Bias is not just a policy issue; it's a human issue..A connection issue.

I was recently listening to the ALL IN Podcast, which I love, and had a triggering reaction to a comment made by Chamath Palihapitiya. Chamath, a billionaire businessman with a wonderfully diverse background and story of success, mentioned that all of the companies he invests in, as a majority or full owner, do not have an HR department by rule. Essentially, he suggested that HR serves as a crutch. Initially, I was taken aback, but his reasoning was that leaders need to lead the culture themselves, and it is their responsibility to embody the human element within the organization. While I still have reservations about this approach, the fundamental principle of not allowing leaders to use HR as a crutch and instead, compelling them to be the true humans driving the organizational culture, is quite compelling.

Moreover, this perspective aligns with the idea that leaders must actively work to squash bias in their leadership. Chamath implies that leaders should not delegate the task of fostering an inclusive and unbiased environment but should take it upon themselves to ensure their actions and decisions promote a fair and diverse workplace. This approach challenges leaders to be more aware and proactive in addressing discrimination and bias, making them directly accountable for the cultural health of their organizations.

In the contemporary corporate landscape, inclusion has become the buzzword, often touted as pillars of organizational culture and success. However, a recent LinkedIn article by Cate Chapman, titled "Recruiting bias shown to persist," highlights a sobering reality: discrimination (lack of inclusion), particularly racial bias in hiring, remains a stubborn obstacle in many companies. The article, informed by a comprehensive study, points to a nuanced understanding of how businesses can more effectively combat discrimination and inclusion, suggesting that the answer lies not solely in HR departments, but in fostering genuine connections across the organization.

The University of Chicago study mentioned in Chapman's Linkedin article involved an ambitious experiment where economists submitted nearly 80,000 fake resumes for 10,000 entry-level jobs across almost 100 of the nation’s biggest employers, including car dealerships and retailers. The resumes were designed to be identical in qualification but varied in the racial implications of the names, allowing the researchers to measure bias based on racial perception. The findings were telling: applicants with names presumed to be white were contacted 9.5% more often than their counterparts presumed to be Black. This racial-contact gap was more pronounced in certain industries, highlighting a pervasive issue across the board.

One of the most intriguing outcomes of this research was the discovery that the presence of a centralized human resources department was more influential in reducing bias than other commonly advocated measures, such as employing a Chief Diversity Officer, offering diversity training, or even having a diverse board. This finding challenges the conventional wisdom that these latter strategies are the most effective ways to promote diversity and inclusion within organizations. Which leads me to the the CONNECTION gap!

While the importance of a centralized HR department cannot be understated, relying solely on HR to champion the cause of eliminating bias is a narrow approach. And lazy in my mind. HR departments and Diversity officers or boards, no matter how robust, cannot single-handedly change the hearts and minds of individuals within an organization. Bias, after all, is not just a policy issue; it's a human issue. A leader issue. A CONNECTION issue.

The solution, therefore, lies in cultivating a culture of connection and genuine interaction among employees. That is a leader's job. When individuals from diverse backgrounds connect and collaborate, it fosters an environment of empathy and understanding that transcends superficial diversity initiatives. Connections allow people to see beyond stereotypes and to appreciate the unique contributions of each team member, thereby dismantling biases at a fundamental level.

Organizations can encourage these connections by promoting cross-departmental projects, creating mentorship programs that pair individuals from different backgrounds, and organizing informal social events that encourage mingling beyond the usual cliques. These are all in the hands of the leaders through out the organization. Not a mandate from HR. Such initiatives can help break down the silos that often perpetuate misunderstanding and bias.

Moreover, leadership plays a crucial role in modeling the value of connection. Leaders who actively engage with a diverse range of employees and show a genuine interest in their experiences and perspectives set a powerful example for the rest of the organization. This leadership approach sends a clear message: diversity and inclusion are not just HR objectives but are core values that permeate every aspect of the company culture.

In conclusion, the fight against discrimination in the workplace requires more than just robust HR policies and diversity training. It requires a cultural shift towards connection and genuine human interaction. By fostering an environment where every employee feels valued and understood, companies can not only combat bias more effectively but also unlock the full potential of their diverse workforce. The evidence presented in Chapman's article serves as a compelling call to action for organizations to rethink their strategies and to embrace connection as the most powerful force against discrimination.

Referenced article: https://www.dhirubhai.net/news/story/recruiting-bias-shown-to-persist-6689922/