Share your thoughts on today s webinar! #forumwebinar

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1 Today s Webinar: Does Race or Gender Matter More to Your Paycheck? How Can You And the Company Get Pay Equity? with Dr. Deborah P. Ashton 28 th Annual Forum on Workplace Inclusion March 29-31, 2016 Minneapolis, MN Share your thoughts on today s webinar! #forumwebinar

2 Upcoming Webinars November 19 Howard Ross Everyday Bias: Identifying and Navigating Our Unintentional Blind Spots Register for a webinar today! edu/workplaceforum/e vents/webinars/l 28 th Annual Forum on Workplace Inclusion March 29-31, 2016 Minneapolis, MN Share your thoughts on today s webinar! #forumwebinar

3 How Can HR and Line Management Address Unconscious Bias? Deborah P. Ashton, Ph.D., CDM President, Planet Perspective TM

4 About the Speaker Deborah Ashton, Ph.D., CDM President Planet Perspective 1 Experience Headed diversity & inclusion at Harley- Davidson, Novant Health, Medtronic, Darden Restaurants and Argonne National Laboratory 2 Strategist & Author Six Pillars of Diversity and Inclusion TM. Published in Harvard Business Review, Diversity MBA, Diversity Executive, and by the Institute for Diversity in Health Management, American Hospital Association Former Chief of Test Development & Validation, Commonwealth of Massachusetts 3 Ph.D., Clinical Psychology and Public Practice Harvard University CDM, Georgetown University & IFD-AHA Deborah Ashton, Ph.D.

5 Learning Outcomes Outcome 1 Be mindful of own and others unconscious bias in the workplace. $ Outcome 2 Increase ability to take a mindful pause. Deborah Ashton, Ph.D.

6 Question How can HR and line management address unconscious bias? Deborah Ashton, Ph.D.

7 Ashton, D. Does Race or Gender Matter More to Your Paycheck?, HBR.org, June 10,

8 8 Source: Table 9. Quartiles and selected deciles of usual weekly earnings of full-time wage and salary workers by selected characteristics, 2013 annual averages U.S. Department of Labor, U.S. Bureau of Labor Statistics (January 22, 2014). Usual Weekly Earnings Of Wage And Salary Workers, Fourth Quarter 2013, News Release, USDL pdf/wkyeng.pdf

9 Busting Myths White Women Make More Than Minority Men Companies Have To Pay More For Talented Women Of Color Women Make Less Because of the Occupation They Choose 9 Source: SHRM, September, 2014 cover

10 Gender Comparison of Median Weekly Salaries of Full-time Workers by Occupation Engineering Techs Physicians & Surgeons Lawyers Software Developer Computer System Analyst Personal Financial Advisors Business & Finance Financial Mgrs. HR Managers Marketing & Sales Mgrs. Chief Executive Men Women $- $500 $1,000 $1,500$2,000$2,500 Source: Bureau of Labor Statistics, U.S. Department of Labor, Household Data and Annual Averages 39. Median weekly earnings of full-time wage and salary workers by detailed occupation and sex

11 Things to Know -- Biases Everyone has biases conscious and unconscious Intersectionality amplifies biases, e.g., gender plus race women of color. Biases are based on socialization, i.e., women tend to have the same biases/stereotypes as men regarding women. Deborah Ashton, Ph.D.

12 12 Cognitive Biases Stanovich KE. Rationality and the reflective mind. New York: Oxford University Press, 2011: Hard-wired. Evolutionary for their adaptation value. 2. Regulated by our emotions. Six major categories: happiness, sadness, fear, surprise, anger and disgust 3. Firmly embedded in our cognitive and behavioral repertoires through overlearning. Ivy League v Online schools 4. Developed through implicit learning. Acquired unconsciously-- never deliberately articulated or overtly expressed, e.g., towards age, socioeconomic status, gender, race, obesity, ethnicity/ racial implication of names, and others. Deborah Ashton, Ph.D.

13 13 Counteracting Cognitive Biases (Bias--principal cause, cognitive errors flawed thinking) Type 1 processing largely reflexive and autonomous--intuitive processes-- subconscious and fast => unconscious bias Type 2 analytical processing => critical thinking Croskerry, P., Singhal, G., and Mamede, S. British Medical Journal Quality and Safety October; 22(Suppl 2): ii58 ii64. Deborah Ashton, Ph.D.

14 14 Formation of Perception Ladder of Inference I take Actions based on my beliefs Perception = Cognitive Errors Type 1 processing Intuitive processes -- subconscious and fast => unconscious bias Reality Type 2 analytical processing => critical thinking I adopt Beliefs about the world I draw Conclusions I make Assumptions based on the meanings I added I select Data from what I observe Observable data and experiences (as a videotape recorder might capture it) Reality The Reflexive Loop (our beliefs affect what data we select next time) Perception Source: The 5th Discipline Fieldbook, Peter Senge, 1994.

