Publicación de blog

Why Starbucks' Unconscious Bias Training Probably Won't Change Much

Carol Anderson

Founder, Anderson Performance Partners

Starbucks made a splash recently by closing 8,000 stores to provide unconscious bias training for over 100,000 employees. The company decided on this widespread training after an employee stopped two black men from using their onsite restroom in a Philadelphia store.

As a former Chief Learning Officer at multiple organizations, I don't think this training will change much. And, as a consultant, I can also guess what this training may have cost Starbucks. So why pay for something that likely won't stop this situation from happening in the future? The short answer is because it is easier to "train" people for a half day than to do the challenging work of creating an infrastructure of leadership and a culture of diversity and acceptance.

The first of Starbucks' three stated values is "Creating a culture of warmth and belonging, where everyone is welcome." Sounds easy. After all, we all want to be welcoming to everyone, right? In practice, however, it's not that simple. As humans, we bring complexity, variability, and, sometimes, bias to the table whether we realize it or not, and four hours of training alone won't change that.

To drive real change, organizations need leaders who understand their role in shaping behaviors, and it's up to these leaders to teach employees how to best represent the image of the organization in their work.

Here are four practical ways leaders can shape culture and behavior on their teams:

Don't Hide Behind the Scenes

If you're a leader, your office is a great place to hole up and get work done, but that's not where the real leadership happens. The real work of an organization takes place where employees work—in front of customers, with the products.

Being a leader means regularly listening, observing and, when appropriate, immediately intervening to acknowledge behavior that is exceptional, or reprimand behavior that must change. Make it part of your routine to be present and active, side-by-side with employees.

Be Aware of the Situation

Your presence alone isn't enough. Leaders must view the workplace and their employees through a critical lens—the values of the organization. That means being open to noticing, as in Starbucks' case, when that culture of belonging and warmth is violated.

Using a values filter may not be second nature, particularly because this type of leadership is a time-consuming and all-encompassing work. It's critical for leaders to see beyond their point of view, embrace the organization's values and coach them, thereby shaping behaviors that represent the values.

Match Worker Demographics to Customer Demographics

Organizations are increasingly making an effort to hire a more diverse workforce, and there's a valid business reason for that—employees who share the culture and background of the customer base will be better able to meet the customer needs because they're more likely to have similar needs. An employee demographic that represents the customer demographic can also help ensure that products fit the culture of the local presence.

Find Teachable Moments

Leaders sometimes view coaching and feedback as something that's provided to employees only when they're doing something wrong. As a result, they are uncomfortable providing feedback regularly because they think it sends the wrong message to workers. But by adopting a teaching mentality, leaders can view feedback as a good thing—a learning or developmental opportunity rather than a corrective one. A mindset of continuous learning goes a long way for opening up a meaningful dialogue.

Leaders who understand that shaping their culture is an ongoing process, and approach it from a long-term learning and engagement lens can generate excitement about their organization's value. And that excitement typically lasts a whole lot longer and is much more effective than a four hour training session.

Photo: Unsplash

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El talento de los empleados LGTBQ+

