1. Impact of Perceptions and Biases on Race, Ethnicity and Religion Snéha Khilay Blue Tulip Training

3. Why bother?  Organisations who commit themselves to diversity are more successful  Research shows that diverse teams outperform less diverse teams – similarities leads to overconfidence, complacency and poor decisions  Multiple perspectives lead to innovation and better risk management  Improves image of organisation and business delivery.

4. First 7 seconds 11 judgements about the person Subconsciously gather data to justify and maintain these judgements Malcolm Gladwell – Tipping Point

6. So how does this work in practice?

7. Getting into the interview room  Applying through a recruitment agency - 29% of BAME candidates compared to 54% of white applicants were offered jobs.  Recruiting Managers spent more time looking at positive information on white candidates CVs and dismissed positive information on CVS of non white applicants  Emily or Sangeeta – DWP research found that applicants with typically white British names are more likely to be short listed for jobs than those with names from a minority ethnic background  Michael or Mohammed – Reduced likelihood of being shortlisted with a Middle Eastern name

9. Being in the interview room  Judgements based on  Appearance/Dress  Handshake  Accent  Perceived country of origin  Concept of personal norm  Labels  Social Awkwardness

10. Video

11. Concept of ‘Good Fit’  Recruiters and Interviewer align with those who are most similar to themselves.  We tend to like people who look, think and behave like us. We give them greater benefit of doubt.  Our beliefs, values and experiences influence how we view and evaluate others  Bias can be costly, decisions are made which are not objective resulting in missed opportunities and ineffective talent management ‘Its like going on date, you just know and feel when you are compatible’ Manager

12. NFL – Example of combatting bias Rooney Effect  In 2009, four years after the Rooney Rule was introduced, the overall percentage of African American Head Coaches had risen to 22% from 6%.  it is argued that decision makers who may be harbouring an unconscious bias against minorities, were made to evaluate candidates they would almost certainly not have considered in the past.  All candidates were appointed on merit

13. Combatting Biases  Monitor the diversity of candidates provided on a regular basis.  Ensure that diversity is an integral and important part of the briefing process  Make a conscious effort to pronounce unusual names  Shop Window – are your images positive, does it consider a diverse representation?  Dignity in dialogues – consider whether you are asking questions which unnecessarily highlight the person’s race or religion  Consider language patterns used to justify decisions – are there subjective opinions, for instance ‘ability to fit in with the team’  Diverse panellists may be better able to represent the organisation's commitment to diverse recruitment  Training for staff "We are here to judge the participants on their merit alone and make a fair decision."

14. Is time your deciding factor?  Would you have been more relaxed if you had been allocated more time to do the second part of the card game?

15. Equal Opportunity is nowhere To Equal Opportunity is now here. Any questions? Snéha Khilay Blue Tulip Training www.bluetuliptraining.co.uk Email: sneha@bluetuliptraining.co.uksneha@bluetuliptraining.co.uk