Lauren Neal is the author of Valued at Work: Shining a Light on Bias to Engage, Enable, and Retain Women in STEM, which recently became an Amazon No. 1 Best Seller in High-Tech Business & Finance.
Lauren, a female engineer turned project manager who has worked in the energy sector for 18 years, says programs that encourage female students to study STEM subjects and hiring initiatives that compel companies to boost their women in the workforce are all well and good, but until businesses do a better job of addressing what happens to women after they land STEM positions, nothing will really change, posits
“You can have the most confident and competent women coming into these organizations, but if they are not included and they are not feeling valued, they are either going to walk right out that door, or, for whatever reason, if they need to stay, they are going to be soul-destroyed,” she said in a recent interview.
In her timely new book, she draws from her own experiences, compelling research and numerous real-world examples to provide what she calls tried-and-tested approaches to help male-dominated organizations create and maintain more inclusive workplace cultures.
Lauren uses a unique approach to get her message across: The book is structured as a conversation between two male managers genuinely trying to improve the retention of women in their respective organizations. Readers get to be “flies on the wall” as these two men discuss the problems that women face within the patriarchal system — using concrete examples — and actively try to understand the challenges and find ways to course correct the company’s inclusion efforts.
They get it right, and they get it wrong.
“This fictional approach to a real business problem allows readers to empathize with these male organizational leaders in their own struggles, as well as with the women in theirs, with less judgement than is typical when discussing this topic,” Nealadded.
Inspired by real-life stories, Valued at Work includes “top tips” for both organizations and women in STEM to equip all readers with strategies for driving real change.
Here, Women Love Tech is publishing an extract from the book on Bias, Hinders Recruitment, Innovation and Growth.
Below is the extract:
Bias Hinders Recruitment, Innovation, and Growth
Global companies today need to reflect the customers whom they serve. Unfortunately, it is uncommon for this to be the case. In many organisations, employees have similar backgrounds, and the majority will have similar career histories that got them to their current role. This does not lead to diversity in teams.
Organisational leaders can achieve diversity through both internal and external recruitment to represent their customers and bring different perspectives to the team. However, if the new recruits are not included, the value they bring is lost.
On the way back from the coffee area, Steve and Markus reflect on the differences in their respective organisations’ coffee areas.
For the last few years, we’ve had the normal milk and sometimes I see the non-fat variety in there,’ said Steve. ‘But I don’t know if that’s because someone brought it in.’
‘It’s funny when you think about it,’ Markus replied. ‘Milk being an example of how inclusive a workplace is. We’ve got dairy milk, but also almond and soy are available. I’ve also seen lactose-free milk recently, too. Lots of options for people to have their refreshments as they please, and no assumption that everyone will want the same.’
As they returned to Steve’s office, Markus said, ‘So many of the negative experiences women face in the workplace are driven by bias. And although some organisations have started running unconscious bias training programmes, the research tells us that many of the programmes do nothing, and some even have a negative effect!’
‘So after doing training on unconscious bias, people become even more biased?!’
‘Unfortunately, so. Some people after training only took the message that biases are unavoidable and widespread, and therefore they could do nothing about it. In other cases, the training was not mandated, which meant those who signed up were the ones who were probably already aware of biases, whereas those who would benefit most were unlikely to attend.’
‘That’s a difficult one. Mandating the training has advantages, but that action in itself may lead to negative assumptions from employees, not to mention the costs incurred.’
‘I don’t think it applies to all unconscious bias training, but organisations definitely need to ensure they address it in the right way, and in a way that tracks results over a period of time. Training is important, and organisations need to make sure the training itself is not biased!’
‘Biased in what way?’ Steve probed.
‘Well, for example, one woman I met spoke of a training course she attended where all the required reading was from male authors. When she suggested some books from female authors to balance the list, her HR department ignored the suggestion.’
‘That could be bias, but it could also be laziness. But in any case, minimising bias-driven decisions can only be positive for the business. I can think of two areas where bias needs to be well understood – hiring and, of course, during the actual work.’
