LEVELLING THE PLAYING FIELD - PowerPoint Presentation

Slide1

LEVELLING THE PLAYING FIELD

MONASH WOMEN IN MEDICINEProfessor Robert WoodNovember 2015

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Hiring a Lab Manager: John or Jennifer?*

2*C.A

.

Corine

Moss-

Racusin

, et

al (2012) Science

faculty’s subtle gender biases favor male

students,

PNAS,

109:41

,

16474–16479, 

doi

:

10.1073/pnas.1211286109Slide3

Salary decision: John versus Jennifer*

3*C.A

.

Corine

Moss-

Racusin

, et

al (2012) Science

faculty’s subtle gender biases favor

male students,

PNAS,

109:41

,

16474–16479, 

doi

:

10.1073/pnas.1211286109Slide4

Reactions

Sadly, these results are not surprising but they are disturbingFigure 2 is misleading because the y-axis does not start at zero. Therefore, all claims based on this study are unreliable because they are the product of poor science.

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How do we think?

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Failures of conscious processing

Slips (e.g., Tim Hunt’s problem)

Too little too late (

e.g.,The

Fatal Shore riposte)Slide7

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8

Mistakes – Identity,

comfirmatory

bias and displaced costsSlide9

A neighbour has described Susan as follows:

 “Susan is very shy and withdrawn, invariably helpful, but with little interest in people or in the world of practical reality. Susan is very tidy, she has a need for order and structure, and a passion for detail.”

Is Susan more likely to be a librarian or

a lawyer?

Fast

vs.

Slow

thinking

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Candidate Name:

Daniel Smith

Position Title:

Financial Controller – Finance

Summary of candidate strengths relevant to the position:

Daniel has

seven

or so years of experience in

senior

accounting roles

The

success

of Daniel’s financial analysis in his current role show the acquisition of adequate

analytical skills

Daniel has a

well-established record

of delivering outputs

punctually

Candidate Name:

Danielle Smith

Position Title:

Financial Controller – Finance

Summary of candidate strengths relevant to the position:

Danielle has

seven

or so years of experience in

senior

accounting roles

The

success

of Danielle’s financial analysis in her current role show the acquisition of adequate

analytical skills

Danielle has a

well-established record

of delivering outputs

punctuallySlide11

Meta Analysis of Evaluation Bias Studies*

Ratings of matched female vs male leaders

WOMEN RATED LOWER

WOMEN RATED HIGHER

Likeability

Task Competence

Social Competence

Leader Desirability

Reward Recommendation

Hireability

Future Career Success

Men and women rated equally

11

-1.0

+

1.0

0

.0

*Anna

Genat

, PhD student, University of

Melbourne (N=156 studies)Slide12

Meta Analysis of Backlash Studies

WOMEN RATED LOWER

WOMEN RATED HIGHER

Confrontational

Likeability

Task Competence

Hireability

Social Competence

Assertive Women (Counter-Stereotypical Women)

12

-1.0

+

1.0

0

.0

*Anna

Genat

, PhD student, University of

Melbourne (N=156 studies)

Men and women rated equallySlide13

In Summary*

Common stereotypes of leaders are associated with the male stereotype (assertive, decisive, analytical, independent)

People who act in counter stereotypical ways are penalised

Therefore

..

.

Women who act like women

are rated as less effective leaders than men (Evaluation Bias)

Women who act like men are

judged as aggressive and pushy and “not a good fit” (Backlash)

*

Anna

Genat

, PhD student, University of Melbourne

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STRATEGIES

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The impacts of Unconscious Bias

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Identify and target bias hotspots

Recruitment and selection processesPerformance managementPromotion processesTalent and potential assessments

Meetings

Work allocation and “go to” people

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Levels of Change

Awareness

Compensatory Strategies

System & Processes

Lead the Cultural Change

Organizational Strategies

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Audit and refine systems and processes

Talent

management

P

otential

vs. performance judgments)

Recruitment & Promotion processes

Competency frameworks

Compensation (especially bonuses and other ‘discretionary’ rewards)Slide18

Some Strategies

Inclusive meetingsStart with a bias reminderHave agendas and organised processesUse round robins

Use the board

Development of talent

Diversify your “go to” people

Allocate projects/roles for development of men and women

Make promotion contingent on development of

staff

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Levels of Change

Awareness

Compensatory Strategies

System & Processes

Lead the Cultural Change

Organizational Strategies

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Audit and refine systems and processes

Talent

management

P

otential

vs. performance judgments)

Recruitment & Promotion processes

Competency frameworks

Compensation (especially bonuses and other ‘discretionary’ rewards)Slide20

What makes an inclusive leader?

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“The

best leaders achieve great results by

including diverse

voices and creating a workplace

culture that balances the sense of uniqueness and sense belonging for all team members”

Catalyst, 2013Slide21

How do the members of your team feel?

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COWORKER

CONFORMIST

INCLUDED

MISFIT

LOW

HIGH

LOW

HIGH

TEAM MEMBERS FEELINGS OF UNIQUENESS

TEAM MEMBERS FEELINGS OF BELONGINGSlide22

Two key properties of all effective teams

Team and self efficacyPsychological safety

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Psychological

safety

refers to the belief that one can make mistakes or fail without ridicule or loss of respect. It is the feeling that it is okay to “be yourself”

‘

’

Self efficacy is a person’s confidence that they can perform or learn the tasks assigned to them. Team efficacy is the some confidence for the team.

‘

’Slide23

Employees who feel safe and confident at work*

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Are willing to

take risks

Are

not afraid to speak up about problems

Are not afraid to

make mistakes

Trust their teammates not to undermine them or their work

Are more productive and more innovative

* Adapted

from Catalyst, 2015Slide24

Thank you

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