Human Resource Management Assignment 2

Human Resources Management Issues, Challenges and Trends: “Now and Around the Corner”, pages 201–212. Copyright © 2019 by Information Age Publishing All rights of reproduction in any form reserved. 201

CHAPTER 10

THE UNCONSCIOUS BIAS Impacting the Workplace

Ronda Mariani

INTRODUCTION

The concepts; diversity and inclusion are fundamental in today’s workforce. Glo- balization and the reduction of borders have forced business not only to under- stand these concepts (e.g., diversity and inclusion) but to embrace the true mean- ing of what it entails to have a workplace that accurately has an understanding of its multicultural foundation. As of late, increasingly colleges have begun to infuse the importance of diversity and inclusion throughout its curriculum (Jack- son, 2017, p. 22) in hopes of producing graduates that possess the sensitivity, understanding, and management skills to lead a global workforce. Once these students graduate they enter the industry and many times are left to their resources to further their understanding of what it is to work in a diverse organization. These same students who are now employed are exposed to individuals such as the Chief Diversity Officer or online training programs to now teach and instill values that should represent what a diverse and inclusive work environment should be. It seems that organizations go through the motions well, but are they addressing the idea of what it means to have a diverse work environment that promotes inclu-

C o p y r i g h t 2 0 1 9 . I n f o r m a t i o n A g e P u b l i s h i n g .

A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w .

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sion? Furthermore, how do those in charge of developing and maintaining the various organizational approaches, implement diversity and inclusion if these in- dividuals do not have a deep understanding of their bias nature?

WHAT IS UNCONSCIOUS BIAS?

We have heard the term bias before, and the Merriam-Webster (2018) dictionary, in short, describes bias as an “instance of prejudice or unreasoned judgment” This judgment at a young age is instilled in us through experiences, which overtime impacts our views towards others and situations. Whether these situations are something we have witnessed, experienced, or have been introduced to through upbringing in our own culture; bias in many forms is a large portion of the societ- ies that we live. Bias is a cognitive perception of how we perceive people and in- terpret situations. For several decades, “developments in cognitive sciences have demonstrated that automatic and unconscious cognitive processes shape human behavior, beliefs, and attitudes” (Teal, Gill, Green, & Crandall, 2012, p. 80).

Research findings indicate that most individuals are unaware of their own bias and furthermore a personal experience contributes enormously to the condition- ing of bias (Banaji, 2001, Uhlmann & Nosek, 2012 as cited in Conaway & Bet- hune, 2015). Greenwald & Banaji (1995) also found that bias could develop with no experience at all and instead be influenced by “family history” known as “im- plicit social cognition”(ISC). A simple example of ISC could be applied to indi- viduals of Mexican descent. Mexicans, like most Latin cultures, can display skin tone from light to dark. Many times light-skinned Mexican families are thought to be wealthier, having more possessions, and holding office jobs, whereas dark- skinned Mexicans are considered to be field workers, living in crowded situa- tions, and lacking wealth. As we can see, even though these individuals may view themselves as both proud Mexicans, skin color creates an identifying factor of stereotyping among this group assuming that one group is better off than the other. Although this is an elementary example of bias, it is a real example of how the bias nature in an individual can effect and impact decision making about a group of people. Meaning, if an individual, whether of Mexican or other decent, held this described bias about Mexicans as the norm, this would impact their views towards this ethnic group.

The differences between bias and unconscious bias, also known as “implicit bias” are whether we are aware or not aware of our thoughts and actions. Uncon- cious bias is judgments we are unaware of, and in return, these thoughts influence our behavior towards others and situations. These influences many times demon- strate behavior that can be unkind and judgemental. Neither of these characteris- tics is appropriate in an organization and should not be present in a hiring manager or the processes. Clarifying the differences between bias and unconscious bias further can be applied to the context of an airplane. Airplanes can be flown by a human pilot or by a machine on autopilot. Both of these methods can fly a plane from point A to point B, but only one has organic human thinking ability when

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handling situations that arise. The other has a reaction ability based on situational programming. Meaning, bias, which would represent the human pilot whose reac- tions can be controlled because of the ability to have an awareness of thoughts and actions, whereas, unconscious bias is the autopilot whose reactions are based on programmed experiences.

