CATEGORY:Attitudes

Workplace Myths

It is so easy to believe in myths.

We are conditioned to believe. From childhood, we hear our parents and elders caution us or advise us about various myths.

“Friday the thirteenth inevitably brings bad luck.”

“If your right palm itches, you are likely to receive money.”

“Walking under a ladder will lead to sorrow.”

Most myths are beliefs or practices that result from one of five causes :

1. Ignorance
2. Fear of the unknown
3. Trust in magic, luck or chance
4. A false conception of causation
5. An irrational attitude of mind toward the supernatural, nature, or God

Similarly, workplace myths, too, abound.

A lot of these myths start off as well-intentioned business and leadership observations. Sadly, they take on the garb of wisdom, and over time, are believed as if they were gospel.

Here are 5 workplace myths that research has proven wrong. You have surely heard of these. You have possibly believed these myths.

Let us bust these myths once and for all!

Myth # 1 : Longer Hours = More Productivity

Since I started working many years ago, I have always been told that putting in extra hours is the sure route to achievement and success.

“See that colleague – he works 14 hours every day, and his career is sky-rocketing.”

Research has conclusively proved that employees are actually more productive when they work shorter days.

In one case, using a time-tracking productivity app called DeskTime, the Draugiem Group conducted an experiment to understand the habits of the most productive employees.

They found that the employees with the highest productivity did not work longer hours than their counterpart. In fact, they did not even work full eight-hour days.

Instead, the most productive employees took a 17-minute break for every 52 minutes of work.

Built in breaks and shorter workdays actually enable employees to be their most productive.

In fact, the reverse is true. Working longer hours can, in fact, lead to greater operational costs and negative health effects, such as sleep deprivation, which can threaten productivity.

Myth # 2 : High Achievers = Great Managers

How often have we seen a superb sales representative being promoted to a sales manager’s role and then failing spectacularly.

“Rajan has surpassed his sales targets 3 years in a row. Let us promote him to Sales Manager!” And 6 months later, “I am afraid we will need to let Rajan go – he is just not up to the task!”

There is a clear difference between performing and managing.

Performance is necessary to be a manager, but not sufficient.

To be high achiever, one needs to bring out the best in oneself. To be a great manager, one needs to be able to understand, interact with and bring the best out of people.

Research has found that managers who don’t have the ability to improve the productivity of their people fail at twice the rate of average-quality managers.

So being a great manager takes more than just being great at your job. You need to understand your people and their capabilities and make them great performers, too.

Myth # 3 : Higher Salaries = Happier Employees

“I think George may be thinking of leaving us. We should increase his salary so that he stays.”

Salary is important.

But salary is not a motivator. It can cause dissatisfaction, but it can never satisfy. It is a ‘hygiene’ factor.

The best research in this area is Frederick Herzberg’s in motivation and hygiene factors, and their impact on morale and productivity.

Herzberg showed that the there are two kinds of factors in the workplace – motivators (satisfying factors) and dissatisfiers (hygiene factors). The proper management of hygiene factors can prevent employee dissatisfaction, but these factors can never serve as a source of motivation.

A good salary, for instance, will keep employees at a job but does not motivate them to work harder. But poor salaries may make employees look elsewhere and quit.

A manager who wants to increase employee satisfaction and happiness needs to focus on the motivators. A job with many satisfying factors will usually motivate workers, provide job satisfaction, and prompt effective performance.

Satisfying factors include recognition, responsibility, advancement, job satisfaction and growth.

Hygiene factors include salary, job security, workplace conditions and supervision.

Myth # 4 : Happy Workplace = Zero Conflict

Most of us believe that workplace disagreements are undesirable.

Such disagreements indicate tension and disconnect, distract team members from doing their jobs, and therefore damage productivity.

But research reveals just the opposite: in many cases, disagreements fuel better performance.

Most workplace disagreements fall into one of two categories:

1. relationship conflicts, which involve personality clashes, and
2. task conflicts, which focus on how work is performed.

Studies indicate that while relationship conflicts are indeed detrimental, task conflicts produce better decisions and stronger financial outcomes.

