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Staff Training - Implicit Bias + HiringImplicit Bias + Hiring How we can interrupt bias to create more equitable hiring practices Objectives Attendees will Define and understand implicit bias Develop understanding of the relationship between bias and inequality Reflect on personal bias through bias association tests Analyze bias in hiring Close your eyes… Schema Exercise Draw/write a description of your chair Discuss with a partner Had you seen this chair in real life? Are there any associations you have with the chair type, style, color? Did you envision the chair in a room? Do you have feelings or memories attached to the chair? Schema Mental shortcuts to help navigate the world around us Bias An evaluation, belief or preference Stereotype Generalization of behavior, belief and demeanor of a specific group Kirwan Institute Behavior Schema Bias Stereotypes Stereotypes in Ads Think, Pair, Share What stereotypes did you notice in the ads? Were they positive or negative? Why do you think advertisers portray social groups in the way they do? How do stereotypes that are often portrayed in advertisements affect people’s perceptions of social groups? Change the Narrative! Choose one of the first four ads and change the message to convey the same information without the stereotype. Share out Break Implicit Association Test Need: Individual device with internet access, paper and writing utensil Do: Take 2 Implicit Association tests including the Race IAT Put: Write your results on the paper Done: Get ready to talk about it What is professional? UW Madison Diagnosing our biases Gender Race Age Educational Attainment Retention Recruitment + Hiring -Kirsten -Me -Maria -Cheryl -Tim Woman Man GNC BIPOC White Boomer Gen X Millennial Gen Z ≥HS Some College/ Certifica te 2 or 4 year degree Advanced/ Terminal degree 0-5 years 6-12 years 13+years Decision-makers -Tim -Kirsten -Cheryl -Maria Woman Man GNC BIPOC White Boomer Gen x Millennial Gen Z ≥HS Some College/Cer tificate 2 or 4 year degree Advanc ed/Ter minal degree 0-5 years 6-12 years 13+ years Immediate Team -Kirsten -Tara Woman Man GNC BIPCOC White Boomer Gen x Millennial Gen Z ≥HS Some College/Cer tificate 2 or 4 year degree Advanc ed/Ter minal degree 0-5 years 6-12 years 13+ years What did we learn? Break Kirwan Institute Mitigating individual bias 1.Become aware of your own biases 2.Mindfulness and perspective-taking 3.Intergroup contact 4.Exposure to counter stereotypical examples Mitigating institutional bias in hiring 1.Strive to increase representation amongst all groups in the applicant pool 2.Learn about and discuss research on biases and assumptions and consciously strive to minimize their influence on your evaluation 3.Develop and prioritize evaluation criteria prior to evaluating candidates and apply them consistently to all applicants 4.Spend sufficient time (at least 20 minuets) evaluating each applicant 5.Evaluate each candidate’s entire application; don’t depend too heavily on only one element such as letters of recommendation, or the prestige of the degree-grating institution or post-doctoral program 6.Be able to defend every decision for eliminating or advancing a candidate Reflecting on hiring practices Periodically evaluate your judgements, determine whether qualified members of underrepresented minorities are included in your pool, and consider whether evaluation biases and assumptions are influencing your decisions by asking: o Are there are any candidates that are subject to different expectations or standards in order to be considered? o Are assumptions about possible family or other responsibilities and their effect on the candidate’s career path negatively influencing evaluation of a candidate’s merit, despite evidence of productivity? o Are negative assumptions about whether or not underrepresented candidates will “fit in” to existing environment influencing evaluation? https://wiseli.wisc.edu/wp-content/uploads/sites/662/2018/10/BiasBrochure_3rdEd.pdf Post –training reflection As a group, share the rose, thorn and bud of today’s training and addressing implicit bias in hiring