Since the brain relies heavily on previous information in its decision making, it is not unlikely then that inappropriate decisions may take place because of the lack of conscious thought at any given moment. The human brain can take in mil- lions of pieces of information each second of the day but only processes a small fragment of this information. Unfortunately, most of our decisions are derived only from these small pieces of information. Although the brain relies on this small amount of information to make decisions it still collects and categorizes all information it is receiving. The ability to do this creates efficiency and saves energy while providing faster response rates to situations. Therefore, decision making relies heavily on past experiences and information that has been collected and stored. However, this stored information is what provokes a reaction to situ- ations. These reactions many times can be based on past information, which may or may not be accurate or appropriate for the desired situation causing incidences of unconscious bias.

STEREOTYPING

The word stereotype was introduced by Walter Lippman in 1922 referring to “pic- tures in our heads of social groups” (Bar-Tal, Graumann, Kruglan, & Stroebe, 1989). Now ask yourself; how does stereotyping impact unconscious bias and what is the difference between the two. “The difference between bias and stereo- typing is that bias is a personal preference, like or dislike where a stereotype is a preconceived idea about certain characteristics, which are applied to all members of a group” (Reyes, 2016). Stereotyping can be such thoughts as Puerto Ricans only eat rice and beans, Asians cannot drive, and families always arrange mar- riages in Indian culture. These phrases or stereotypes are considered social norms by many individuals and unfortunately many times fail to represent the truth.

Stereotyping can be very dangerous because these implicit associations can cause discrimination “by influencing how individuals process and recall informa- tion about other individuals” (Lee, 2005). Stereotyping can originate from nu- merous instances and appear in many situations. Some of these instances can be in the form of comments, which are blurted out in situations that are public or among small groups of people? Furthermore, when these comments are made, it is to disparage the culture or to make fun. We can all relate one way or another to witnessing or being part of a situation regarding stereotyping. Many times these stereotypical judgments are applied by individuals with limited knowledge of that group. This application of false knowledge drives future bias towards individuals. Now apply this false knowledge to the workforce.

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Exercise

For this exercise, pretend you are the human resource hiring manager. You receive three resumes from candidates that you feel have excellent qualifications to succeed at the position being advertised. Each candidate has a similar experi- ence in the area of need and would be ideal if chosen. The first candidate (Mr. Highland) is a forty-eight-year-old white male, about 6’2,” nice build, with twelve years of experience and a master degree from a state university. The second candi- date (Mr. Levine) is a sixty-year-old white male with twenty-five years of experi- ence, gray hair, fit in appearance, and received his bachelor’s degree in 1979. The third candidate (Ms. Gonzalez) is a fifty-two-year-old Hispanic female, short in height, medium weight, who has just finished raising her family and has returned to the workforce about three years ago. She has a master degree from an online program that she obtained this past year.

Picture these three individuals in your mind and consider what stereotypes come to your attention. Locate a piece of paper and do the following: Make three columns, one for each candidate as seen below. List as many stereotypes that come to mind that correspond with that candidate. Remember this is an exercise.

First Candidate Second Candidate Third Candidate

List the stereotypes for this candidate. 1. XXX 2. XXX XXX 3. XXX

List the stereotypes for this candidate. 1. XXX 2. XXX XXX 3. XXX

List the stereotypes for this candidate. 1. XXX 2. XXX XXX 3. XXX

After you complete the table ask yourself the following questions. I recommend writing your thoughts on the same piece of paper.

1. Which candidate would you hire? Why? 2. What words triggered an association to a stereotype? 3. What was the association and why? 4. Can you recall in your life when this stereotype was learned? Where you

young, with family, at work, among friends, etc.? 5. Can you understand that some of these associations are a form of uncon-

scious bias that have been shaped by some of your life experiences? Can you identify which ones?

6. Ask yourself, how can I overcome these thoughts, associations, and bias to make myself a better hiring manager?

7. Are there areas where I may be in denial? Which ones?

There is no right or wrong answer to this exercise. This exercise is not to make you feel immoral or cause anger but to let you know you are human just like the rest of us. With humanity comes unconscious bias. What is important is that you can admit that this bias exists within you and most likely everyone. The impor-

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The Unconscious Bias • 205

tance of this exercise is to aid you in recognizing what some of your biases are and that you are willing to understand and link the cause; this is the first step. The second step is to create and work on a mechanism within yourself that can help you understand your unconscious bias triggers and correct biases in situations. This new ability will create an improved individual while educating and retrain- ing your brain to react more appropriately when confronted with situations.

