Reducing the Effects of Bias in Employee Development

Reducing the Effects of Bias in Employee DevelopmentReducing the Effects of Bias in Employee Development

Doug MaxfieldDirector of Client Services

Novations Group, Inc.

Doug MaxfieldDirector of Client Services

Novations Group, Inc.

Many reasons are used to promote the increase of

diversity in the workplace.

Creativity and innovation

Right thing to do

Represent population

Improved problem solving

Decrease in group-think

Changing demographics

Improved team performance

Diversity does not necessarily mean high performance.

�Diverse organizations aren’t necessarily inclusive.

� Inclusive organizations aren’t necessarily diverse.

�Diverse organizations do not necessarily out-perform

non-diverse organizations.

�Well-managed and inclusive organizations that are

diverse often out-perform non-diverse and poorly

managed organizations.

FOUR STAGES of CONTRIBUTIONFOUR STAGES of CONTRIBUTION

LearnerLearner

ExpertExpert

InfluencerInfluencer

StrategistStrategist

Value depends on contribution.

CONTRIBUTION

VALUE

STAGE

1

2

4

3

Key findings of recent study.

�High performers continuously increase their capacity and

contribution.

�A significantly greater percentage of Caucasian

employees are rated as contributing beyond Stage 1.

�Women are on par with men for Stage 3 contribution as a

percent of the population, but fewer in Stage 4.

�Gender and ethnicity differences can affect perceptions

of contribution.

Mean Dominant Stage

2.381.90

0.00

0.50

1.00

1.50

2.00

2.50

Manager Rating of Direct Report Direct Report Rating of Self

Managers and their direct reports differ in their

assessment of contribution…

…but the gap tends to be larger between managers and

direct reports of color.

-30

-20

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30

40

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White/Caucasian

Black/AA

Hispanic/Latino

Asian

-30

-20

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0

10

20

30

40

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White/Caucasian

Black/AA

Hispanic/Latino

Asian

Stage One Stage Two Stage Three Stage Four

Differences in specific competency ratings suggest

potential reasons for these differences in perception.

Competency/Behavior

Strategic Alignment

Learning vs. understanding how work relates to strategy

Learns from Experience

Asking questions

Gaining input first then building draft vs. building draft then gaining input

Possible Explanation

�American managerial stereotypes

�Dependency vs. protective device to lower risk

� Cultural differences in consensus building

The “perception gap” impacts positioning by manager and

disposition of direct report.

The degree to which an

individual’s

assignments and support

represent platforms for

learning.

The degree to which an

individual’s

assignments and support

represent platforms for

learning.

The degree to which an

individual

demonstrates the

necessary confidence,

determination, and

commitment.

The degree to which an

individual

demonstrates the

necessary confidence,

determination, and

commitment.

PositionPosition DispositionDisposition

Logic drives the manager’s treatment and the

employee’s behaviors.

�Provides only portions

of a project and direct

supervision

�Seeks only basic skills-

based contribution

�Seeks “directed”

creativity and initiative

�Provides only portions

of a project and direct

supervision

�Seeks only basic skills-

based contribution

�Seeks “directed”

creativity and initiative

�Waits for direction,

seeks supervision

�Can accomplish routine

tasks

�Not really innovative

�Waits for direction,

seeks supervision

�Can accomplish routine

tasks

�Not really innovative

Manager’s PositioningManager’s Positioning Employee’s DispositionEmployee’s Disposition

Stage One Stage One

Manager positioning can significantly limit

employee development.

�Wants assignments

that broaden

perspective

�Shares ideas and

knowledge with others

�Aspires to develop

others as mentor or

idea leader

�Seeks to build strong

internal and external

networks

�Wants assignments

that broaden

perspective

�Shares ideas and

knowledge with others

�Aspires to develop

others as mentor or

idea leader

�Seeks to build strong

internal and external

networks

Initial Employee

Disposition

Initial Employee

Disposition

Stage Three Stage Two

�Values specialization

and technical depth

�Rewards individual

results

�Assigns sole

responsibility for

definable projects

�Limited sharing of

network contacts and

exposure to others

�Values specialization

and technical depth

�Rewards individual

results

�Assigns sole

responsibility for

definable projects

�Limited sharing of

network contacts and

exposure to others

Manager PositioningManager Positioning

�Focuses effort in

narrow technical area

�Does not share ideas

or “credit”

�Views coaching of

others as non value-

add

�Limits network and

interactions to those in

immediate sphere of

work

�Focuses effort in

narrow technical area

�Does not share ideas

or “credit”

�Views coaching of

others as non value-

add

�Limits network and

interactions to those in

immediate sphere of

work

Resulting DispositionResulting Disposition

Stage Two

Mind the

Consciously broaden the pool of

Expect consistent outcomes

…from a diversity of approaches

mentoringProvide

Summary

�Leverage exists in the manager-employee relationship.

�A roadmap increases ability to articulate development

and performance expectations.

�Resource limitations necessitate the development of all.

�Provide additional support for key transitions.

Reducing the Effects of Bias in Employee DevelopmentReducing the Effects of Bias in Employee Development

Doug Maxfield209.834.1863

[email protected]

Doug Maxfield209.834.1863

[email protected]