Healthy debate encourages group members to think more deeply, scrutinize alternatives, and avoid premature consensus.

While many of us view conflict as unpleasant, the experience of open deliberation can actually energize employees by providing them with better strategies for doing their job.

Workplaces that avoid disagreements in an effort to maintain group harmony are doing themselves a disservice. Far better to create an environment in which thoughtful debate is encouraged.

Myth # 5 : Open Plan = More Engagement

“Let us move to an open plan office – that will help our employees engage more and collaborate better!”

Theoretically, open plan offices should encourage more interaction.

With no cubicles or walls to divide staff, open plan offices were originally planned to increase collaboration within teams and workplaces.

But a 2018 study from researchers at Harvard University suggests the design could be counterproductive.

Comparing the experiences of employees at two Fortune 500 companies before and after a move to open plan, the researchers found that face-to-face time between employees decreased by around 70% while the use of email increased in the range of 22-50%.

Why?

One, the drive for increased interaction and collaboration comes at the expense of the ability to focus and concentrate. Continuous distractions make it hard for employees to focus. This results in increasing stress and errors, undermining performance and productivity. This forces employees to work harder and longer; causing them to eschew interaction with others so they can complete their tasks.

Two, engagement and interaction are not products of workspace configuration. They are outcomes of culture, workplace environment, team-structure and role definitions.

Tradition Is Obsolete

Five common workplace myths busted!

By now, you should have realized that these myths have been believed for so many years only because we fell prey to tradition.

“This is how it was always done, so this is how we must continue to do it.”

Break out of that mindset. It is a prison that shackles you and prevents you from innovating and growing.

Look at every myth that you have accepted. Question it. Evaluate it. And then, discard it or embrace it based on the value it brings to your workplace.

What is the myth you want to bust today?

****

Do send your inputs to me, either as a comment or as a PM.

Cheers | Shesh | Singapore | 24 November 2020.

Post Script :

1. For other interesting CEO Chronicles click here.
2. Follow me so that you don’t miss the next issue of CEO Chronicles.

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Z is for Generation

“Generation Z! Pah! I am at my wit’s end!” said Anders.

We looked at him, slightly shocked. Anders was always calm, thoughtful and reflective, and not prone to such outbursts.

Faizal was the first to break the silence.

“Um,,,Hmmm…Why do you say this, Anders?” he asked, hesitantly.

Anders’ face flickered on the screen. I am not sure if it was a new facial expression or whether my wifi was acting up.

“Just when I got the hang of dealing with Millennials after so many years of trying to understand them, I am back to Square One, and now have to understand and deal with Generation Z!”

I laughed. I couldn’t help it. Anders’ voice sounded almost shrill – so unlike his normal calm baritone.

Anders looked daggers at the screen. “It’s not funny, Shesh,” he exclaimed, “Just this morning, in an interview, a 22-year old had the gall to tell me that she will not consider joining our company if we do not have a zero-carbon policy! I was shocked. Is she doing me a favour by joining our company? I am the one who is offering her a job and livelihood!”

By now, all of us were either grinning or smothering our laughter. Anders peered at each of us. “Yes, laugh, you lot, laugh!” he cried, “Wait till this comes and bites you!”

Z is for Future

When we had calmed down a little, Chow Yen bent forward. “If you guys don’t mind, may I bring in a close friend, who has been dealing with exactly this issue of Generation Z and how they are changing and impacting the workplace?”

“Sure,” said Faizal, “I think all of us need help in navigating these new twists and turns that are coming at us at breakneck speed! Who is this person?”

“Her name is Janet Lee,” said Chow Yen, “she is much younger than us old fogies, but amazingly talented and knowledgeable.”

“Bring her on,” I said, “Do you think she will be available on such short notice?”

A few seconds later, a new icon flickered onto my screen.

“Gentlemen,’ said Chow Yen, “may I introduce Janet Lee, a renowned expert in Organizational Behaviour? Janet, I have spoken to you about the Gang of Four – here they are, or at least their digital avatars!”

Janet smiled at all of us. “Hi, guys, such a pleasure meeting you. Chow Yen speaks about you all the time!”

