Bias Interrupters - Changing Systems to Level the Playing ... · Bias Interrupters - Changing...
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icemiller.com 2019 Indianapolis CLE Forum Bias Interrupters - Changing Systems to Level the Playing Field
Transcript of Bias Interrupters - Changing Systems to Level the Playing ... · Bias Interrupters - Changing...
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2019 Indianapolis CLE Forum
Bias Interrupters - Changing
Systems to Level the Playing
Field
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Unconscious Bias Overview
Bias Interrupter Tools
Strategies – Hiring & Recruiting
Strategies – Performance Evaluations
Questions
Agenda
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Circleof Trust
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Unconscious Bias
• Pervasive• Do not necessarily align with our declared beliefs• Malleable
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Level 3
Level 2
Level 1
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Bias interrupters are tweaks to basic businesssystems that interrupt unconscious bias in theworkplace.
• Organizational interrupters change existingbusiness systems
• Individual interrupters are steps individuals cantake on their own
Source: Center for WorkLife Law
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Company Team
Carli Lloyd
Tobin Heath
Crystal Dunn
Adrianna Franch
Imani Dorsey
Rose Lavelle
DeAndre Yedlin
Aaron Long
Paul Arriola
Tim Ream
Brad Guzan
Jordan Morris
Balancing Opportunities
1. Use the entire list whendetermining whom to choose foran opportunity.
2. Rotate opportunities.
Source: Vernā Myers, Vernā Myers Consulting Group
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Hiring & Recruiting
Performance Evaluations
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TrackMetrics
JobPostings
StructuredInterviews
DefineCulture Fit
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Candidate Pool Demographics
Phase GenderPeople of
ColorLGBTQ
People withdisabilities
Applicants
Resume Review
Interviews
Hiring
by: supervisor, department, organization
Metrics
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“Come join our highlymotivated and dedicatedsales team. If you arecommitted to providingexcellent customerexperience and areresponsive, sympathetic tothe needs of all customers,this is the job for you.”
Job Postings
“Come join our highlymotivated and dedicatedsales team. If you arecommitted to providingexcellent customerexperience and areresponsive, sympathetic tothe needs of all customers,this is the job for you.”
“Reporting to the head ofenterprise sales, this rolefocuses on customeracquisition. The idealcandidate is determined tosucceed, driven to providesuperior customerexperience.”
“Reporting to the head ofenterprise sales, this rolefocuses on customeracquisition. The idealcandidate is determined tosucceed, driven to providesuperior customerexperience.”
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Structured Interviews
TrainInterview
Team
DevelopGradingRubric
DraftInterviewQuestions
Define HiringAttributes
Source: Google re:Work
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Culture Fit
Interviewers were primarily interested in newhires whose hobbies, hometowns andbiographies matched their own.
Source: Lauren Rivera, Guess Who Doesn’t Fit In atWork, 2015
1. What are some of yourown culture fitpreferences?
2. How is culture fitdiscussed in your hiringteams?
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TrackMetrics
PerformanceCriteria
PreparePeople
Trained BiasInterrupter
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Evaluation Process
Areas Gender Race/Ethnicity
Promotion Pools
Advancement
Ratings
Level
Overall Cohort
by: supervisor, department, organization
Metrics
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Performance Criteria
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Prepare People
Bias in Performance Evaluations
Four Patterns – tendencies not absolutes1. Prove-it-Again!2. Tightrope3. Parental Wall4. Tug of War
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Name the Pattern
“[He] has a low key personality. This is a positive interms of him maintaining his composure, but can beinterpreted as a low energy or low interest level…”
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Trained Bias Interrupter
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Questions
Awareness
BehaviorChange
BiasInterrupters
Unconscious Bias