DENIAL

Freud studied the human mind rather extensively. His analogy of the iceberg de- picts the human mind as being quite vast under the surface. The iceberg analogy also represented the unconscious mind. He also knew that the unconscious na- ture of the human mind was compelling, much more potent than the conscious (See Figure 10.1). Looking back into the past, humans relied on instinct to make split-second decisions, such as warding off a wild animal or hostile tribe member (Ross, 2008). The fundamental way humans regard the world and their encounters are hard-wired based on a pattern of unconscious decision-making that is based on what feels safe and acceptable for our survival (Ross, 2008).

FIGURE 10.1. Freud’s Iceberg Model

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The human brain can filter out information very well. Many times information that is being filtered impacts our perception. This mechanism to filter informa- tion creates a “perceptual lens.” This perceptual lens lets some information in depending upon how we interpret the information. However, much of this filtered information is based on our life experiences, which is in some form formulated based upon our bias perceptions (Ross, 2008). As a result “these pre-established filters create situations where individuals will see, hear, and interpret things differ- ently than other people might or not even realize the circumstances at all” (Ross, 2008). These perceptions of reality will many times lead to denial of bias behav- ior. Denial of bias behavior may be attributed to individuals considering their bias reactions as the norm and what is acceptable to that individual’s belief system.

Many times companies do not realize it is nurturing a culture of unconscious bias. Time and time again we will read headlines describing the unethical disputes with race, gender, disability, appearance, and age discrimination. These are just a few of the biases that can be present in an organization. Individuals in these organizations see themselves as being open-minded when in actuality they are not. Patti Watts, an assistant editor for Management Review, interviewed Dr. Bob Mezoff who trains managers and conducts workshops about cultural diversity. Dr. Mezoff stated, “one of the greatest obstacles to overcoming prejudice is denial” (Watts, 1987). Examples of denial can be something as simple as a person’s last name and the prejudice that may arise when heard or read. Research has demon- strated that individuals with a caucasian last name were more likely to be hired than an individual with an ethnic last name (See Francis, 2018; Howard, 2015). Despondently, hiring managers many times are unaware of something as simple as name bias and because of this denial, these unconscious actions may be pre- venting the best candidate from being hired.

TITLE VII

Most of us are familiar with the legal regulation Title VII of the US Court Rights Act of 1964. Acts such as these were put in place to mitigate against actions of discrimination in our culture. These legal measures to prevent discrimination reside to promote equal opportunities. Companies are not only aware of this but seem to accept the challenge. Many companies have developed extensive diver- sity programs and make firm commitments to the inclusion of each member of its organizations. Title VII also implemented the Equal Employment Opportunity Commission (EEOC) to enforce Title VII laws, which has resulted in numerous lawsuits supporting equality within the workplace.

Probably one of the most famous lawsuits was Wal-Mart Stores, Inc. v. Dukes, where plaintiffs represented “a class of 1.5 million female Wal-Mart employees who alleged that Wal-Mart discriminated against women in violation of Title VII of the Civil Rights Act of 1964. Id. at 2547; see 42 U.S.C. Sec. 2000e-2(k)” (Amalfe, 2013). Plaintiffs alleged that Wal-Mart knowingly allowed managers to discriminate against female employees providing women with less pay and

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promotion opportunities as compared to men. Plaintiffs argued that this uncon- scious bias be woven into Wal-Mart’s corporate culture and placed women com- panywide at a disadvantage. A social science expert testimony was obtained and testified that unconscious bias is real and gender stereotyping does exist in today’s corporate world. Despite the testimony presented by the Plaintiffs to the District Court, “the Supreme Court found that plaintiffs could not sufficiently allege a single common reason for those employment decisions. Id. at 2552” (Amalfe, 2013). Therefore, the testimony was rejected, and the plaintiffs were unable to present to the court with a single fact that could support unconscious bias in Wal- Mart’s management decision making. Wal-Mart continues to battle plaintiffs and their accusations of discrimination. Until the courts can agree and accept what is considered viable and tangible unconscious bias in the workplace, plaintiffs will have a difficult time trying to prove unconscious bias.

