL expected
behavior.
Ensure the MESSAGE is thoughtful
and drive results: D&I benefits
everyone
MANAGE when situations contrary to
an inclusive workplace arises:
consistent and prompt remediation
MONITOR the workplace to minimize
implicit biases and ensure
effectiveness of D&E initiatives
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Ruthie WhitePartner | Houston, TX
713.212.2626 | [email protected]
Thank You
Elizabeth WentePartner | Springfield, MO
417.888.1037 | [email protected]