Workforce & Entrepreneurial Alliances Meeting II

Wednesday, May 18, 20169:00 – 10:45am

• Review Agenda/ Flow

• Change Model Stations: You Pick Two

• Wrap up

Welcome Back!

Changing the System, Not the People: NCWIT Industry Systemic Change Model

Pick Two Change Model Stations 25 mins/ each

1. Top Leadership Support2. Managerial Relationships3. Support for Competing Responsibilities4. Interrupting Everyday Biases5. Employee Development/ Evaluation

• 8 mins: Promising Practices // NCWIT Social Scientist

• 5 mins: Flash Talk // Member, Company

• 12 mins: Q&A // You

Top Leadership Support – Cataluna B

• Promising Practices• Dr. Wendy DuBow, NCWIT

• Flash Talk• Amy Gurley, Bank of America• Sarah Bastian, Eastman Chemical Company

• Q&A

Managerial Relationships – Cataluna A

• Promising Practices• Dr. Brad McLain, NCWIT

• Flash Talk• Judd Woehrle, USAA• Ross Smith, Microsoft

• Q&A

Support for Competing Responsibilities – Grand E

• Promising Practices• Dr. Lecia Barker, NCWIT

• Flash Talk• Dana Bennett, Apple• Judd Woehrle, USAA

• Q&A

Interrupting Everyday Biases – Grand D

• Promising Practices• Dr. Catherine Ashcraft, NCWIT

• Flash Talk• Lauren Thomas Ewing, Google• Irene Kendall, Apple

• Q&A

Employee Development/Evaluation – Castilla

• Promising Practices• Elizabeth Eger, NCWIT

• Flash Talk• Manny Espinoza, Rackspace• Ruha Devanesan, Symantec

• Q&A

Pick Two Change Model Stations 25 mins/ each

1. Top Leadership Support2. Managerial Relationships3. Support for Competing Responsibilities4. Interrupting Everyday Biases5. Employee Development/ Evaluation

• 8 mins: Promising Practices // NCWIT Social Scientist

• 5 mins: Flash Talk // Member, Company

• 12 mins: Q&A // You

Top Leadership Support

Wendy DuBow, NCWIT

Amy Gurley, Bank of America

Sarah Bastian, Eastman Chemical Company

Industry Systemic Change Model

ONGO

ING

EVAL

UATIO

N & DATA

TRANSPARENCY

Interr

upting Everyday Biases Employee

Development / Sponsorship

& Pro

mot

ion

Perfo

rman

ce E

valu

atio

n

Competing Responsibilities Support for

Recruitment / Selection

Top Leadership Support/Institutional Accountability

Managerial Relationships

In a study of more than 700 companies,The MOST effective strategy was…..

Establishing diversity committees with senior leadership AND holding them accountable for reaching clearly articulated diversity goals.

This Strategy…...Increased the odds of holding management positions by:

•27 percent for black women

•19 percent for white women

•12 percent for black men

Increased the effectiveness of other diversity efforts

Kalev,Dobbin, &Kelly,2006

What do we mean by top leadership support?Treat like any other critical

business issue!

Set goals & provide adequate resources

Hold leaders accountable for meeting goals

One Caveat: Avoid Unrealistic Goals

Leaders ensure that goals are realistic and that there is a strategic plan to achieve them

“We’re going to double our diversity hires in 2 months!”

What do we mean by top leadership support?

Public statements & commitments

Visible, ongoing support: Attend events or meetings & STAY

But Sometimes This is Easier Said Than Done! How Do You Go About Enlisting Top Leaders?

Business case convinces; Moral case motivates.

•

Managerial Relationships

Brad McLain, Ph.D.

Judd Woehrle, USAA

Ross Smith, Microsoft

ONGO

ING

EVAL

UATIO

N & DATA

TRANSPARENCY

Interr

upting Everyday Biases Employee

Development / Sponsorship

& Pro

mot

ion

Perfo

rman

ce E

valu

atio

n

Competing Responsibilities Support for

Recruitment / Selection

Top Leadership Support/Institutional Accountability

Managerial Relationships

Industry Systemic Change Model

Recruiting & Hiring

Employee Development

Work Team Management

Performance Reviews & Promotion

Work Environment & Culture

Leading Change Efforts

ncwit.org/resources/supervising-box-series-full-series

Spans A Broad Range of Job Functions

Managers need information and resources that enable them to:

Give Regular Constructive Feedback

Discuss Employee Career Paths and Goals

Provide Employees with Growth Opportunities

On Managers

Have a Profound Impact on Reducing Isolation

Recommend or Functioning as Mentors and Sponsors

Provide Access to Flexible Schedules

Reduce Bias in Performance and Promotion Evaluations

Managers Can…

Don’t lower your hiring standards, just make sure you are hiring for the things that matter

Don’t form work teams with just one underrepresented member

Don’t depend on underrepresented employees to advance your diversity goals

First, Some Things Not to Do

Invite diversity & actively recruitAssure inclusive team meetings and social eventsProvide Recognition, Credit, EncouragementExamine Performance Reviews for Unconscious BiasBuild accountability metrics into managers’ performance reviewsClarify and Communicate Paths to PromotionWatch for biases in task assignments & leadership opportunitiesModel Flexible Work Practices

Now, Some Things TO DO

Support for Competing Responsibilities

Lecia Barker, NCWIT

Dana Bennett, Apple

Judd Woehrle, USAA

Industry Systemic Change Model

ONGO

ING

EVAL

UATIO

N & DATA

TRANSPARENCY

Interr

upting Everyday Biases Employee

Development / Sponsorship

& Pro

mot

ion

Perfo

rman

ce E

valu

atio

n

Competing Responsibilities Support for

Recruitment / Selection

Top Leadership Support/Institutional Accountability

Managerial Relationships

Women & Men Report Similar Priorities

Technical Workplace Disconnect:Women & Men Report Similar Concerns

Consequences for ALL Employees AND The Business But Disproportionate For Women

Employers Underestimate the Importance of Flexible Work

“I believe flexible practices are crucial to hiring and retention.”

