reducing the effects of bias in employee development
DESCRIPTION
Presentation given recently at the Military Operations Research Symposium in MD. Based on Novations\' recent Four Stages research study.TRANSCRIPT
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.
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
-10
0
10
20
30
40
Pe
rce
nta
ge
Ga
p i
n P
erc
ep
tio
n o
f C
on
trib
uti
on
White/Caucasian
Black/AA
Hispanic/Latino
Asian
-30
-20
-10
0
10
20
30
40
Pe
rce
nta
ge
Ga
p i
n P
erc
ep
tio
n o
f C
on
trib
uti
on
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
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
Doug Maxfield209.834.1863