Bias in the workplace can have a significant impact on individuals and organizations alike. It affects decision-making, relationships, and overall work culture. In this post, we explore the concept of bias and its effects on the workplace. We also discuss strategies for managing and reducing bias, the role of leadership in creating an inclusive culture, and ways to measure progress and ensure continual improvement. Join us as we delve into the complexities of bias in the workplace and explore practical steps towards a more inclusive and equitable work environment.
Women in the Workplace 2022
The 2022 Women in the Workplace report was released in mid-October and many of us have seen the big findings from the report hitting the headlines. While the talent pipeline has been suffering from a “broken rung” for a while, and the representation of women took a hit during the pandemic as women left the workforce, we’re now seeing more senior-level women leave their current organizations for companies that are more supportive.
When they leave, they take not only their talent but also much of the drive and effort behind creating those supportive work environments which are also increasingly more important to younger talent.
What do we do about it? My short answer is, let’s structure our organizations in a way that empowers managers to make a difference. Let’s set our managers up for success so they can set their direct reports up for success.
Critical Boundary Setting: Organizations, Managers, Individuals
“As companies embrace flexibility, they also need to set clear boundaries”
The 2021 Women in the Workplace report summarizes this key recommendation so clearly. Pre-pandemic, boundaries were important, but to an extent some of them were ‘built in’ to our daily lives—the commute to the office, closing up the computer at the end of the workday, a peek at email on your phone but a response saved for tomorrow.
With all of the changes COVID-19 has brought, burnout is one that we have talked about extensively in the past two years. As we face yet another period of transition (back to the office, no wait—back to remote) it is a critical time to revisit the boundaries that organizations can set to create a sustainable flexible workforce that can readily adapt to the seemingly endless change and uncertainty.
Training for Mid-Level Managers to Mend the Broken Rung
The Broken Rung identifies the initial move from entry-level to manager as “the biggest obstacle women face on the path to senior leadership.” There are five suggestions to fix the broken rung in organizations that see this drop in representation of women moving up to managerial levels. All of these elements work together to interrupt bias in the hiring and promotion process, and it is clear how they can ensure that all diverse candidates are given the appropriate consideration for advancement.
The recommendation I want to focus on today is putting evaluators through bias training. While it is critical for organizations to focus on eliminating bias in all of their processes, it can be especially important for entry-level employees.