Counteract Unconscious Bias through Interruption and Action. Understanding how Implicit Bias plays out is crucial to the improvement of Diversity and Inclusion in the workplace. It's about bias interruption and action, with leaders creating a top down cultural shift to bring an awareness of bias out into the open. Everyone must feel comfortable to be able to speak up and challenge bias in the workplace. While looking at the top down approach it's important to recognise that only with the removal of implicit bias from the hiring process will any real movement take place for women to be appointed to the C suite and other Key Manager or Executive roles. How to remove Implicit Bias from the hiring and promotion process ? Insist on a Diverse pool of candidates. Establish objective criteria. Define 'cultural fit' - specific qualities are identified over shared background and interests. Limit referral hiring - avoid the affinity bias. Focus on performance not potential, separate personality from skillset. Clarify the evaluation criteria with those hiring and ensure accountability. The Gaming & Hospitality Industry is represented by 105 companies that report to the Workplace Gender Equality Agency (WGEA) in Australia. (Companies with greater than 100 employees are [...]
About Beth DohertyThis author has not yet filled in any details.
So far Beth Doherty has created 2 blog entries.
Confidence and Leadership - the two are closely linked. A recent report released by KPMG that polled 750 high-performing executive women provides excellent insights and actions for leaders to improve Inclusion and Diversity in the workplace. " It is important for organisations to gain a more thorough understanding of the specific issues women may face as they advance in their careers and as they move toward the C-suite. We hope the thought provoking findings and solutions in this study help leaders everywhere as we work to further advance inclusion and diversity." - KPMG US Chair & CEO , Paul Know Key findings of the report include: 74% of executive women believe that their male counterparts do not experience feelings of self -doubt as much as female leaders do. 81% believe they put more pressure on themselves not to fail than men do. 75% of executive women report having personally experienced imposter syndrome at certain points in their career. The report also identifies some key actions that leaders may take to help enhance confidence for individuals. Be Supportive Open channels of dialogue and communication create opportunity for relationships to be strengthened and reinforce a sense of belonging and acceptance in the workplace. Leaders serving as mentors and coaches are able to help [...]