Source: Adam Payne and Dana Kaminstein, MIT Sloan Management Review, February 24, 2021
Why diversity and inclusion efforts often fail to produce the intended changes, and proactive approaches leaders can take.
Well-run companies expect good returns on their spending, and leaders who continue to support initiatives that don’t produce results usually find themselves demoted or fired. So why have the billions of dollars that many organizations have spent on diversity, equity, and inclusion (DEI) efforts produced so little substantive progress toward greater diversity?
Numerous reports indicate that the percentage of Black people in the leadership ranks of large U.S. companies hovers at just above 3%. This percentage remains persistently low despite large investments in diversity and inclusion training, the creation of offices of diversity and inclusion, and other companywide initiatives. Studies now indicate that DEI training rarely improves an organization’s record of hiring or promoting Black people. Companies that bemoan a dearth of qualified Black candidates for leadership roles rarely consider that the hiring process itself may disqualify potential applicants of color.
Aware of the ways in which organizations defend themselves against change that threatens their social structures, philosopher and social theorist Donald Schön noted that organizations will “fight like mad to stay the same.”…
Source: Maryam Kouchaki, Burak Oc, and Ekaterina Netchaeva, MIT Sloan Management Review, March 31, 2021
Women are presented job opportunities differently than men — depending on the hiring manager’s political ideology.
It turns out that gender bias in hiring and advancement is more pervasive than we thought.
While progress has certainly been made toward workplace gender parity — some companies, for example, are writing more gender-balanced performance reviews — the reality is that women are still underrepresented in private-sector leadership positions. There are likely multiple drivers of this. Outright discrimination — denying women jobs on the basis of their gender rather than their skill sets — is certainly one. But another, harder-to-detect factor can contribute to the leadership gap: the tendency of some organizational decision makers to subtly dissuade women from pursuing leadership roles….
It’s a man’s world! The role of political ideology in the early stages of leader recruitment
Source: Burak Oc, Ekaterina Netchaeva, Maryam Kouchaki, Organizational Behavior and Human Decision Processes, Volume 162, January 2021
• Conservatives describe a leadership position less positively to a female candidate.
• Liberals do not demonstrate such gender bias.
• Conservatives experience greater anxiety when communicating with female candidates.
• Anxious decision makers describe the position less positively to candidates.
Previous research has demonstrated the impact of political ideology on a wide variety of psychological and behavioral processes. Contributing to this research, we examine the effect of organizational decision makers’ political ideology and job candidates’ gender on how the decision makers communicate information about leadership positions to the candidate. In five studies, we demonstrate that decision makers who are more conservative exhibit gender bias by providing a female (versus male) candidate with a less positive description of a leadership position, an effect driven by the decision makers’ felt anxiety. We further show that making information on women’s success in leadership positions salient diminishes the effect of political ideology insofar as both more and less conservative decision makers will exhibit similar levels of positivity when communicating with a prospective female candidate. Finally, we discuss the theoretical and practical implications of our findings.
Source: Gerald C. Kane, Rich Nanda, Anh Phillips, and Jonathan Copulsky, MIT Sloan Management Review, February 10, 2021
Work as we know it is forever changed by COVID-19. Now is the time for managers to envision the office that employees will return to. …. The anticipated gradual return to colocated work in the coming months provides opportunities to experiment with hybrid ways of working. Returning to the office strategically, by focusing first on the activities best performed in person and, in the process, evaluating the effectiveness of both remote and colocated work, gives managers the ability to critically consider the ways in which a hybrid workplace might be more effective. ….
Source: U.S. Department of Education, 2021
The U.S. Department of Education, launched the Safer Schools and Campuses Best Practices Clearinghouse (the Clearinghouse) in accordance with Executive Order 14000 Supporting the Reopening and Continuing Operation of Schools and Early Childhood Education Providers. The Clearinghouse is designed to support young children, students, families, early childhood providers, teachers, faculty, and staff as early childhood education programs, schools, and campuses continue to reopen following closures due to the coronavirus disease 2019 (COVID-19) pandemic. The Clearinghouse will be a place to share and highlight best practices and lessons learned for operating safely during and after the pandemic submitted by early childhood providers, teachers, faculty, staff, early childhood programs, schools, districts, institutions of higher education, other places providing educational instruction and States.