• 86% of workers agreed

• Only 12% of employers agreed

(CareerArc,2015;Spherion, 2009)

Flexible Work: The Research Says…

Increased job satisfaction and commitment to stay

Increased – not decreased – productivity

Significant reductions in struggles to balance work-life dilemmas

Positive affect on recruiting efforts

BostonCollege,2015;CareerArc,2015;Kellyetal.,2014;Casey&Chase,2004

Components for Successful Efforts

Remove stigma & informal deterrents

Model these practices

Do NOT frame as for women but rather for ALL employees

Interrupting Everyday Biases

Catherine Ashcraft, NCWIT

Irene Kendall, Apple

Lauren Ewing, Google

Industry Systemic Change Model

ONGO

ING

EVAL

UATIO

N & DATA

TRANSPARENCY

Interr

upting Everyday Biases Employee

Development / Sponsorship

& Pro

mot

ion

Perfo

rman

ce E

valu

atio

n

Competing Responsibilities Support for

Recruitment / Selection

Top Leadership Support/Institutional Accountability

Managerial Relationships

Micro-inequities

Personality Penalties

Stereotype Threat

Tokenism

Gender or Color-Invisibility

www.ncwit.org/thefacts

Everyday Biases

Everyday Biases: Micro-inequities

“Oops, I forgot to cc her/him on the email about the architecture review.”

“You just need to be more ‘professional.’”

“Dude, let’s talk about it over a beer!”

Norms that make it difficult for same-sex couples to discuss vacations, personal events

“Pushy, bossy, aggressive”

”Has a challenging personality”

“Sometimes you could tone it down a little”

Doubt Raisers: “Need to see more evidence?”

Everyday Biases: Personality Penalties

Fear that our performance will confirm negative stereotypes

Lowers performance and participation

Everyday Biases: Stereotype Threat

Not speaking up in meetings

Being reluctant to take leadership positions

Being overly harsh about their own work

Discounting their performance

How Stereotype Threat & Cumulative Biases Show Up in Technical Environments

Be a Bias Interrupter!

Ensure Productive Team Meetings

Interrupt Personality Penalties

Tell Your Story/Talk to Potential Allies

Provide Legitimate Encouragement

Employee Development & Evaluation

Elizabeth K. Eger, NCWIT

Manny Espinoza, Rackspace

Ruha Devanesan, Symantec

IndustrySystemicChangeModel

ONGO

ING

EVAL

UATIO

N & DATA

TRANSPARENCY

Interr

upting Everyday Biases Employee

Development / Sponsorship

& Pro

mot

ion

Perfo

rman

ce E

valu

atio

n

Competing Responsibilities Support for

Recruitment / Selection

Top Leadership Support/Institutional Accountability

Managerial Relationships

Isolation & Difficulty Navigating Hidden Rules

Biases in Task Assignment

Biases in Performance Evaluations & Promotion

www.ncwit.org/businesscase

Key Barriers

Isolation: Lack of Role Models, Mentors, & Sponsors

Subtle Biases in Task Assignment

Unconscious Biases in Evaluations

Source:Moss-Racusinetal.,2012;Wenneras&Wold,Nepotism&Sexism,1997

Evaluators consistently undervalue the same resume or recommendation letter when it is associated with a female rather than male name

Women�s Recommendation Letters & Performance Evaluations

Stereotypical Attributions: Communal vs. Agentic Language

More �Doubt Raisers�

Shorter in length

Source:Trix&Psenka,2003,Exploring theColorofGlass;Moss-Racusin,etal.,2012

Performance Evaluation More Personality Penalties For Women

Source:Moss-Racusinetal.,2012;Trix&Psenka,2003;Warren,2009

“Pushy, bossy, aggressive”

“Has a challenging personality”

“Sometimes you could tone it down a little”

Performance Reviews: Personality Criticism

What Can We Do About All of This?

Increase Access to Sponsors

Examine Biases in Performance Evaluations & Other Processes

What’s Next?

Year-round Support• Virtual Meetings, Local Meetups, Summit

• Resources, Programs, & Campaigns

• NCWIT Social Media & Emails

• Work Teams

WA/EA Work Teams1. Research

• Ruha Devanesan, Symantec• Val Wanjura, Rackspace

2. Resources• Renata Colitti O’Day, Brocade• Anita Daftary, RBC Capital Markets• Jackie Toole, Carlisle & Gallagher

3. Male Advocates• Cameron Fadjo, Computing Innovation Center• Will Harden, USAA

4. Corporate Communities• Laura Howland, Brocade

Name, Company

Top priority opportunity to follow up on after Summit?

Any questions?

Thank You