HR Tips — So Your Recruiting Enhances Diversity, Not Sexism

 

Can we agree that a diverse workplace leads to innovation, problem-solving and enhanced enterprise communication? And, as you know, inequality is unlawful.

Why then are there so many companies that unknowingly, perhaps, promote sexism?

That’s right. An academic study shows that many job postings are gender biased. Entitled, “Evidence That Gendered Wording in Job Advertisements Exists and Sustains Gender Inequality,” it was published in the Journal of Personality and Social Psychology.

The study was conducted by Danielle Gaucher and Justin Friesen at the University of Waterloo, and Aaron C. Kay at Duke University. (Professor Gaucher is now at Princeton University.)

Tech companies, for example, have a diversity problem. Women comprise only 11 percent of U.S. engineers and just 26 percent of computer programmers, according to the U.S. Department of Labor’s Bureau of Labor Statistics.

In the methodology, the researchers collected job-listing samples and divided them into two groups of professions – male dominated and female dominated.

They concluded that many companies appear to use gender-biased verbiage in their job listings. Though not explicit, such phraseology in recruitment advertisements serves as code words to women not to apply.

“Employing both archival and experimental analyses, the present research demonstrates that gendered wording commonly employed in job recruitment materials can maintain gender inequality in traditionally male-dominated occupations,” wrote the authors.

Alleviating turnover

They also contend that such biased cultures lead to high attrition rates.

“It is plausible, then, that institutional-level barriers to women’s participation in male dominated domains occur most prominently at certain critical points,” explained the authors. “In the present research we focus on job recruitment as one of those critical points.”

Not to be an exercise in political correctness, the dubious words in-question are “competitive,” “dominant” and “leader.” They tend to connote power inequality in the workplace.

Typically, female-dominated workplaces don’t use such words.

Phrasing also plays a role, according to the researchers.

For example, a job ad that reads “someone to ‘analyze markets to determine appropriate selling prices’” is covertly masculine.

But to eliminate the possible perception of sexism by female applicants, the authors argue it would be better for the ad to state “the ideal candidate will ‘understand markets to establish appropriate selling prices.’”

Welcoming culture

The researchers point out the need to understand the motivation of women. Otherwise, they don’t feel they’re welcome.

“There is ample evidence to suggest that belongingness – feeling that one fits in with others within a particular domain – affects people’s achievement motivation specifically and engagement within a domain more generally, and that it can be signaled by cues in the environment,” added the authors.

So, if you’re having challenges recruiting for diversity, consider your tactics in job listings. Next, examine your culture to make certain it doesn’t have institutional bias.

These are the right things to do.

Read the study here.

From the Coach’s Corner, suggested resource links:

• Need to Hire a Professional? Advertising Tips to Attract the Best Talent
• HR Study Reveals Challenges for Management in Teamwork, Culture and Diversity
• Are You Successful In Keeping Female Talent? Here’s How and Why
• 6 Steps to Implement a Cultural Change for Profits

Excellence: Doing a common thing in an uncommon way, enhancing the experience.

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Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.

 

10 Tips on Responding to EEOC Complaints

 

Despite all the court cases, warnings and complaints filed at the Equal Employment Opportunity Commission, a study shows big companies are guilty of favoritism in their promotion practices.

It’s true that certain people are identified and groomed for promotion. But a 2011 study by Georgetown University’s McDonough School of Business would indicate large companies need to be more sophisticated in their human resources programs.

My sense is that they’re leaving themselves wide open for legal action.

Ninety-two percent of the surveyed senior executives say they’ve witnessed favoritism. Eighty-four percent say they’ve seen it at their companies. But only 23 percent confess using the practice.

Research firm Penn Schoen Berland (PSB) conducted study headed by PSB’s Jonathan Gardner, who is also a grad student at the university.

“This study confirms what many have suspected – that favoritism plays a much greater role in employee advancement than companies normally portray,” Gardner said. “I hope this study will help us acknowledge the prevalence of favoritism in employee promotions so that we can find ways to better understand the role it plays.”

According to the school, 29 percent admitted they only considered one candidate in their last promotion of a person.

“When more than one candidate was considered, 56 percent said they already knew who they wanted to promote before deliberations,” said the school. “Not surprisingly, of that group, nearly all – 96 percent – report promoting the pre-selected individual.”

