ServiceNow: What’s wrong with bias training, and how to fix it

We find that people often don’t take training seriously, especially when it’s mandatory. You’ll see people saying, “It looks like it’s human nature. I can’t do anything about it.” Or the examples used in practice are extreme cases of abuse or harassment where they say, “I’m not that kind of person. I would never do such a thing,” so they don’t listen.

[Read also: The impact of hybrid work on gender equality]

What’s more, many organizations view unconscious bias training as a quick fix. The attitude is very much “check the box.” But the reality is it requires commitment to bigger changes. This is an opportunity to make the most of diversity within the organization. To do that requires a willingness to embrace its excitement.

Leaders need to scrutinize all processes that are part of the human resources cycle — from procurement, promotion, and compensation to performance management. They need to see if there are opportunities to make changes that primarily contribute to the broader goal of making the workplace more inclusive.

For example, many companies include self -evaluation as part of their performance evaluation. Research by my colleagues at Harvard Business School shows that women and people of color are less likely to speak in these assessments about their achievements, compared to their peers. Many managers look at self -reviews before writing their own reviews, which can affect promotions and promotions.

As long as there is a bias in self-assessment, the performance review from the manager will also be biased.

Empirical data suggest that unconscious bias tends to be most acute in male-dominated fields, as has technology. In my experience working with leaders and employees in these organizations, their bias training and even their better -developed initiatives are great efforts but not far off, especially in terms of representation.

Lack of representation can limit employees ’sense of inclusivity. People want to see others like them in leadership positions. It goes back to the idea of ​​making a broader commitment to policies that promote a more inclusive and diverse environment.

Over the next five years, we will see more VR and AR experimentation in practice. For example, a male manager in financial services preparing for a performance review for a female direct report might practice their communication with an avatar to ensure their feedback is not biased. [such as real-time responses from the avatar within the training session or post-session analysis of body language and tone of voice].

The technology can also help track inclusivity through metrics such as data acquisition, promotions, promotions, and team leadership roles. Another tool could be an app that sends out a short survey each week to ask anonymously, “How much do you feel included in your workplace?”

Technology like this can help us be better at tracking employee experience with inclusion than an annual survey.

Effective practice tends to use examples that highlight common and attributable forms of bias, rather than extreme examples. They help a person see, “Yes, in fact, in a meeting, I may be more bothered by my female colleagues than my male colleagues.”

Seeing yourself in the scenarios in which you are training is extremely important in changing your own behavior, and ultimately the culture of the organization.