„Companies spend millions on antibias training each year in hopes of creating more-inclusive—and thereby innovative and effective—workforces. Studies show that well-managed diverse groups perform better and are more committed, have higher collective intelligence, and excel at making decisions and solving problems. But research also shows that bias-prevention programs rarely deliver“, schreiben Joan C. Williams und Sky Mihaylo in der Harvard Business Review.

Statt auf ineffiziente Programme fokussieren die Autorinnen auf Möglichkeiten, die einzelne Führungskräfte in der Praxis haben, um Vorurteilen entgegenzuwirken und Diversität zu verwirklichen. Es beginnt für sie damit, zu verstehen, wie sich Voreingenommenheit im Arbeitsalltag auswirkt, wann und wo ihre verschiedenen Formen tagtäglich auftreten.

Das Motto: „You can’t be a great manager without becoming a ‚bias interrupter‘.“

Ihre Empfehlungen gliedern Williams und Mihaylo in drei Hauptpunkte.

  • Fairness in hiring:

    1. Insist on a diverse pool.
    2. Establish objective criteria, define “culture fit” (to clarify objective criteria for any open role and to rate all applicants using the same rubric), and demand accountability.
    3. Limit referral hiring.
    4. Structure interviews with skills-based questions.
  • Managing Day-to-Day:
    Day to day, they should ensure that high- and low-value work is assigned evenly and run meetings in a way that guarantees all voices are heard.

    1. Set up a rotation for office housework, and don’t ask for volunteers.
    2. Mindfully design and assign people to high-value projects.
    3. Acknowledge the importance of lower-profile contributions.
    4. Respond to double standards, stereotyping, “manterruption,” “bropriating,” and “whipeating (e.g., majority-group members taking or being given credit for ideas that women and people of color originally offered).
    5. Ask people to weigh in.
    6. Schedule meetings inclusively (they should take place in the office and within working hours).
    7. Equalize access proactively (e.g., if bosses meet with employees, this should be driven by business demands or team needs).
  • Developing your team:
    Your job as a manager is not only to get the best performance out of your team but also to encourage the development of each member. That means giving fair performance reviews, equal access to high-potential assignments, and promotions and pay increases to those who have earned them.

    1. Clarify evaluation criteria and focus on performance, not potential.
    2. Separate performance from potential and personality from skill sets.
    3. Level the playing field with respect to self-promotion (by giving everyone you manage the tools to evaluate their own performance).
    4. Explain how training, promotion, and pay decisions will be made, and follow those rules.

Conclusion: Organizational change is crucial, but it doesn’t happen overnight. Fortunately, you can begin with all these recommendations today.“

herVIEW - Natascha Hoffner

Ein Beitrag von Natascha Hoffner, Founder & CEO of herCAREER I WiWo-Kolumnistin I LinkedIn-TOP-Voice 2020 I W&V 2019 – 100 Köpfe
veröffentlicht bei LinkedIn 12.12.2023