1. Gender Bias: A Barrier to Development and Advancement
Angela Roseboro, Head of Diversity and Inclusion
June 2, 2016

2. About Me
Joined T. Rowe Price in 2013 as head of Diversity and Inclusion (D&I)
20+ years of human resource experience
Worked for several Fortune 500 companies in financial services, professional services, government and manufacturing industries
Recognized by Diversity Best Practices, Real Estate News, Commercial Property Executive, Black Enterprise, Network Journal and Diversity Woman
Speaking: Angela
Timing: 8:50-9:00
Review Slides 7, 8, 9
Vision and areas of focus
Embedded in all our Talent Process
2016 Challenges and Deliverables

3. D&I at T. Rowe Price FUTURE STATE/VISION
We want a culture that empowers and embraces different views and opinions at all levels of the organization and a global workforce that reflects diverse thinking, backgrounds and perspectives.
STRATEGIC AREAS OF FOCUS
TALENT
The best possible
talent with different
backgrounds, experiences and perspectives inspired and connected to our firm.
CULTURE
A collaborative
environment that
drives inclusion and empowers healthy debate, enabling the best solutions for our clients.
LEADERSHIP
Active D&I champions
who are accountable for guiding and teaching our associates, ensuring we achieve our business goals.
PRIORITIES
Recruit high performing diverse talent
Pipeline development
Retention
Associate connection and engagement
Inclusive environment
Great place to work
Active leadership
Accountability
Role models

4. Did You Know?
Compared with men, women receive…
2.5x
more feedback about having an aggressive communication style
1/2
as many references to their technical expertise
2.4x
more references to team accomplishments
1/3
as much feedback linked to a business outcome
1/2
as many references to their having vision
Source: Stanford University, Hayman Institute for Gender Research

5. Gender Bias

6. What Is a Bias?
bi·as/ - an inclination of temperament or outlook to present or hold a partial perspective.
Source: Mike Flanagan, CartoonStock.com

7. More Context About Biases
We all have them
They are natural
They can be positive or negative
They are not all recognizable
They influence organizational culture
They are hard to remove…but become easier to recognize in time
Once we know what they are, we can change them if needed

8. Biases Can Impact Every Aspect of Organizational Life
Attract, Retain, and Develop Talent
Talent Strategy and Planning
Succession Planning
Leadership Development
Compensation
Learning and Development
Performance Development
Diverse and Inclusive Culture
Sourcing and Recruiting
Speaking: Angela
To be most effective, expectations must sit at the center of all of an organization’s people processes. And that is our plan for the firm. The keys to making an impact and raising capabilities are having clear, meaningful, and transparent expectations which are leveraged in
establishing talent plans,
identifying the best internal and external candidates (for example, including relevant aspect of expectations in job descriptions and using behavioral questions to assess the level of competence candidates have in each areas,
Managing individual performance to not only provide feedback on an associate’s individual objectives, but also on “how” a person is accomplishing the role – are they upholding the values and are they fulfilling their people manager responsibilities
Obviously, when expectations are established, one can guide a career in terms of on the job development or advancement through identifying the level at which contributions are being made currently and what needs to be done tomorrow to get better.
Expectations would be used as a foundational aspect of talent reviews. It would serve as a consistent set of criteria across business units to assess talent and provide a mechanism to dialogue about current and future players in addition to functional expertise and skills. We foresee that this would enable the firm to start using talent across BU and functional lines.
Another example of the importance of integrating expectations into the all people process is when dealing with compensation. Stable expectations provide yet another mechanism to help differentiate and pay for performance.

9. A Conversation About Jane
Manager: “Jane is a good talent. In her first couple of years with the company, she has built our innovation platform, which has resulted in several innovation projects in our pipeline.” HR Manager: “I would add that she has also built significant relationships with key stakeholders, and several departments are early adopters of her innovation programs. I think she is an excellent candidate for promotion.”
Manager: “I agree, but I have some reservations. The new job requires late hours and travel. She is a new mother, and I am concerned this new role would put a strain on her family life. Maybe we should hold off on the promotion for another year?”

10. Four Patterns of Bias Women Face at Work1
Prove It Again: Needing to prove oneself repeatedly The Tightrope: Walking the line between being liked but not respected, or being respected but not liked Maternal Wall: Feeling your competence and commitment questioned once you become a mother Tug of War: Tension among women based on different styles of navigating bias in the workplace (women not supporting women) 2 3 4
Bias can take a personal toll, resulting in reduced confidence, engagement, and productivity.
Source: Joan Williams, author of What Works for Women at Work

11. Reducing Bias in the Workplace
Three Ways to Reduce Bias
You are personally aware of your own bias and adjust accordingly
You are made aware of your bias by others
There are safeguards in your organization’s processes and systems to ensure access and objective decision-making
Organizational Best Practices
Unconscious bias training for people managers
Diverse interview panels
Affinity groups
Competency-based criteria for assessment, promotion, and hiring
Third-party review of performance feedback
Sponsorship program
Advanced analytics to check for biases in people processes
Speaking: Angela
We still have some challenges:
We need to increase ethnic diversity in our talent pipelines and focus on representation of women in investments and sales
Our managers must be capable and accountable for developing talent
We need to ensure we are deliberately creating an inclusive culture where associates feel valued and engaged
Given the changing dynamics of our current and future workforce, we have to explore our work life flexibility policies and philosophies
Cascade accountability for D&I deeper within the firm
We will begin addressing some of these challenges in 2016 by:
Creating a regular cadence of discussing talent at the Management Committee to review progress on development and retention of our talent
The roll out of Leader Expectations training to all people managers to build capability
Leveraging our Roundtables and Pride to provide us with insights on barriers for our associates and recommendations to MC to address
Launching our Associate Value Proposition so that associates remained engaged and productive
Implementation of the D&I governance model to deepen accountability and make progress against our goals

12. Personal Strategies for Overcoming Bias
Form a Posse: Team up with people to publically celebrate successes
Gender Judo: Use a mix of “masculine” and “feminine” traits to be assertive and approachable as needed
Strategic “No”: Say “Yes” to one or two pieces of office housework, and “No” to others, but provide alternatives
Be Explicit: Counter assumptions about mothers by being explicit about your career goals and choices
Make an Enemy Into an Ally: If a female peer is undermining you, address it directly, find common ground, and propose mutual support
Find Your Voice: Verbally challenge bias as it occurs either to you or to someone else

13. What will you do differently?

14. Q&A

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