Faizal spoke for all of us. “Lovely meeting you, Janet. Has Chow Yen told you why we are reaching out? We are a bunch of dinosaurs trying to keep up with evolution, and wanted your guidance on how we should deal with this Generation Z!”

Z is the beginning, not the end

Janet smiled and then her face turned serious. “I am glad that you are taking this seriously. Too many companies are not. Each new generation needs a different approach, a revised mindset to manage them. Once you know who they are and what they want, you can get them to perform miracles for you!”

“A quick recap,” Janet began, “the generations start with Baby Boomers, who were born between 1949 and 1964; I would assume you gentlemen are the last of this generation or the first of the following one, Generation X, who were born between 1965 and 1979.”

“Then comes Generation Y, or the Millennials, born between 1980 and 1995. And finally, the generation on your minds, Z, born after 1996.”

“While each ‘generation’ has its unique characteristics, Generation Z is truly different from the other 3. Why?”

“One, Gen Z grew up in the post 9/11 world. This has informed their mindsets and thinking and made them far more politically engaged.”

“Two, Gen Z have grown up in a hyper-connected world. This has exposed them to much more stimuli than any of the preceding generations, and made them far more aware of the world around them.”

“Three, Gen Z have seen their parents (Gen Xers or Millennials) face financial difficulties and lead tougher lives than their grandparents. This has made them more practical, thoughtful and organized.”

Z is for change, not revolution

“So what do Gen Zers want?”

“First, they want clarity. They want to know what you stand for and why.”

“Almost every Gen Zer I have met or interviewed has asked me more questions than I have asked them. They know who they are – they want to know who you are, before they hitch their wagon to yours. Last week, a Gen Z candidate, Brian, asked me – ‘Janet, what is this company’s net carbon footprint?’ I am ashamed to say I had no clue then. I took the trouble to go and find out. Now, I know the answer. I also know that the footprint is extremely high and needs to be reduced!”

“Second, they want to know the role they will play. More than a job, they want a vocation – something that they can commit to and contribute to.”

“Take the example of Dharini, a 24 year old in one of my client companies. While she is nominally a sales executive, she has taken on the responsibility of driving diversity and inclusion. She spends 4-5 hours of her personal time every day researching and learning and developing policy and practice. In the last 6 months, she has made two presentations to the Board of Directors, who are in awe of her commitment and drive.”

“Third, they are truly connected. They probably know more about world and economic affairs than you do. You cannot bullshit them.”

“One of my clients tried and failed miserably! Su Yin works with a FMCG Group. Her company outsources much of its manufacturing in third world countries. Recently, a senior director in the company held a townhall where he claimed that all their outsourced vendors were held to the company’s standards of safety and hygiene. Within 12 hours, this director received 140 photos of various vendor operations highlighting unsafe workplaces, unhealthy practices and fake certificates. Su Yin and the other Gen Zers had connected with workers in the vendor companies and obtained this evidence and presented it, in a snap!”

“Fourth, they are financially astute. While they would like fulfilling jobs and engaged workplaces, their priority is stability.”

“This is what Munira said when I was discussing her candidacy for an early-in-career role with a client – ‘Janet, the career progression that you have laid out and the salary grades don’t work for me; I want to own my own apartment within the next 5 years, and even if I fast-track, I will not be able to save enough to do so. So unless you are willing to look at a different trajectory, I will have to offer my regrets.’ I was quite taken aback. Then, I thought about it, and came to the realization that her approach was thoughtful and logical. I wished that I had said the same thing when I started my career!”

“Fifth, Generation Z is entrepreneurial. They are independent. They want ownership rather than employment.”

“58% of Gen Zers want to own their own company. They want control. They look for and see opportunities that many of us do not. Chow Yen will tell you – three freshers who joined his company earlier this year put together 2 projects and delivered them, saving the company more than US$ 100,000 in cost leakages. Chow Yen and I are now working with them on their next projects, and are targeting a million dollar outcome!”

“Finally, Generation Z wants a voice. They are not going to be submissive and compliant. They want to make a difference.”