‘I have heard some stories on both of those,’ Markus replied. ‘One woman I spoke with in the design industry told me about how they recruit their graduates. There was this graduate show each year to which universities would send their top students to showcase their work. Companies would employ from that pool of graduates, but wouldn’t look outside.’
‘Which means if the university didn’t put you forward, you lost your opportunity with those companies also?’
Markus nodded.
Steve replied, ‘Again, it sounds like those companies are missing opportunities. And, speaking of bias, if the universities were to be biased in selection, and the companies are biased because they only hire from that show, those that miss out have a double whammy.’
‘And it’s not just graduate recruitment. When I spoke with Tom, the consultant, about it he told me a story about a hiring manager who had a role to fill. They had a woman candidate who was superbly qualified for the role and was within the budget that was set out for the salary. But there was also a man who was overqualified for the role and cost much more. They ended up hiring the man because they said, “Oh, he’s got extra useful skills.” This is an organisation trying to move towards gender balance and yet you’ve still got hiring managers doing things like that!’
‘That sounds like a similar story I heard from my wife,’ Steve replied. ‘A company had a choice between a woman within budget and a man asking for a significantly higher salary. Both had excellent qualifications and experience, but they went for the man. And after a few months, he left .’
‘That does make me laugh. But seriously, there seems to be something that makes companies want to pay more for someone typical compared with going with someone different. Is it bias? I think probably, yes.’
Steve nodded.
Markus continued, ‘You know, this reminds me of something I heard a few weeks ago from Sana. She works in our operations department.’
***
‘Have you felt excluded by your team?’
‘Sometimes,’ Sana replied. ‘There was this time recently when a manager in my line asked me how old I am.’
‘He did?! Well, we know he shouldn’t have asked you that. I’m sorry that happened to you.’
‘It’s fine, it actually happens quite regularly that managers ask me how old I am. Each time they are surprised that I am older than I look, and each time they tell me I need to tell people.’
‘Why would they say that?’
‘Oh, well, on one occasion he said I had been discounted from certain roles because they thought I didn’t have enough experience due to my perceived age.’
Markus couldn’t believe his ears.
***
Organisational leaders have a number of issues to resolve to ensure their employees are included. In many cases, bias drives exclusion from teams, which can impact someone’s view on the new person’s technical skills and value they can bring to the team. Unfortunately, as referenced in the stereotypes video (Pantene, 2013), a man and woman can be doing the same thing but are perceived very differently by others.
‘Women in STEM have frequently reported experiences of this kind of bias. Over time, someone who is excluded and not valued for the work they do will become demotivated and disengaged. This can be resolved, though, and it takes good leadership to turn it around. Advocating for newcomers to the team and acknowledging the value they bring to the team is critical.
Top Tips for Organisations:
- Check for bias when hiring, particularly when selecting a candidate, and don’t rush. If someone different from the norm meets the requirements, be confident in taking a chance on them.
- Check with your employees that the work they are doing is meaningful and impactful, and how it motivates them.
- Promote an environment where if one team member does well it reflects well on the whole team in order to remove negative behaviours driven by ego. Recognising others’ skill sets that complement others in the team is critical.
- Encourage senior leaders to practise advocacy for those who are different in the team to ensure their capabilities are recognised.
For the last few years, we’ve had the normal milk and sometimes I see the non-fat variety in there,’ said Steve. ‘But I don’t know if that’s because someone brought it in.’
‘It’s funny when you think about it,’ Markus replied. ‘Milk being an example of how inclusive a workplace is. We’ve got dairy milk, but also almond and soy are available. I’ve also seen lactose-free milk recently, too. Lots of options for people to have their refreshments as they please, and no assumption that everyone will want the same.’
As they returned to Steve’s office, Markus said, ‘So many of the negative experiences women face in the workplace are driven by bias. And although some organisations have started running unconscious bias training programmes, the research tells us that many of the programmes do nothing, and some even have a negative effect!’
‘So after doing training on unconscious bias, people become even more biased?!’
