Blocking bias in the evaluation of talent

Blocking bias in the evaluation of talent

Shelley J. CorrellDirector, Clayman Institute for Gender Research

Professor of SociologyProfessor of Organizational Behavior (courtesy)

Stanford University

© Stanford University 2015. All rights reserved.

Inclusive workplaces

Harness all of the talent in our diverse society and create environments where all individuals

can fully thrive.


Underrepresentation of women in the US

• Approximately 4.5% of the Fortune 500 CEOs are women.• Women hold 14% of executive officer positions. • Women hold 18% of elected congressional offices. • Women hold 17.2% of research university presidencies. • Women of color are more underrepresented.


Women in the legal profession

• Approximately 45% of law associates are women, which mirrors law school enrollment.

• 20% of partners and 17% of equity partners are women.• 4% of managing partners at the largest 200 firms are

women. • 21% of general counsel positions in F-500 are women

(82% white overall). • 17% of general counsel positions in F 501-1000 are women

(92% white overall).

American Bar Association 2014


Goldin & Rouse 2000


Goldin & Rouse 2000


Bias is an error in decision-making.


Stereotypes function as “cognitive shortcuts” in information processing.


Categorization by sex (and race)

Expectations about the individual

Bias in how we process information

Evaluations, opportunities, influence


Stereotypes affect the standard we use to judge the performance of individuals.


79% 49%

Steinpreis, Anders & Ritzke 1999


Extra scrutiny

“I would need to see evidence that she had gotten these grants and publications on her own.”

“It would be impossible to make such a judgment without teaching evaluations.”

Steinpreis, Anders & Ritzke 1999


Reeves 2014

Thomas Meyer

Seniority: 3rd Year Law AssociateAlma Mater: NYU

Race/Ethnicity: Caucasian

Thomas Meyer


Race/Ethnicity: African American


Reeves 2014

Thomas Meyer



Thomas Meyer



3x more edits /comments2x more likely to find mistakes

Presenter

Presentation Notes

7 spelling errors – 6 were found for black Thomas and 3 were found for white Thomas


Reeves 2014

Thomas Meyer



Thomas Meyer



Score: 4.1 out of 5

“generally good writer but needs to work on…”

“has potential”

“good analytical skills”

Score: 3.2 out of 5

“needs lots of work”

“can’t believe he went to NYU”

“average at best”


Can individuals overcome doubts about their competence by self-promoting their

accomplishments?


Rudman 1998; 2012

more competent

more competent

✔

less likable


Stereotypes affect the criteria we use to judge individuals.


More education

Uhlmann & Cohen 2005

More experience

✔


More education


More experience

✔


More experience


More education

✔


re are tSourcing, Screening

Team Dynamics

Talent Reviews/Cali

bration


Performance Review

Interviewing,selecting

Assignments, Promotions

Compensation


How can we overcome these effects?


Effective solutions require breaking the tendency to use stereotypes as

cognitive shortcuts.



Bias education

Educating about the effects of stereotypes gives well-intentioned men and women the tools to

avoid bias.


Increase accountability & transparency

• Have decision-makers justify their decisions.• Track numerical progress. Organizations manage what they

measure. • Helps avoid the “paradox of meritocracy.”

Castilla & Benard 2010


Establish clear criteria before making evaluations

More experience More education ✔


Other guidelines for assessing performance and potential

• Equalize the bar used in evaluation. • Discard unnecessary criteria that may have inherent bias. • Block undo criticism of women’s and men’s personalities. • Review all evaluations for consistency. • Develop a consistent approach for writing reviews. • Block the automatic use of language.

Clayman Institute 2015


Language and performance evaluations

Supportive

Team Player

Warm

Compassionate

Agreeable

Friendly

Thoughtful

Collaborative

Caring

Confident

Ambitious

Outspoken

Independent

Daring

Intellectual

Driver

Influential

Go-getter

Communal Agentic


“(Person 1) has a gentle touch that teammates appreciate.”

“(Person 2) got people on board to drive significant results for the organization.”

Correll et al. 2015


Personality vs. Accomplishment

“(She) has a gentle touch that teammates appreciate.”

“(He) got people on board to drive significant results for the organization.”

Correll et al. 2015


One action you can take tomorrow!

Share the accomplishments of a woman in your network.


Share women’s accomplishments

• Female graduate students were rated more positively by undergraduate students after a faculty member vouched for their experience and expertise.

• Form a posse.

Brown & Geis 1984; Williams 2014


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Blocking bias in the evaluation of talent

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