What strategies can be used to eradicate gender bias, bias due to race, religion or sexual orientation?
The paper should consist of the following outline. Each section or subheading/title of this outline must be reflected in your paper:
1. Introduction: Use no more than 1-2 pages to discuss the purpose of your paper and its relevance to organizational theory and behavior. For example, the last paragraph of your introduction should include the following: This paper seeks to explore the relationship between proper motivation and performance or increase in productivity in organizations
2. Background: In this section, use 1-2 pages to explain the basis or rationale for your inquiry. Why are you interested in this topic? Are you aware of any work that has been done in this area? Is the problem an issue that you have encountered on the job or is it an important issue that organizational managers are grappling with? Have you attempted to address this issue previously on the job by using an interview, survey, or other techniques.?
3. Literature Review: In this section of your paper use about1-2 pages to cite about three literature sources to demonstrate, for the benefit of the reader, that your area of inquiry or topic is relevant to contemporary organizations and is worth addressing.
4. Analysis: Here, you should use no more than1-2 pages to briefly examine the impact that this issue has on organizational performance whether or not it is properly dealt with.
5. Conclusion: In this section, you should use no more than half a page to a page to comment on the degree or extent to which you believe this issue or problem be examined and resolved in order to improve organizational performance.
6. References; This section should include the sources( journals, books manuscripts) used in your research
Report on your gender statistics transparently. This is the law for companies over a certain size in the UK.
Accompany it with a clear action plan on the steps you are taking as an employer to close the gender pay gap, with clear targets and milestones.
Communicate this openly and honestly with your workforce, explaining the tangible progress you plan to make.
Accenture, Barclays, Credit Suisse UK and KPMG have all set gender targets, broken down by business lines and functions.
They have clearly defined interim milestones and deadlines, so they can continually measure themselves against their targets.
Furthermore, managers and decision makers are held responsible and accountable for meeting those targets.
Research shows that adjectives such as ‘competitive’ and ‘determined’ put off women. On the other hand, words such as ‘collaborative’ and ‘cooperative’ tend to attract more women than men.
Standardise interviews, anonymise resumes and use blind evaluation processes.
Unilever and Vodafone have found that blind evaluation procedures — including work sample tests and neuroscientific tests of an applicant’s aptitude and skills — have helped them recruit from more diverse backgrounds.
Frequently review salaries for parity between genders and races.
When recruiting, set the pay range offered on years’ experience with some leeway for special achievements, not on how well the candidate negotiated their last pay package.
Educate employees about their own unconscious bias.
Although this does not guarantee that attitudes will change, it does help employees to understand their biases and to work towards eliminating them.
A Unilever study found that women and men struggle to acknowledge gender discrimination and inappropriate behavior (most likely sexual harassment) in the workplace.
67% of women said they feel pressured to get over inappropriate action. And most women (64%) and slightly more than half of men (55%) said that men don’t confront each other when witnessing this behaviour.
Create a clear, unbiased, non-retaliatory discrimination policy that ensures employees have a proper way to comment or report on inappropriate treatment in the workplace.
Make sure everyone knows and understands the policy. Implement severe penalties for sexual discrimination and harassment.
Shift your company mindset to assessing workers’ performance on their delivery and achievements rather than time spent in the office.
This not only benefits working mums but dads too, those caring for elderly parents and everyone in general.
Even millennials, perceived to have fewer responsibilities at home, are increasingly valuing and looking for flexible working.
Telstra, the Australian telecoms firm, has made flexible work the default option.
In the UK, parents can share up to 50 weeks of leave, and up to 37 weeks of pay between them. Ensure your employees are aware of policies like these.
Set targets for gender diversity on your board and look beyond your existing talent pool.
A growing number of companies are eschewing traditional board candidates — retired chief executive officers, who are predominantly older white men — and opting for diverse members, many of them first-timers with no experience.
Make sure that female employees are applying for promotions and asking for pay rises.
At KPMG UK, when a promotion is advertised, line managers are encouraged to check whether their high potential female colleagues have applied and if not ask why.
Martin Blackburn, People Director at KPMG UK explains: ‘Where the men would apply for a role if they had 80% of the [required] skills, women would think they were missing 20% and not bother’.
Promote a culture where great ideas come from all levels, genders and races and all voices are welcome and respected around the table.
When President Obama took office, two-thirds of his top aides were men. Women had to elbow their way into important meetings. And when they got in, their voices were sometimes ignored.
So, female staffers adopted a meeting strategy they called ‘amplification’. When a woman made a point, other women would repeat it, giving credit to her.
This forced the men in the room to recognise the contribution — and denied them the chance to claim the idea as their own.
It’s no surprise then that during Obama’s second term, women gained parity with men in the president’s inner circle.