15 15 Assumptions Impact on Perception What is an assumption? Ideas made without any facts. Self-fulfilling prophecies; Confirmation bias: Looks for what validate beliefs; Disregards what does not fit assumption. I take Actions based on my beliefs I adopt Beliefs about the world I draw Conclusions I make Assumptions based on the meanings I added I select Data from what I observe Observable data and experiences (as a videotape recorder might capture it) The Reflexive Loop (our beliefs affect what data we select next time)

16 16 Mindful Pause Biases can make something that is really false appear true. Open your mind to examining an assumption Before Acting, Have a Mindful Pause Examine Your Thought Processes Consciously Continuously Question Assumptions, Not Just The Reasoning/Logic

17 17 Conclusions Impact on Perception I take Actions based on my beliefs I adopt Beliefs about the world I draw Conclusions I make Assumptions based on the meanings I added I select Data from what I observe Observable data and experiences (as a videotape recorder might capture it) The Reflexive Loop (our beliefs affect what data we select next time) What is a conclusion? Inference Reasoned Judgment Generalization 70% - 99% kernel of truth Survival: largest categories React quickly Have same emotions Stereotype Over generalization Incomplete, distorted information Limited personal experience 2% - 10% kernel of truth

18 18 Beliefs Impact on Perception I take Actions based on my beliefs I adopt Beliefs about the world I draw Conclusions I make Assumptions based on the meanings I added I select Data from what I observe Observable data and experiences (as a videotape recorder might capture it) The Reflexive Loop (our beliefs affect what data we select next time) What is a belief? An opinion, a conviction A sentiment, feelings A prejudice A positive/negative bias Preconceived ideas sustained by stereotypes Detrimental to talent identification, performance management, total reward

19 19 Beliefs Impact on Behavior I take Actions based on my beliefs I adopt Beliefs about the world I draw Conclusions I make Assumptions based on the meanings I added I select Data from what I observe Observable data and experiences (as a videotape recorder might capture it) The Reflexive Loop (our beliefs affect what data we select next time) What is behavior? Action, conduct Discrimination Action based on a bias Prejudicial behavior An obstacle to bias-free talent acquisition, employee evaluation, and equitable pay

20 20 Use Mindful Pause To Mitigate Bias Biases can make something that is really false appear true. Open your mind to examining an assumption Before Acting, Have a Mindful Pause Examine Your Thought Processes Consciously Continuously Question Assumptions Do Critical Thinking

21 Diversity Dimensions Impact Ladder of Inference 21 Hourly/ Salaried Work Location Mgmt Status Marital Status Race Parental Status Professional Affiliation Work Ethnicity Experience Recreational Habits Geographical Location Age/ Generational Sexual Orientation Educational Background Classification/Functional Level Seniority Religion Gender Physical Ability Income Image/ Appearance Military Experience Work Content/ Field Dept./ Group/ Unit I take Actions based on my beliefs I adopt Beliefs about the world I draw Conclusions I make Assumptions based on the meanings I added I select Data from what I observe Observable data and experiences (as a videotape recorder might capture it) The Reflexive Loop (our beliefs affect what data we select next time) Modified: Gardenswartz, L. & Rowe, A(1998) Managing Diversity: A Complete Desk Reference And Planning Guide Re. Ed. NY: McGraw-Hill

22 22 Successive Steps in Cognitive De-biasing (adapted from Wilson and Brekke, Psychological Bulletin 1994;116: [PubMed]). Bias is Triggered Awareness of Bias Motivated to Correct Bias Aware of Direction & Magnitude of Bias Able to Apply Appropriate De-biasing Strategy Successful De-biasing De-biasing Failure Distortion of Critical Thinking Optimal Decision- Making Green arrows=yes; Red arrows=no Croskerry, P., Singhal, G., and Mamede, S. British Medical Journal Quality and Safety October; 22(Suppl 2): ii58 ii64. Deborah Ashton, Ph.D.

23 Possible Actions Have managers discuss and defend employees pay increases in a peer group setting with an HR facilitator. Have transparency in compensation, e.g., publish the salary and wage range for job titles and job groups. Before acting on their perceptions, HR and line management need to take a mindful pause then listen and get clarification. Tactfully challenge others biases with observations that counter their perceptions Deborah Ashton, Ph.D.

24 Questions? Deborah Ashton, Ph.D.

25 Readings What HR Can Do to Fix the Gender Pay Gap, Harvard Business Review, Dec. 2, 2014, (Please click ) Does Race or Gender Matter More to Your Paycheck? Harvard Business Review, June 10, 2014, (Please click ) Deborah Ashton, Ph.D.

26 Contact the Speaker Deborah P. Ashton, Ph.D Deborah Ashton, Ph.D.