Publicación de blog

El talento de los empleados LGTBQ+

Vivimos en un mundo cada vez más globalizado y conectado, lo cual lleva a encontrarse a gente de todas partes del mundo en las empresas. Aunque esta diversidad puede aportar muchos beneficios, la verdad es que no es fácil conseguir que conecten personas muy distintas. Para ello es imprescindible que las empresas apuesten por programas y estrategias que promuevan la harmonía y la cooperación. Con motivo del día LGTBIQ+ el 28 de junio, queremos llamar la atención a este colectivo severamente castigado socialmente. Aunque es cierto que hoy en día se han hecho muchos avances en temas de legislación para reconocer sus derechos, y la sociedad se ha vuelto más tolerante con su presencia, todavía existe discriminación en varios ámbitos sociales, incluido el laboral. Según Harvard Business Review a día de hoy el 85% de las 500 empresas en el top de fortuna ha implementado políticas de protección sobre orientación sexual, un aumento del 34% respecto al 2000. Sin embargo, como la historia ha demostrado varias veces, las leyes y la práctica no siempre van juntas. Según un informe del sindicato UGT “Las personas LGTBI en la negociación colectiva. Análisis de la protección laboral de las personas LGTBI” solo tres de cada diez convenios colectivos de las empresas españolas han establecido cláusulas destinadas a la protección del colectivo LGTBI. En Cornerstone siempre hemos estado comprometidos con la meritocracia, y el rechazo a un trabajador por su orientación sexual no únicamente es poco ético, sí no también un desperdicio de talento. No tiene ningún sentido para una empresa discriminar a posibles trabajadores solamente por pertenecer a este colectivo, malgastar recursos valiosos por prejuicios no es una buena estrategia. Así pues, con el objetivo de ayudar a este colectivo y a las empresas, hemos elaborado una lista de todos los beneficios que los trabajadores pertenecientes a la comunidad LGTBI+ pueden aportar a una empresa. Aumenta el compromiso de los empleados. Pasamos muchas horas del día en nuestro lugar de trabajo y como resultado, si la empresa en la que trabajamos está comprometida con la sociedad, hará que nosotros de una forma u otra aumentemos también nuestro compromiso con ella. Mejora del entorno laboral. Fomentar la diversidad entre los empleados hará que estos sean más tolerantes entre ellos y se sientan más respetados y acogidos por su empresa. Esto dará como resultado un clima laboral mucho más acogedor que se traducirá en empleados más fidelizados con la empresa y una menor rotación. Favorece a la imagen corporativa de la empresa. Los empleados han cambiado a lo largo de los años, ya no buscan solo ganar más dinero en una empresa, sino que buscan empresas comprometidas, que contribuyan con su labor a la sociedad y que posean valores significativos para ellos. Por lo tanto, es fundamental que las empresas posean esta imagen de compromiso y diversidad, si la tienen muchas más personas desearán trabajar en esa empresa. Hacen las empresas más productivas. Según un informe global de McKinsey, las empresas situadas cuartil superior en cuanto a diversidad étnica y cultural entre sus ejecutivos en 2019 tenían un 36% más de probabilidades de tener beneficios superiores a la media que las empresas menos inclusivas. Está claro, a más diversidad de talento, mayor beneficio.

El líder ágil: Consejos para mantener a los empleados comprometidos, conectados y productivos

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El líder ágil: Consejos para mantener a los empleados comprometidos, conectados y productivos

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Workplace Diversity: ’The Era of Colorblindness is Over’

Publicación de blog

Workplace Diversity: ’The Era of Colorblindness is Over’

Workplace diversity is a pressing topic among HR pros. It's heavily scrutinized in blogs, at conferences and during training sessions. That attention often focuses on how diversity affects the company — but what about how minorities' experiences affect people personally and professionally? Google employee Erica Baker addressed that question recently on Medium with a first-person account of her experiences as a minority in the tech industry. Here, Dr. Kecia Thomas, a professor of industrial-organizational psychology at the University of Georgia, explains how individual workers' experiences can reverberate throughout an organization: How do the experiences of minority workers affect the entire company? The concerns of under-represented workers often represent the concerns of other workers, as well. The issues that minority workers might experience are not all that different from the experiences of people who were the first generation to go to college in their families, or people who might come from a lower economic class. Attending to diversity actually helps to improve the workforce overall. Some of the challenges for ethnic minority workers, for example, are that they often find themselves as one-of-a-kind in their workplace. I’m talking about high-level professionals, people with graduate degrees and above. There are implicit biases that might hinder their access to informal networks, to mentoring or to professional development opportunities that could subsequently impair their performance and career development. I think there are also experiences that newcomers face in regard to feeling invisible and voiceless. How do these biases affect people in the majority? It’s not a stretch to say that the lack of exposure for many white colleagues can also be a source of anxiety that can inhibit their opportunity for authentic interactions with a new colleague who is different, ethnically or culturally. Any time we have those barriers to communication or to establishing authentic relationships, it’s a potential barrier to our performance and our ability to work together productively. Whose role is it to consider these issues within a company — and to take steps to address them? When it comes to any type of organizational change, it always begins at the top. Leaders have to understand demographic shifts in their labor force, how those shifts might be reflected — and the needs and priorities of their workers. When leaders are committed to a diverse and inclusive workplace, HR is empowered to put in place the strategies that are equally effective across a diversity of workers. There’s also a culture of the organization that has to be addressed to make sure that people are held accountable if they violate non-discrimination and anti-harassment policies. Too often, companies don’t have clear policies, or they're not communicated effectively. And even if they’re communicated effectively, they’re not always followed. We are at a critical point as a nation in regard to how we address diversity. We are seeing a lot of blatant forms of discrimination and violence occur, but we’re also seeing a younger generation that is so multicultural and inclusive. We’re seeing an increasing number of states embrace same-sex marriage. So there’s kind of a tidal wave of issues going on that reflect our differences. We have an opportunity to do this well and see this as a way to promote innovation, creativity and greater collaboration. A lot of the research I’ve done with Vicky Plaut [professor of law and social science at the University of California, Berkeley] suggests that we need to embrace multiculturalism and that the era of colorblindness is over. In fact, colorblindness is a signal to members of ethnic and racial minority groups that they are now vulnerable to discrimination. Photo: Can Stock

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