Source: Todd Metcalfe, Regional Financial Review, February 2021
Local governments that depend on property taxes from commercial real estate for a significant portion of their revenue will face increasingly difficult times.
Source: Alexander Hertel-Fernandez, Suresh Naidu, Adam Reich, and Patrick Youngblood, New Labor Forum, February 2021
…The fundamental problem for a labor organization is persuading individual workers to commit to personally costly (and often risky) actions that yield collective benefits for workers within a workplace and for the labor movement as a whole. Such collective action is critical for workers since the labor movement will always have a hard time matching business in terms of money, technology, and influence with elites and politicians. Instead, labor’s power lies in its ability to mobilize large numbers of everyday people, whether to strike, sign petitions, canvass voters, or even target their pension investments (see “Capital Strategies for the Common Good: A Tool for Labor’s Revival” by Patrick Dixon in this issue). Despite being the source of organized labor’s power, bursts of worker collective action are rare and difficult to sustain. What can be done to make such action easier in the current U.S. political climate, in which organized labor appears to have limited durable influence?
Modern quantitative social science provides some new tools to address this challenge. These tools have been used to allocate scarce resources, for example, matching medical residents with hospitals, allocating food donations across food banks, assessing tactics in political campaigns, and evaluating anti-poverty initiatives in developing countries….
Source: Samantha McLaren, LinkedIn Talent Blog, February 3, 2021
For companies that were able to transition predominantly to remote work at the outset of the pandemic, the past year has brought countless new discoveries and realizations. This is reflected in the still-evolving attitudes toward remote work: In December 2020, PwC found that 83% of employers felt the shift was a success, compared to 73% in June. What’s more, 52% of executives now report that employees are more productive than they were before the pandemic, up from 44% in the earlier survey.
A surprise bump in productivity isn’t the only unexpected outcome to emerge from this challenging situation. Some companies are recognizing that remote work could make it easier to attract and hire underrepresented talent that might not be abundant where their office is located. At the same time, many employees from underrepresented groups are hailing work-from-home as a stepping stone to greater inclusivity, helping them to bring their whole selves to work without facing unnecessary obstacles.
As you start to think about what happens after the pandemic, here are a few reasons why adopting a hybrid or fully remote workforce model in the long run could support your diversity, inclusion, and belonging efforts.
Source: Paul Estes, Fast Company, March 11, 2020
Organizations that don’t actively support remote work are limiting their capacity to engage with top talent.
…Every company wants to promote diversity and inclusion. In every industry, firms are creating executive-level chief diversity officer roles, and those people are tasked with running diversity and inclusion programs. Yet, those same companies do not yet understand the importance of making remote work a key part of their diversity and inclusion strategy.
Location as an element of diversity is not yet part of the conversation. It really needs to be.
Too much diversity policy is based on a desire for compliance, not on a genuine wish to restructure the way teams function. Did anyone ever do anything truly worthwhile because they wanted to avoid a lawsuit? The system gets in the way of what it’s supposed to accomplish because the underlying imperative is to take risk out of the equation….
Source: Adam Grant, Harvard Business Review, March-April, 2021
Lessons from science—and the people who were able to sway Steve Jobs. …. The bad news is that plenty of leaders are so sure of themselves that they reject worthy opinions and ideas from others and refuse to abandon their own bad ones. The good news is that it is possible to get even the most overconfident, stubborn, narcissistic, and disagreeable people to open their minds. …. So if you want to reason with people who seem unreasonable, pay attention to instances when they—or others like them—change their minds. Here are some approaches that can help you encourage a know-it-all to recognize when there’s something to be learned, a stubborn colleague to make a U-turn, a narcissist to show humility, and a disagreeable boss to agree with you. ….
Source: Willis Towers Watson, February 5, 2021
Employees are seeking work flexibility, enhanced wellbeing, and greater retirement security. Discover more about their experiences during the pandemic. … In the future, almost four in 10 employees (38%) would prefer a mixed onsite/work-from-home experience. Over two-fifths (41%) desire to work onsite in the future all the time, and 21% are looking to work from home all the time. …