Challenging thinking and making a difference… Dawn Lewinson

1. Challenging thinking and making a difference… Dawn Lewinson Employers Network for Equality & Inclusion (ENEI)

2. Is unconscious bias affecting efforts to achieve greater diversity? • The business case (rewards and benefits) of UB; • How Unconscious bias plays out in aspects of the employment life cycle such as recruitment, performance management and networking via biases such as affinity and comparison bias; • The Implications for individuals and organisations and; • Strategies that can help reduce bias

3. Rewards and benefits • Attracting and recruiting • Developing • Retaining • Winning new business • Client /customer relationships • Brand reputation

5. 7 things you need to know about bias • Our brains use two ‘thinking’ systems that operate simultaneously • Our brains are designed to categorise things and people • Our brains have evolved to both look for and exaggerate differences • Biases are learned through culture and experiences; they are contextual • Bias is driven by our emotions and our intuition • Being bias is part of who we are • Mind bugs leads us to jump to conclusions

6. Explicit vs Implicit Social Bias (Abrams & Houston 2006) Jones, P 2005 Implicitly 3000

7. Individuals and groups essentially gravitate to people like them… Affinity bias Value the opinions of people like us Work allocation Feedback Providing informal support; coaching, mentoring and sponsorship Performance improvements

9. The impact of bias on performance management • Criteria can be open to subjective interpretation • Factors other than performance may be called into play and influence managers’ decisions: Likeability and Trust Staff member A • Limited time in reviewing performance • Helpful leading questions • Helpful ideas • Suggesting next move • Use of the word ‘we’ Staff member B • Very detailed review of past performance • Little time spent on future development / career aspirations • Has to defend record • Conversation is tougher

10. The role of social networks in promoting affinity bias at work Cultural likeness creates trust and connectivity Facilitates: Information sharing Increased visibility of one’s ‘in-group’ Greater influence in decision-making Advice & sponsorship A continuous cycle of information sharing / connecting with people ‘like us’

11. Exploring bias within your organisational systems and processes Reflecting on your own organisations: Whattypes of biases are evident? Where are your key organisational risk points? What is the impact?

12. 10 Bias control tips Learn to question your first impressions Be curious: actively seek out and value different perspectives and ideas Treat people as individuals: get to know them on multiple levels Expose you and your teams to positive role models Widen your social network at work (and at home) Reduce the effects of affinity bias through mindful work allocation, feedback and sponsorship Challenge negative team assumptions and cultural stereotypes Actively sponsor someone different from you Develop strategies for managing your pressure points Don’t get anxious about difference

13. Rewards and benefits • Attracting and recruiting • Developing • Retaining • Winning new business • Client /customer relationships • Brand reputation

14. Strategies in the pipeline 2015/16 NHS Equality and Diversity Council pledged commitment to the following (subject to consultation): • Workforce race equality standard – orgs must demonstrate progress against a number of indicators including BME board representation • Making the Equality Delivery system (EDS2) mandatory – toolkit to help orgs improve services for their communities and better working environments • Regulators will be the CQC

15. Contact: info@enei.org.uk