Coca-Cola Company is another organization that has had its share of diversity problems within its organization. There have been several lawsuits over the years. Coca-Cola Company in 1999 was served with a lawsuit that accused the corporate giant of discrimination against African American employees and in 2002 Coca- Cola Company agreed to pay female employees 8.1 million dollars in back pay; the reason wage disparity between male and female employees (Harvey & Allard, 2015). Today Coca-Cola Corporation considers itself an inclusive company. Its motto “as inclusive as our brands” (Harvey & Allard, 2015) can be heard among the company culture. Much of Coca-Cola Corporation corporate social responsi- bility efforts are geared at assisting multicultural consumers and supporting their needs in leadership presence, community strategies, and commitment to educa- tion (Harvey & Allard, 2015, p. 105). Coca-Cola Corporation over the years has taken all allegations seriously and has made diversity an integral part of its culture today creating inclusive work environments for its employees.

Another famed company; Google has had its share of accusations about dis- crimination among its corporate culture. “Google, founded in 1998, released its transparency report in 2014, this report indicated an overwhelmingly male, white, and Asian work population. Google has been heavily criticized for confronting the problem, diversity in their workforce as too little and too late” (Tiku, 2018). Remedying situations such as these has not been successful for Google, instead, Google has been accused of using and setting quotas as a method to create a diverse organization in its hiring efforts. Google insists it does not use quotas or identity as a method of hiring but instead hires based on individuals merit (Tiku, 2018). It does admit to setting goals to diversify its workplace population but ensures it is not specifically targeting race to meet numbers. “Google has also been training its employees how to recognize unconscious bias, but diversity is not always perceived as part of Google’s cultural values as written in Damore’s memo” (Tiku, 2018). Damore was fired after he released his memo challenging Google’s diversity efforts.

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Although the face of discrimination has changed in the workplace; uncon- scious bias seems to be a very misunderstood form of discrimination. Unconcious bias behavior is also complicated to prove as a tangible deed that can result in a reprimand or disciplinary action. When you consider the question; how do man- agers discipline an employee that does not even know that they are unconsciously doing something wrong; it is understandable that it would be difficult for a man- ager to choose an appropriate action for that employee.

Although governments, organizations, and HRM professionals have spearhead these endeavors to improve diversity and inclusion while minimizing bias through positive steps in developing laws and policies, little seems to have been achieved to lessen the effects of unconscious bias in the workplace. Even when situations arise such as employees that become victim to unconscious bias attacks, many times these employees are are afraid to report what they have witnessed as bias conduct towards them or others because of the fear of retaliation. We feel and see unconscious bias happening, but at the same time, it is like chasing the phantom. We know it is there, but we actually cannot see it. Title VII tries to capture this phantom, but its success is far and too little in between each case.

ACADEMIC CONTRIBUTION

We can all safely agree that education provides the best tactic when combating any problem in society. Education that is grounded in positive perspectives about social norms can provide promising and impacting results. However, there are vast differences between unconscious bias education and offerings such as diver- sity, cultural, or sensitivity training. In this instance, education and training are dissimilar and provide different benefits although the outcome may seem compa- rable. “Unconscious bias education aims to increase awareness of how our minds work, to help people and organizations adopt practices that improve decision- making” (Bertschinger, 2017, p. 1).

As mentioned; increasingly colleges have begun to infuse the importance of diversity and inclusion throughout its curriculum (Jackson, 2017). Although this infusion of diversity into the curriculum is taking place, many times it is intro- duced only as a topic within an organizational behavior class. We probably could all agree, introducing diversity in this manner, as a topic and not a class of its own, would not provide enough time to create an atmosphere where deep conversations and thought could take place. However, when offering diversity classes, both fac- ulty and students may be apprehensive about the subject. When speaking of race, cultural differences, and oppression, it has been noted and compared to walking into a minefield (Williams, Dunlap, & McCandies, n.d.). Furthermore, this would not be the same as educating individuals about unconscious behavior. If we are to educate students about unconscious bias, this would mean curriculum that was geared towards providing an understanding of how the human brain works and reacts when presented with stereotypical situations. Educating about awareness is difficult and can create triggers, issues, and reactions. Therefore it is the approach

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to instruction that needs to change, and a more inclusive environment of learning needs to be incorporated simulating situations as well as correcting behavior.

