blocking bias in the evaluation of talent
TRANSCRIPT
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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