“Gen Zers’ knowledge, connectedness and entrepreneurial instinct make them far more assertive and outspoken than we were, gentlemen. They know who they are, they know what they want, and they know how to go for it. I remember when I started my first job – I was timid as a mouse, worried about saying anything in public, effacing myself so that I would never be called out. A month ago, Beng Hui, a 22-year old from NUS sat across the table from three 50-year old CXOs, and calmly discussed the need for tampon dispensers and breast pump facilities in the office. I was facilitating the meeting and, in the beginning, felt truly embarrassed. After all, such topics were taboo, no? Then, I realized that all my working life, these are facilities I had wished and hoped for. By the end of the meeting, I was practically cheering Beng Hui on!”

To Z or not to Z, there is no question!

“Now, you asked, how do you deal with Generation Z?” continued Janet, watching us sit there spellbound, each of us scribbling (or typing) notes as fast as we could.

“While I believe the answers are in the points I made just now, let me quickly recap.”

“As leaders of organizations, you need to know and understand Generation Z so that you can leverage on what they have to offer, and utilize their amazing potential…”

As she continued listing them, I wrote down the following points :

How do I deal with Generation Z?

1. Give them a purpose, a reason to stand with you.
2. Agree on expectations and give them autonomy to deliver these.
3. Give them freedom to roam, connect and imagine.
4. Show them a clear career path to financial security.
5. Listen to them; they can change your life for the better.

As I completed the list, I realized how incorrectly I was dealing with them so far. Edmund Burke’s incisive words pricked my mind,

“The arrogance of age must submit to be taught by youth…”

****

How have you dealt with Generation Z? Do you have any special insights that will help others? Do share your views and experiences.

Are you a Gen Zer? Have we understood you right? Is there anything else you want to add to the list of “what does Gen Z want?”

Please send your inputs to me, either as a comment or as a PM.

Cheers | Shesh | Singapore | 14 July 2020.

Post Script :

1. For other interesting CEO Chronicles click here.
2. Follow me so that you don’t miss the next issue of CEO Chronicles.

#ceochronicles #careeradvice #careers #bestadvice #hiringandpromotion #personaldevelopment #success #leadership

“What we want is to be comfortable being a woman in the workplace,” says Warini.

Warini is an HR manager in an digital marketing company. We are standing together, having lunch during an HR conference at the MBS Convention Centre.

“You will need to explain that sentence,“ I say, smiling.

“I have to be careful how I do so,” says Warini, “often, such discussions come across with women sounding whiny and complaining, and that is not what I want to be.”

“I understand,” I say, “I have heard the same point from other women. Trust me, you don’t need to worry – you just need to speak and make your voices heard. If you keep quiet, it is much worse than seeming whiny.”

“True, that,” says Warini, with a small smile. “Okay, here goes…”

“I don’t whether you will understand this, being a man,’ she starts, “but, somehow, being a woman at home and being a woman at work are two entirely different things. At home, being a woman is comfortable and accepted. At work, being the exact same woman is viewed with disdain, disrespect and discrimination.”

I waited for her to continue.

DISCRIMINATION

“You have no idea what I am taking about,” says Warini, looking at my face and grinning, “let’s take being pregnant, for example – having a baby is celebrated at home. Everyone is happy, I am treated with care and respect, people go out of their way to ensure I am comfortable, and so on.”

“But,” and her face turns solemn, “having a baby as a working woman is a different matter altogether. It is treated as a huge problem – almost as a deliberate infraction of some kind of code. One of my previous bosses used to never hire young married women. ‘Oh, she will start dropping babies, and disrupt everything,’ he would say, ‘no point wasting time on her.’ I know many career women who are actually afraid of starting a family, knowing that their career will most likely be affected.”

“Friends of mine have lost their jobs because they have become pregnant. 2-3 of them have been accused of ‘taking advantage’ of the company by using maternity leave. ‘The company is paying you while you are sitting at home and doing nothing.’ And so many, more than I can count, have returned to work, to find that their job duties have changed or that they been demoted.”

I stare at her, my mouth partially agape.