Many schools offering majors in the medical field already understand the im- portance of student’s awareness and the needed coping mechanisms to overcome unconscious bias behavior. Therefore, it is not uncommon to witness in the cur- riculum a class devoted to diversity, inclusion, and unconscious bias. More majors should think about following suit and include these critical classes in its curricu- lum.

CONTROLLING UNCONCIOUS BIAS IN HIRING

Developing a multi-cultural workforce that addresses the global needs of clients is imperative to the success of businesses. The development of a multi-cultural workforce is one way that companies can create a competitive advantage that speaks across borders. Although Human Resource Management (HRM) profes- sionals accept the task of hiring and creating a competitive workforce, research and evaluation of industries have demonstrated according to Lee (2005) “the prevalence of unconscious bias has manifested itself in in hiring practices” (p. 485). Since unconscious bias is so deeply ingrained in who we are, it is challeng- ing the appropriate judgments that should be made and affect decision making in organizations when it applies to hiring. As a result, organizations are becoming culturally the same. When organizational culture is the same, unconscious bias will go unnoticed and this in return will affect hiring. These individuals in charge of hiring will most likely hire like-minded candidates, this is known as affinity bias. Affinity bias occurs when a hiring manager is interviewing a candidate and begins to see a lot of their traits and behaviors in the candidate. These traits and behaviors may not necessarily be positive therefore perpetuating further the deep- rooted nature of unconscious bias.

TRAINING AND EDUCATION

Correcting unconscious bias in the workforce will be problematic. Afterall the human brain is hardwired to protect itself. A lifetime of experiences is now dic- tating our decision making. Organizations spend a great deal of time trying to make employees understand what diversity is, while not addressing the real prob- lem, educating the human brain. HRM professoinal’s implement annual diversity training but is this enough? Research demonstrates it is not. Training, especially short-term training does not correct or support the problem of unconscious bias. In fact, it does quite the opposite. Many times it is seen as an inconvenience or a manipulation of what one thinks or feels.

Changing the culture of an organization can be a challenge, there needs to be a process to the change. Educating is key to this process. Just like learning your time’s tables in elementary school, it takes repetition. Unconcious bias education needs to repetitious. When situations arise, and discrimination takes place, HRM

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professionals need to evaluate the situation carefully and determine if this action was intent or unconscious. In many cases, individuals genuinely believe they may be doing good and may not realize their actions are wrong. Recognizing our hu- man nature and that mistakes are part of the deal is very important. What counts is how we address these mistakes.

HRM professionals need to move away from the notion that we are protecting a class and focus more on the fact that fair treatment is what is essential to organi- zations. Surveying is an exceptional method when trying to obtain and collect in- formation if individuals feel it is safe and will not compromise their job. Conduct- ing quarterly surveys should be done as well as surveying individuals that leave the company. Many times companies become indignant to an individual giving their notice to leave instead of trying to learn why that employee wants to leave. Are there steps that could have been taken to stop them from leaving or reemploy them? Was it something they felt that made them leave, such as being underpaid because of their gender? Once results are obtained, education should be tailored to these results and implemented more than just once a year. Education can be conducted through outside educational groups, online learning, and community days that embrace culture and differences. Most importantly education should be geared not only to the employees but HRM professionals too.

Outside group support is also essential. Organizations will want to support groups that align with the culture of its company. Do not support a group because it is a minority group, instead support groups that will provide organizational interests to all individuals. Lastly, the importance of mentorship is critical. You are never too old to learn. One of the best ways to learn is through the intimacy of a mentor. Organizatons and HRM professionals can create diversity by having individuals work together and play together. An organizational audit is always a great way to conduct research about your company and learn where your compa- nies deficiencies may be. The goal is to change behavior and create a competitive organization in the work environment.

CONCLUSION

Unconcious bias continues to grow within organizations and is a severe problem in our societies today. Organizations that are plagued with this component can incur costly outcomes, such as key employees leaving, reduced production, un- wanted public exposure, and lawsuits. All of these weaken the establishment and its company’s culture leading to poor human capital building and a weak competi- tive advantage. Unconcious bias also affects the lives of individuals. HRM profes- sionals needs to develop active educational programs not only to educate and train the employees within their organization but also train the trainer and themselves.

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