As a human resources professional, addressing unconscious bias in the workplace can be difficult. Where and how do you start? What actions can you take to ensure any preconceived notions are taken out of the equation? How do you ensure people are abiding by these policies?
There’s no one-size-fits-all solution for diversity and inclusion in the workplace — but there are a few ways to jumpstart the process. According to Sarah Braver, vice president of people at machine learning and social impact company Graphika, setting clear expectations for behaviors of respect and inclusion is a good place to start.
“What if, instead of trying to teach complex psychological concepts to our employees, we simply set clear expectations for behaviors of respect and inclusion?” Braver said. “What if we evaluated those expectations like we evaluate basic things like meeting deadlines or using the proper tools? What if there was a rubric for respect?”
Built In NYC spoke with Braver to gain further insight on why she believes the best way to combat unconscious bias in the workplace is to create an environment that follows a rubric for respect.
Using proprietary mapping technology, Graphika maps and analyzes the complex fabric of social network structures — or what they call “cybersocial terrain” — to deliver insights in a variety of fields. According to Braver, in order to tackle unconscious bias in the workplace, the best course of action is to outline clear expectations for respect and inclusion that everybody in the company can understand and follow.
Do companies need unconscious bias training?
Yes, but with a very strong caveat. Bias is real, and it absolutely affects how we evaluate candidates and our colleagues. My belief, however, is that identifying unconscious bias does very little to mitigate it, and identifying it without mitigating it can lead to significant unintended consequences.
I only say “yes” if unconscious bias training is a simple, straightforward presentation about the fact that it exists and can do harm, and is followed up with the things that actually lead to a better candidate and work experience for everyone.
Those things include clearly identified behaviors of respect and inclusion and a candidate or performance evaluation system that measures and rewards those behaviors; a candidate assessment practice that mimics both the work itself and the work environment; a conscious effort to assess predictors of success in a role, not social success within the dominant culture of the organization; and a commitment to hiring and retaining employees who nurture and reinforce a culture of acceptance, inclusion and authenticity — regardless of their own identity or background.
If we focus on bias as a mental condition, DEI remains an elusive, ‘other thing’ rather than a simple business objective. People rise to the expectations you set for them, so why not aim high?”
Why?
Unconscious bias training attempts to change people’s minds. It points out all of the ways our brain does “othering” and attempts to course-correct toward some version of “neutrality.” If we believe the same cognitive psychology that gives us unconscious bias, then we must also believe that mindset follows behavior, not the converse.
Companies are in the business of achieving their goals, not of changing hearts and minds. Marketing, public relations and advertising are examples of lucrative mind-changing businesses.
Companies do, however, successfully change their employees’ behavior regularly. New time-tracking system? Behavior change. New priorities this quarter? Behavior change.
What if, instead of trying to teach complex psychological concepts to our employees, we simply set clear expectations for behaviors of respect and inclusion? What if we evaluated those expectations like we evaluate basic things like meeting deadlines or using the proper tools? What if there was a rubric for respect?
If we focus on bias as a mental condition, DEI remains an elusive “other thing,” rather than a simple business objective. People rise to the expectations you set for them, so why not aim high?