‘Unfortunately, so. Some people after training only took the message that biases are unavoidable and widespread, and therefore they could do nothing about it. In other cases, the training was not mandated, which meant those who signed up were the ones who were probably already aware of biases, whereas those who would benefit most were unlikely to attend.’
‘That’s a difficult one. Mandating the training has advantages, but that action in itself may lead to negative assumptions from employees, not to mention the costs incurred.’
‘I don’t think it applies to all unconscious bias training, but organisations definitely need to ensure they address it in the right way, and in a way that tracks results over a period of time. Training is important, and organisations need to make sure the training itself is not biased!’
‘Biased in what way?’ Steve probed.
‘Well, for example, one woman I met spoke of a training course she attended where all the required reading was from male authors. When she suggested some books from female authors to balance the list, her HR department ignored the suggestion.’
‘That could be bias, but it could also be laziness. But in any case, minimising bias-driven decisions can only be positive for the business. I can think of two areas where bias needs to be well understood – hiring and, of course, during the actual work.’
‘I have heard some stories on both of those,’ Markus replied. ‘One woman I spoke with in the design industry told me about how they recruit their graduates. There was this graduate show each year to which universities would send their top students to showcase their work. Companies would employ from that pool of graduates, but wouldn’t look outside.’
‘Which means if the university didn’t put you forward, you lost your opportunity with those companies also?’
Markus nodded.
Steve replied, ‘Again, it sounds like those companies are missing opportunities. And, speaking of bias, if the universities were to be biased in selection, and the companies are biased because they only hire from that show, those that miss out have a double whammy.’
‘And it’s not just graduate recruitment. When I spoke with Tom, the consultant, about it he told me a story about a hiring manager who had a role to fill. They had a woman candidate who was superbly qualified for the role and was within the budget that was set out for the salary. But there was also a man who was overqualified for the role and cost much more. They ended up hiring the man because they said, “Oh, he’s got extra useful skills.” This is an organisation trying to move towards gender balance and yet you’ve still got hiring managers doing things like that!’
‘That sounds like a similar story I heard from my wife,’ Steve replied. ‘A company had a choice between a woman within budget and a man asking for a significantly higher salary. Both had excellent qualifications and experience, but they went for the man. And after a few months, he left .’
‘That does make me laugh. But seriously, there seems to be something that makes companies want to pay more for someone typical compared with going with someone different. Is it bias? I think probably, yes.’
Steve nodded.
Markus continued, ‘You know, this reminds me of something I heard a few weeks ago from Sana. She works in our operations department.’
***
‘Have you felt excluded by your team?’
‘Sometimes,’ Sana replied. ‘Th ere was this time recently when a manager in my line asked me how old I am.’
‘He did?! Well, we know he shouldn’t have asked you that. I’m sorry that happened to you.’
‘It’s fine, it actually happens quite regularly that managers ask me how old I am. Each time they are surprised that I am older than I look, and each time they tell me I need to tell people.’
‘Why would they say that?’
‘Oh, well, on one occasion he said I had been discounted from certain roles because they thought I didn’t have enough experience due to my perceived age.’
Markus couldn’t believe his ears.
***
Organisational leaders have a number of issues to resolve to ensure their employees are included. In many cases, bias drives exclusion from teams, which can impact someone’s view on the new person’s technical skills and value they can bring to the team. Unfortunately, as referenced in the stereotypes video (Pantene, 2013), a man and woman can be doing the same thing but are perceived very differently by others.
About the Author
Lauren Neal is a champion of gender equity and career progression within STEM. Originally from Aberdeen, Scotland, Neal was named one of the UK’s top female computing students at age 18. She gained a master’s degree in electronic and electrical engineering, and since 2005 has worked with men and women offshore, onshore and onsite on multimillion-dollar projects across the UK, Angola, Trinidad, Azerbaijan and Indonesia.
Chartered through both the Institution of Engineering and Technology (IET) and the Association of Project Management (APM), she is a certified IC Agile team facilitator and coach focused on improving team dynamics for optimal project delivery.
Connect with Lauren Neal on LinkedIn at https://www.linkedin.com/in/laurenneal/.