“No point wasting time? Demotion?” I ask, shocked.

“Absolutely,” Warini says, “but this is not overt. It is very insidious. Three months ago, in this company, a purchaser, Rosy, had a baby. When she returned, her boss ‘suggested’ that she handle document control rather than purchasing, as it would be ‘more convenient’. Rosy protested strongly, but to no avail. ‘It’s good for you’, she was told. She is truly unhappy and is now looking for another job. Losing her is going to hurt us, as she is one of our best employees.”

‘This is discrimination!” I say, my voice rising, and other delegates nearby turning to look at me.

“Yes,” says Warini, wearily, “but it is couched as a ‘favour’ to the new mother. ‘Oh, poor thing, let us give her an easier task to do’. It is very difficult to fight this, as we are seen to be ungrateful.”

“So, one of a woman’s greatest joys – the creation of life – becomes a burden, a disadvantage, something to fear,” I say, indignant.

“Absolutely,” says Warini. “My husband and I have been wanting to start a family for some time, but I keep postponing it, because I am not sure what the consequences will be.”

“This is terrible,” I say. “Unfair and unjust.”

DISDAIN

“Pregnancy is just one of the issues,” says Warini. “What about ‘That Time of the Month’? It’s not as if we asked for or enjoy having periods. Those three to five days can be horrible – cramps, stomach aches, headaches, debility. But most males somehow find this topic very difficult to understand in the workplace. We are accused of using our periods as an excuse to take a day off or to slack off.”

“I may be guilty of thinking like this sometimes,” I say, contritely.

“Most months when I have my period, I just want to take the strongest painkillers and stay in bed,” says Warini, “but I don’t. I come to work and do what I need to. All I want is for this to be recognised and appreciated. Tell me, Shesh, if you have a groin injury, is it likely that you are going to come to office?”

“Absolutely not,” I say, wincing at the very thought. “that will be the last thing on my mind!”

“We do this every month,” Warini stresses, “without fanfare, without unnecessary heroics. With what outcomes? Zero understanding, crude jokes, hurtful insinuations. Would men do this to their mothers or wives at home? I doubt it.”

“My wife would castrate me if I did anything of the sort,” I say, only half joking.

“And she would be right to do so!” laughs Warini, shaking her finger at me.

DISRESPECT

“Finally, here’s the curveball,” says Warini, “on the one hand, men look down or penalise pregnancy and periods; on the other hand, we are targets of sexual overtures. If a woman doesn’t dress up to the hilt, we are sloppy and don’t care about our job. If a woman pays careful attention to her appearance, we are trying too hard and using our gender to get ahead.”

“I have seen this so often,” I say, sadly.

“I am working in a ‘new economy’ company,” says Warini. “You would expect that things are different here. But, no. There is one colleague who comes and leans over my desk, nominally to ask me a question, but trying his best to peer down my blouse. There is the manager who ensures he squeezes past you at every opportunity. The Sales Head thinks he is God’s gift to women and makes passes at every woman under 50.”

“This is both terrible and shocking,” I say, “isn’t there a way to redress such issues?”

“There is, Shesh,” says Warini, “there is a grievance cell, but none of us bother with it. None of these indignities are as demeaning as outright harassment, and we have to work with these colleagues, so why rock the boat?”

“You women are amazingly courageous,” I say, with respect. “If I had to face so many inimical issues, I would run far away and never return.”

“That’s why I said what I did,” Warini says, calmly, looking me in the eye. “What women want is to be allowed to be a woman, without being discriminated against, judged or harassed. We want to do our work, earn respect and livelihood, and go home with a sense of fulfilment.”

“Is that too much to ask?”

DOING WHAT’S RIGHT

This is just one of a million similar stories of women in the workplace.

Did you know that in general –

• Women are far less likely to feel they have an equal opportunity to grow?
• Women are less happy at work than men?

We need to change this situation. What can we do?

