Diversity Australia Blog
Diversity Australia Blog
When you’re ready to next hire a new team member, have a good look around you. At the same time, peer into the mirror. Is your team disturbingly familiar? Is there a ‘same-same, but different’ approach in your hiring practices? If this is the case, you could be missing out on finding someone who can bring more to the job.
Not looking outside your comfortable circle will hamper innovation, development, and customer relationships. “If you constantly hire people who are just like you, your perspective is limited. so when it comes time to challenge the status quo, to look for that new innovative product or service, those questions never get asked,” says Asnicar.
While it’s true that people may enjoy hanging out with like-minded types in their leisure hours, this is not always the case at work. For example, a division of an aircraft engine company experienced 100 per cent turnover within 12 months after people discovered that they didn’t like working with people who were too much like them.
“Implicit bias actually affects the small business owner because they hire firstly in their own likeness. Small businesses don’t have the luxury of hiring for perspective. They often have to have multiple characteristics in one person, because they don’t have a big team,” explains Steven Asnicar, CEO of consulting firm Diversity Australia, who notes there are inherent dangers in the like-for-like approach to recruitment.
Then there’s your customer. Australia’s a multicultural country. We’re young, old and in between; male, female and non-gender specific. And it’s wise to understand the differences in your customer base by incorporating a little difference in your team as well. “If you don’t reflect your customer base, and you don’t understand their needs then you can’t service them properly,” says Asnicar.
The term ‘implicit’ (or unconscious) bias surfaced earlier this century. It usually signified an unconscious lack of racial diversity or discrimination against a person or persons on the grounds of their race. This is still the case but other forms of bias have come to the party. They include an unconscious bias on gender grounds, sexuality and age. This has led many big businesses to train their people to recognise inherent biases, with a view to creating more diverse workforces.
“Age bias is becoming the most discriminative component of unconscious bias,” says Asnicar. “People are staying longer in the workforce, so that is making them more protective [of their roles] so they tend not to want to hire younger people.” This bias also works in reverse with young teams feeling that older people may not make the cut because of cultural fit.
Lots of smaller businesses hire family members. It’s natural to have an affinity with your kinfolk. They represent continuity – and in the case of children – longevity. But there are dangers to having too many family members involved.
“I often feel it’s very difficult for individuals [who are not related] to work within a family business, because they feel they are under siege the whole time,” notes Asnicar. “No matter what they do, they feel they will be at the bottom of the system. Meritocracy is something everybody craves. They like to get the job on their own merits. With family intervention, that often goes out the door, because families look after family first.”
The best way for smaller business to focus on fairer hiring is to have a well thought-out procedure around their recruitment processes. ”Small businesses should start structuring their recruitment frameworks in a way that best represents their needs in the future,” says Asnicar.
Have a good look at the makeup of your team and determine what’s missing in the group. When it comes to sifting through the pile of CVs, Asnicar advises that you arrange to have names, genders and ages masked if you can, and avoid over-scrutiny. “I think when you have a small business, you tend to look at every part of the CV and your biases sneak in. A checklist helps guide you though the process and lets you know whether you have made assumptions about a person.”
Employers have begun to use social media platforms, such as Facebook, as the great unmasker of what future employees are actually like. But Asnicar recommends that you resist that temptation. “If you judge their potential job performance and work ethic on that, then you are probably doing yourself a disservice, because their profile may not truly represent them. People at work tend to be more conservative and work hard, as opposed to on Facebook, where they tend to let go and do a few wild things, like posting stupid photos.”
When it’s time to interview, Asnicar again suggests that an unvarying format is the best way to keep bias out of the equation. “You should have a very standard framework for making sure you are measuring an apple with an apple. The consistency of interviewing is now really important, given the amount of legal challenges there are now, where bias is cited.”
Try to have at least one other person in the interview with you, so one person can ask the questions and the other can listen to the candidate’s answers. This allows you to focus on the person, not the baggage you may imagine surrounds them. “You need to have everyone involved in the recruitment really engaged in the process. They must understand that there are legal obligations to treat candidates with respect, fairness and equity and attempt remove unconscious biases from the discussion,” notes Asnicar.
ISLAMABAD – Australian High Commissioner to Pakistan Margaret Adamson Monday said that gender equality and women’s empowerment was a core element of Australia’s foreign policy.
Adamson welcomed Australian gender equality advocate Elizabeth Broderick to Pakistan on a visit to engage business leaders on promoting gender equality in the workplace.
Broderick, a former Australian Sex Discrimination Commissioner (2007-15), is the Global Co-Chair of UN Global Compact Women’s Empowerment Principles, Special Adviser to Under-Secretary UN Women on Private Sector Engagement, and Founder of the ‘Male Champions of Change’ initiative – working with influential male leaders to become advocates for gender equality.
Welcoming the visit, High Commissioner Adamson said that gender equality and women’s empowerment to play their rightful, equal role in economic development and society as a whole was a core element of Australia’s foreign policy and underpinned the Australian government’s development partnerships – with Pakistan and globally.
“Australia’s aid investments in Pakistan are designed to ensure that women benefit from all our economic growth-related programs. I am hopeful that Broderick’s visit and her engagement with private sector leaders will encourage the development of strategies and policies to maximise the participation of women throughout Pakistan’s economy,” she added.
Broderick will visit Islamabad, Lahore and Karachi to share experience and to discuss the business case for gender equality, building on initiatives already gaining traction among the business community in Pakistan, including the UN Women Empowerment Principles.
She will also meet with women members of the national and provincial assemblies, government officials and representatives of UN agencies and the World Bank and lead discussions on accelerating economic growth and innovation in Pakistan by harnessing the talent and potential of its women.
Broderick welcomed the opportunity to meet with Pakistan’s private sector leaders and prominent women representatives.
“Gender equality and women’s economic participation are key social and economic issues for both our nations. I am excited to be meeting with business leaders and other influential men and women to share innovative strategies, learn from each other and discuss how to accelerate the pace of change,” Broderick said in her message.
The Economist listed Broderick as one of the World’s Top 50 diversity figures in public life in 2015.
Google has fired the employee who wrote an internal memo suggesting men are better suited for tech jobs than women, according to a person familiar with the matter.
The employee’s firing followed an email earlier in the day from Google chief executive Sundar Pichai to the company’s employees, saying that the memo writer violated company policy. Google parent Alphabet hasn’t named the employee.
Mr Pichai is the most senior executive to respond to a growing controversy that in recent days has raised difficult questions for one of the world’s largest companies on how it would handle an employee offering opinions that were, to some, unpopular and offensive.
Last week, a Google engineer published an internal memo that criticised Google’s efforts to increase diversity at the company, arguing the program discriminated against some employees.
The employee also said that men were generally better at engineering jobs than women and that a liberal bias among executives and many employees makes it difficult to discuss the issue at Google.
“We strongly support the right of Googlers to express themselves, and much of what was in that memo is fair to debate, regardless of whether a vast majority of Googlers disagree with it,” Mr Pichai said in his email to staff.
“However, portions of the memo violate our code of conduct and cross the line by advancing harmful gender stereotypes in our workplace,” he said.
He added that the company’s code of conduct requires “each Googler to do their utmost to create a workplace culture that is free of harassment, intimidation, bias and unlawful discrimination.”
The memo went viral inside the company and was publicly criticised online by Google employees. Google’s diversity chief also criticised the memo in a note to employees on Saturday night.
The employee’s firing could spark a larger debate inside and outside Google about free speech. Mr Pichai said he scheduled an employee town hall to discuss the issue on Thursday.