What were the reasons given for promoting an employee?

The top five answers:

• Has excelled in current position
• Leadership potential
• Job-related skills
• Strong interpersonal skills
• History of strong performance reviews

Gardner shows some understanding of the typical executive’s dilemmas.

“Employees should keep in mind,” said Gardner, “that despite widespread favoritism, objective measures such as past performance, leadership potential, and job-related skills are viewed as key criteria by those in charge of promotion decisions, and it is important for young workers to focus their efforts on these factors that are well within their control.”

In our litigious society, however, the risks are great. Not to mention employee morale if word gets out in the rumor mill.

Here’s a basic checklist – what to do if an EEOC complaint is filed:

1. Be comprehensive with detailed, strategic responses.
2. Have a paper trail for your HR decisions. Documentation is critical.
3. Make certain your responses are accurate.
4. Show your track record’s consistency in fair treatment of employees.
5. Respectfully education the EEOC about your business – don’t assume EEOC employees understand your actions.
6. Act with confidentiality. Demonstrate your respect for individuals’ privacy.
7. Respond promptly. Don’t delay and ask for extensions of your appeal.
8. Have good lawyer, and seek advice.
9. Assuming you have insurance including employment-practices liability coverage, keep your carrier in the loop.
10. Keep all relevant documentation.

So beware.

From the Coach’s Corner, here’s How to avoid EEOC Discrimination Suits.

“Discrimination is a disease.”
-Roger Staubach

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Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.

 

Diverse Age Differences at Work Mean Return to Status Quo in Attitudes – Robert Half Study

 

Despite the 21st century’s widespread age differences in the workplace, at least one thing hasn’t changed – many attitudes of workers are similar. For example, employees are often most-interested in company stability, according to a 2010 study by Robert Half.

Sadly, for many companies, that might also be why 40 percent of respondents are apt to shop around in seeking a new job.

“There has been considerable focus on the differences among various generations, but our research confirms many similarities,” said Max Messmer, chairman and CEO of Robert Half International. “Understanding the values shared by nearly all employees, particularly in light of changing economic conditions, can help companies enhance their recruitment and retention efforts.”

The study involves more than 1,400 people working fulltime in North America. The respondents are either college graduates or are in school. Just over 500 are hiring managers. The demographics include baby boomers, aged 46 to 64; Generation X, 32 to 45; and Generation Y, 21 to 31.

Among the three generations, the study reveals five similarities:

• Job security are preferred over working for a community-minded firm or even a shorter commute
• Salary, company stability and benefits were the most salient
• Most-prized benefits – Healthcare and dental coverage, vacation time and matching 401 (k) plans
• The recession is the main reason for those planning to work past 65
• Diversity in work experience is believed to be beneficial

Here are the generational differences:

• Following the downturn, many plan to job hunt. The breakdown includes 36 percent of Generation Ys, 30 percent of Generation Xs, and 24 percent of baby boomers.
• Among the Generation X, 38 percent plan to upgrade skills and 33 percent percent plan to stay with their employers.
• For the respondents planning to work past 65, 54 percent are baby boomers, 46 percent are Generation X, and 39 percent are Generation Y.
• 34 percent of Generation X and 27 percent of baby boomers managed to add to their retirement nest eggs since the beginning of the downturn.
• Many are concerned about differences in coworker work ethics and balancing career with their lives. That’s 54 percent of baby boomers, 45 percent of Generation X, and 35 percent of Generation Y.

“Many employees, particularly Gen Y professionals, are biding their time in their current employment situations and plan to make a move when they feel the economy is on firmer footing,” said Brett Good, a Robert Half International district president. “Now is the time for employers to take action and outline career paths within their company for strong performers. Compensation reviews also should be conducted to ensure that pay is competitive.”

Well said.

If you want, you can get a copy of the study.

From the Coach’s Corner, more HR resources:

• Four Tips to Motivate Employees When You’re Facing Adversity
• Management: 7 Tips for Success in Layoff Situations
• Leadership Strategies to Profit from Employee Respect

“Never put off the work till tomorrow what you can put off today.”

-CiteHR.com

 

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Author Terry Corbell has written innumerable online business-enhancement articles, and is a business-performance consultant and profit professional. Click here to see his management services. For a complimentary chat about your business situation or to schedule him as a speaker, consultant or author, please contact Terry.