1. Recognise that women and men are different and honour these differences
2. Empathise, rather than judge
3. Make respect a core value

We spend much of our lives in our workplaces. Help make them fair, level and equitable. Level the floors, fix the ladders and raise the ceilings for everyone…

If you want to transform your work environment, don’t just click ‘like’. Share your views, your criticisms, your comments and your disagreements. Let us start a movement that will shatter past practices and paradigms and lead the way to a better world.

Cheers,

Shesh.

(Singapore / 11 Feb 2020)

*****

#ceochronicles, #whatwomenwant #motivation #professionalwomen #whatinspiresme #career #genderawareness

“What we want is for our ladder to have no broken rungs,” says Tara.

Tara is an assistant marketing manager in an FMCG company. She and I are sitting in a Kopi Tiam at a food court near her office. It is 6:00 PM and the hot chocolate we are sipping is blissful.

“Have you read the latest research by McKinsey and LeanIn.org?” Tara asks. ”It is titled, ‘Women in the Workplace’ and was published about 2 months ago.”

“No, I’m sorry.” I say, “I haven’t.”

“It is very insightful and has explored new frontiers of thought,” says Tara, “and has discovered that the biggest contributor to the gender gap aren’t glass ceilings, but broken rungs!”

“Could you explain ‘broken rungs?’” I ask.

“Yes, this is how it goes. Basically, men and women start on similar career ladders in most developed countries – about 52% of fresh employees are men and 48% are women. So far, so good. But, within 5 years, things change.”

“How?” I ask, curiously.

“Men are promoted faster than women, which results in women holding just 38% of manager-level positions.”

“Wow,” I say, astonished, “from near #parity to a 1:2 split in 5 years!”

FLOORS, RUNGS & CEILINGS

“That’s just the beginning,” says Tara earnestly. “Thereafter, the number of women decreases at every subsequent level. So, even if, at senior levels, promotion rates improve for women, it has little meaning. Women can never catch up. Because there are simply too few women to advance.”

“What happens to the numbers as we go up further the ladder?” I ask.

“By the time we reach senior management, the C-Suite,” says Tara, “only 20% are women. And, on corporate Boards, less than 10%.”

“That is a serious rate of attrition!” I exclaim.

“Yes, and it is really sad,” says Tara. “You must have heard of the “Sticky Floor“. This phenomenon causes women to get stuck at the lowest levels of the corporate hierarchy. There are tons of research that shows that not only are women less likely to be promoted from entry-level jobs, but when they are promoted, they receive less pay than their male counterparts.”

“So many hurdles in a woman’s path!” I say, “Sticky Floors, Broken Rungs and Glass Ceilings.”

“Let me tell you a story,” says Tara, “Of Koyal, a friend of mine who works in another company, which I shall not name.”

ONCE, THERE WAS A LADDER…

“Koyal joined this company about 7 years ago,” Tara starts, “she was a brilliant student, aced her interviews, a real bright star. She joined as a Sales Engineer. She enjoyed her job, she loved the people, was learning at light speed. Every time we met for a coffee or a drink, she was full of energy and enthusiasm.”

“About two years in, a Sales Manager role came vacant,” continues Tara, “and Koyal was sure that the job was hers. She was leading in all metrics – revenues, customer acquisitions, customer satisfaction, margins – and she had no doubt. She put in her application and waited confidently.”

“One Monday morning, Koyal opened her e-mail at office. An announcement caught her eye. She opened it and saw  that the role was given to another Sales Engineer, her batchmate from college who had joined at the same time she had. She was shocked, indeed devastated. This batchmate, George, was good, but nowhere close to her in performance or achievement.”

Tara smiled faintly. “Koyal was no shrinking violet. She grabbed the HR manager and marched into the Sales Director’s room. Why, she asked, had she been overlooked?”

“The Sales Director and the HR Manager were taken aback. They sat Koyal down and explained to her that they had done this for her good. You see, they said, the Sales Manager’s role requires much travel and late nights, and we didn’t feel right to impose these on a young lady.”

…WITH A BROKEN RUNG

I sat entranced, my mouth slightly agape.

“Koyal was shocked. But I never told you that I cannot travel, she said. I never told you that I cannot work late nights or entertain customers! The HR Manager and the Sales Director tried to calm her down. We are more experienced, they said, and we know that women don’t suit such roles and that it can affect your family life. You will understand and appreciate it only later.”

