Date post: | 22-Jan-2018 |
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Medallia © Copyright 2015. Confidential. 2
We Value Diversity
• Understanding different perspectives
• Smarter and more innovative
• More discussion, uncovering of unique information, consideration of alternative views
• Consistently out-perform: capture new emerging markets, increases in market share and sales revenue
• Female leaders challenge hierarchies and protect shareholders
Building for diverse users
Better Team Performance
Better Company Performance
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• In leadership roles
• In tech roles
Women are Under-Represented
Yahoo
Apple
Medallia
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Why?
Pipeline & Continued
Engagement
Biases: Implicit & Explicit
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Implicit Bias:Attitudes and stereotypes that
affect our understanding, behavior, and decision making at
an unconscious level
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1: Socialized
• Friends, family, media representations
Why Might We Have Biases?
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2) We use mental shortcuts for parsing large amounts of information
Why Might We Have Biases?
“I’d love for you to meet our head of
Engineering!”
“Looking forward to meeting him!
These can lead us down the wrong path:
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System 1 System 2
Unconscious Conscious
Implicit Explicit
Automatic Deliberate
Fast Slow
Associative Rule Based
Large capacity Small capacity
Dual Process Theory
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Male• AGENTIC
• Assertive
• Competent
• Independent
• Strategic
Gender Stereotypes
Female• COMMUNAL
• Helpful
• Expressive
• Friendly
• NurturingSource: Eagly & Wood (1991) The Journal of Personality and Social Psychology
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Stereotypes About the Culture of Computer Science• Socially isolated, focused on technology
• Not collaborative, not a helping field
• Masculine interests, “Genius”
People
Work
Values
Source: Master, Allison; Cheryan, Sapna; Meltzoff, Andrew N (2015) Journal of Educational Psychology
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• Policies that support equality (e.g., flexible hours, parental leave)
• Partner with groups that can help you target diversity in pipeline
• Teach employees about implicit bias
• Don’t interrupt
• Practice mindfulness
Strategies for Combatting Bias
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• Target diversity
• Job Descriptions
• Requirements
• Think of hiring in terms of classes/groups
RecruitingStructure for Success
Source: Brooks & Purdie-Vaughns (2007) Harvard Journal of Law and Gender
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Evaluating CandidatesStructure for Success
• Know what skills are most important for the role before evaluating any candidates
Source: Uhlmann & Cohen (2005) Psychological Science
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Evaluating CandidatesStructure for Success
Source: Goldin & Rouse (2000) The American Economic Review
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(They Impact Ambient Belonging)Be Aware of Gendered Cues
Source: Cheryan, Plaut, Davies, & Steele (2009) Journal of Personality and Social Psychology