Article originally published in Brink News on March 8, 2022.
The theme for this year’s International Women’s Day is #BreakTheBias, where the IWD community imagines a gender-equal world free of bias, stereotypes and discrimination.
This is an important perspective, coming as we enter the third year of a pandemic that has sounded alarm bells and threatened recent progress made on women’s equity and parity in the workplace.
Before the pandemic, in our Let’s Get Real About Equality: When Women Thrive 2020 Global Report, we observed that hiring, promotion and turnover rates for women had at last risen to levels comparable to men. But even then, it was evident there was still work to be done to eliminate bias and achieve overall organizational parity. As the 2020 report noted, we are still decades away from women reaching 50% representation in the workplace. With possible setbacks from COVID-19, we may find this process even slower.
Within this context, it’s time to zero in on and eliminate one of the important impediments to gender equality: hidden bias in underlying key talent management processes.
Getting beyond basic bias means first understanding the places in the talent and employee experience process where hidden bias can show up and then learning how to get around it. We will cover both steps in this article, identifying three areas where bias has the most impact on women’s equity in the workplace and five actions companies can take to spot and mitigate bias.
Many companies have processes in place to help employees identify and address their own unconscious biases. But when we talk about how to break the bias in the workplace, we are primarily talking about hidden bias and not just unconscious bias.
Unconscious or implicit bias is the subliminal tendency humans have to favor certain people or groups of people based on learned stereotypes. Unconscious bias is hard to overcome because to some extent, it is hard-wired in humans as an anthropological social construct. Companies should make every effort to educate employees through ongoing training, but bias training alone cannot solve the problem.
By contrast, hidden bias is a systemic problem in your policies, processes and programs that exists when your infrastructure doesn’t sufficiently mitigate bias. To prevent hidden bias, we must create transparencies and guardrails to prevent biased individuals from taking actions that allow unconscious bias to creep in and that don’t support a longer-term journey toward equity.
There are three areas where hidden bias can be most detrimental to women, holding companies back from creating parity and equity. To break the bias, we must look at:
Our Let’s Get Real report showed that organizations are getting better at bringing women into their talent pipelines at all levels. However, reaching gender parity will require continued, systematic over-indexing of women in hiring. Bias is still very present in the hiring process. Gender-balanced hiring slates are not always complemented by balanced slates of interviewers to evaluate candidates, and decision makers are not always properly trained or held accountable for hiring decisions.
An over-focus on hiring and representation may prevent organizations from looking at their entire pipeline of talent: inflow, upflow and outflow at all levels. Nonexistent or suboptimal succession planning leaves women less likely to advance as female employees are less likely to be positioned and championed to succeed.
Another place hidden bias can be particularly harmful is in performance management. It is critical that reviews and evaluations remain unbiased, because high ratings almost always lead to higher pay and a higher likelihood of promotion and are also associated in most organizations with higher retention.
Knowing hidden bias might be lurking in these three important areas, what steps can companies take to identify and eliminate it? Here are five places to start:
Unfortunately, when it comes to achieving equity, most organizations are up against the weight of history as past imbalances in hiring, promotion and turnover have left them with an insufficient internal pipeline of women. If organizations want to correct this imbalance and move more rapidly toward true equity, they will first need to work on identifying, mitigating and breaking bias.