Tara shook her head sadly. “Koyal could not believe this. She appealed to the Sales Director. He agreed that they should have spoken to her first, but now, it was too late. The vacancy had been filled, and she would have to wait for the next one.”

“Koyal’s spirit broke that day. Today, five years have passed and Koyal is now only a Senior Sales Engineer. George is an Assistant General Manager. One misconception and the entire career path of a star performer was derailed…”

“This is so sad,” I say, quietly, “poor thing.”

“Yes, but what is really sad,” says Tara, “is that the HR Manager was a woman. She based her decision on outdated beliefs that women are needed at home and should not travel. Koyal still can’t get over that.”

“So, what should be done, Tara?” I ask, “How do we change this situation?”

“I have thought a lot about this, Shesh,” replies Tara, “and there are 3 steps we can and should take asap.”

1. STOP STEREOTYPING

“The first is to recognise that each person, woman or man, is different,” says Tara. “We cannot paint everyone of a gender or a religion or a community with the same brush. Just like there are some men who prefer not to travel or prefer keeping a low profile, there are women who would love to travel and entertain and lead meetings and initiatives.”

“Okay…” I say, unsurely, “and how do we do this?”

“We have to train hiring managers to remove unconscious bias,” says Tara, ‘many companies are already doing this, and we must make it a Human Capital Management standard across the world. It is proven that people who are trained in recognising bias are much better and fairer in their hiring. Finally, it also makes everyone more aware and more sensitive.”

“That is a great point, Tara!” I exclaim, “Not difficult, not very expensive and implementable immediately!”

2. MAKE EVALUATION CRITERIA OBJECTIVE

“Next, companies must have the right processes in place to prevent bias from creeping into hiring and reviews,” says Tara, “This means having clear evaluation criteria, which are easy to use and designed to gather objective, measurable input.”

“Fair enough,” I say.

“I believe it is much better to use rating scales than open-ended assessments,” continues Tara, “and very important that we evaluate candidates for the same role using the same criteria. Also, research shows that it can help to have a third party in the room when evaluators discuss candidates to encourage objectivity.”

“I agree,” I say.

3. SPONSOR & MENTOR

“Third,” says Tara, leaning forward, “companies must put formal sponsorship and mentoring programs in place. Sadly, Shesh, very few companies do this.”

“You are right” I say, “I have been saying this for quite some time. Mentoring can guide employees in areas that they would normally overlook. Sponsorship can open doors and show employees paths that may be hidden.”

“So few people understand this,” Tara nods, “and this is especially important for women, for introverts, for people who are less assertive.”

“Absolutely,” I say, “formal mentoring programs can make such a huge positive difference. And, sponsorship accelerates career advancement, and make employees feel a sense of engagement.”

“So there you are,” Tara says, “this is what women want – for men and women to stand on the same floor, climb the same ladder and live under the same ceiling.”

I say goodbye and leave the food court. While walking out, I feel a sense of guilt – I went through my career without facing any of the hurdles that millions of women that have had deal with. Where would I be if things had been different? Would I have achieved what I did, or would I be mourning a derailed career?

LEVELLING THE WORKPLACE FLOOR

This is just one of a million similar stories of women in the workplace.

Did you know that –

• Women are far less likely to feel they have an equal opportunity to grow?
• Women are less happy at work than men?

We need to change this situation. What can we do? Take Tara’s advice –

• Recognise and remove unconscious bias
• Implement robust, objective recruitment and evaluation systems
• Set up sponsorship and mentoring programs

We spend much of our lives in our workplaces. Help make them fair and equitable. Level the floors, fix the ladders,  and raise the ceilings for everyone…

Do you want to transform your work environment? Then, don’t just click ‘like’. Share your views, your criticisms, your comments and your disagreements. Let us start a movement that will shatter past practices and paradigms and lead the way to a better world.

Cheers,

Shesh.

(Singapore / 21 January 2020)

*****

Post Script :

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Broken rungs; broken rungs