blocking bias in the evaluation of talent
TRANSCRIPT
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Blocking bias in the evaluation of talent
Shelley J. CorrellDirector, Clayman Institute for Gender Research
Professor of SociologyProfessor of Organizational Behavior (courtesy)
Stanford University
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Inclusive workplaces
Harness all of the talent in our diverse society and create environments where all individuals
can fully thrive.
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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.
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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
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Goldin & Rouse 2000
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Goldin & Rouse 2000
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Bias is an error in decision-making.
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Stereotypes function as “cognitive shortcuts” in information processing.
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Categorization by sex (and race)
Expectations about the individual
Bias in how we process information
Evaluations, opportunities, influence
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Stereotypes affect the standard we use to judge the performance of individuals.
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79% 49%
Steinpreis, Anders & Ritzke 1999
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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
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Reeves 2014
Thomas Meyer
Seniority: 3rd Year Law AssociateAlma Mater: NYU
Race/Ethnicity: Caucasian
Thomas Meyer
Seniority: 3rd Year Law AssociateAlma Mater: NYU
Race/Ethnicity: African American
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Reeves 2014
Thomas Meyer
Seniority: 3rd Year Law AssociateAlma Mater: NYU
Race/Ethnicity: Caucasian
Thomas Meyer
Seniority: 3rd Year Law AssociateAlma Mater: NYU
Race/Ethnicity: African American
3x more edits /comments2x more likely to find mistakes
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Reeves 2014
Thomas Meyer
Seniority: 3rd Year Law AssociateAlma Mater: NYU
Race/Ethnicity: Caucasian
Thomas Meyer
Seniority: 3rd Year Law AssociateAlma Mater: NYU
Race/Ethnicity: African American
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”
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Can individuals overcome doubts about their competence by self-promoting their
accomplishments?
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Rudman 1998; 2012
more competent
more competent
✔
less likable
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Stereotypes affect the criteria we use to judge individuals.
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More education
Uhlmann & Cohen 2005
More experience
✔
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More education
Uhlmann & Cohen 2005
More experience
✔
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More experience
Uhlmann & Cohen 2005
More education
✔
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re are tSourcing, Screening
Team Dynamics
Talent Reviews/Cali
bration
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Performance Review
Interviewing,selecting
Assignments, Promotions
Compensation
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How can we overcome these effects?
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Effective solutions require breaking the tendency to use stereotypes as
cognitive shortcuts.
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Bias education
Educating about the effects of stereotypes gives well-intentioned men and women the tools to
avoid bias.
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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
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Establish clear criteria before making evaluations
More experience More education ✔
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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
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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
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“(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
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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
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One action you can take tomorrow!
Share the accomplishments of a woman in your network.
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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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