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  • Here at Milford, we’ve moved from being focused on employee engagement, to how we can get everyone involved in continuously improving our business. We aren’t concerned with just “how do you feel” - we’re actually getting to the underlying information that helps to strategically steer the organisation.

    “When you make it everyone's job to drive the business forward, you get more a more involved and fulfilled team. That’s what we’ve realised since using AskYourTeam.”

    Across the energy sector, there’s been a cultural shift over the last decade. At Contact Energy, that meant an overhaul of processes and leadership around health and safety. The result? A huge change in organisational culture.

    “Our people are more empowered to make their own decisions, and assess risk - without the fear of blame or judgement if things go wrong.”

    “AskYourTeam allowed Oil Intel to easily distinguish what areas employees felt needed to be improved.

    AskYourTeam enabled us to pinpoint those areas that were most important to our people”

    Read how Smith&Smith achieved better productivity and business performance by taking the guesswork out of leadership.

    “As a leader I don’t guess anymore. I know exactly what to focus on to get the biggest improvements out of my team.”

    Read how Swanndri built a more collaborative workplace and accelerated their growth curve with AskYourTeam.

    “It allows for everyone to have an equal voice, not just management or the vocal few.”

    Learn how the Canterbury Employers Chamber of Commerce built a culture of continuous improvement with AskYourTeam.

    “It reinforces that continuous improvement is a really important part of any business.”

    Find out how Pipfruit NZ built a more confident and connected membership with AskYourTeam.

    “I haven’t found any other system that offers a more comprehensive methodology to survey our members.”

  • Anonymity key to overcoming unconscious bias

    Thursday, 28 June 2018

    Diversity and inclusion are priorities for every HR pro today, but too often we shy away from conversations about the biggest barrier to creating more inclusive organisations -unconscious bias. This article proposes a remarkably simple tool to tackle unconscious bias, but first we need to understand exactly what it is.

    Unconscious bias is the great unsolved problem of modern HR and one of the intractable barriers to building a truly diverse organisation. Almost all people hold subtle biases based on gender, ethnic and other differences and we are surprisingly powerless to do much about it.

    Studies of gender bias in workplaces have provided some of the most powerful illustrations of just how pervasive our unconscious biases are.

    Among the most compelling is a 2012 study by Yale University psychologist Victoria L. Brescoll into “volubility”, or how talkative people are in an organisational setting. Her findings supported what most of us would expect -that men speak more in business settings than women, and the more powerful the man, the more likely he is to speak.

    Brescoll found that male CEOs were often the most vocal in the organizations they led. But when she applied the same filter to her female participants and looked for a correlation between power and the amount of talking, she didn’t find one.

    So she asked professional women and men to rate the competence of the male and female peers who spoke out more or less often. What she found explained the relative silence of powerful women and revealed a powerful unconscious bias against women who talk more in business. Interestingly, it was a prejudice held by both women and men.

    Males who spoke up more often were perceived as 15% more competent than those who didn’t by both women and men. Powerful women who spoke more than others were rated by both women and men as 14% less competent. When female CEOs are less vocal than their male peers, it’s likely to be a well-learned survival mechanism. 

    To make matters worse, other studies have shown that awareness of a bias doesn’t automatically mean it will be overcome. Indeed, oftenthe opposite is true and awareness of a bias leads to its confirmation.

    With studies like those as a backdrop, some predictable statistics were released on International Women’s Day revealing the stagnant state of gender diversity in corporate New Zealand. Women make up only 18 percent of senior management teams at companies in New Zealand, a drop from 2016 and the worst result since the survey began in 2004.

    It’s safe to assume that the most often-heard voices in almost all New Zealand organisationsare those of the dominant caste -older white men.

    That’s bad news, not just from the perspective of gender equality. It's also bad business. If an organisation listens to more diverse voices and ensures its leaders are more diverse, there is ample overwhelming evidence that they will perform better. There is a growing body of research globally that supports this proposition:

    A 2007 study by Catalyst, a Canadian non-profit campaigner for gender equality in business, found the Fortune 500 companies with the highest percentages of women directors outperformed those with the least. On average, return on equity was 53% higher, return on sales 42% higher and return on invested capital 66% higher.

    Similar research by Credit Suisse into corporate performance after the 2007-8 Global Financial Crisis, showed that post GFC share price recovery of companies with at least one female board member was 26% better than that of companies with no women on the board.

    More myths were shattered by a study of women in Fortune 1000 companies undertaken by the Wellesley Center for Women in the US. It found women tend to be less traditional, less security-oriented and more likely to take risks than men. So much for conventional wisdom that says having women on boards automatically results in more risk-averse decision-making. The same study found women had better attendance, listened more, and solved more problems on a win-win basis. They tended not to shy away from controversial issues, and were more likely to ask tough questions and demand direct detailed answers. They also brought in new issues and perspectives that broadened the content of discussions.

    The Wellesley study found that while one or two women can make a difference, it takes three or more to achieve the critical mass where women directors are no longer seen asoutsiders or tokens representing a “minority” view.

    A Westpac report last year indicated a 50-50 gender balance in management roles could boost the New Zealand economy by nearly $1 billion. In the US, research by McKinsey showed that reducing gender inequality could boost US GDP by $2.1 trillion.

    More recent studies have presented evidence that ethnic and racial diversity are as important as gender diversity in improving the performance of an organisation. A 2015 McKinsey report on 366 public companiesfound that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean.

    There’s no doubt then, that diversity and inclusion are good for business. But if the gender issue has taught us anything, it’s that the road to becoming a truly diverse organisation is paved with many unconscious biases. Simply wanting to become more diverse is no guarantee that it will happen.

    Perhaps the only proven way to overcome unconscious bias, is a healthy dose of anonymity. Anonymous listening is a technique that allows organisational architects to take the first step to buildingtruly diverse organisational cultures.

    One of the most famous success stories about anonymous listening comes from the rarefied world of elite symphony orchestras. Fifty years ago, women were rarely seen in the world’s top orchestras, despite making up more than half the students in elite music schools, and despite claims from the people who made hiring decisions that gender had no bearing on the outcome of the audition.

    The solution came in the form of blind auditions. In the USA, the top five symphony orchestras had only 5% female players in 1970, but after blind auditions were introduced the numbers leapt quickly to 25% on the mid 1990s. Today the gender balance in almost all elite orchestras is approaching 50-50. The lesson here is anonymity removes unconscious bias. Anonymous listening is the key to better quality decision making that is free from the prejudices we all hold to some degree.

    Critically, a system like AskYourTeam’s Continuous Involvement System removes the headwind of unconscious bias from executive decision making. It removes the opportunity for decision makers to incorrectly overvalue opinions because of the gender, age or ethnicity of the person who owns the opinion.

    It also raises a critical question for every organisational leader today, without an anonymous listening system and an objective dataset, how can you be sure your decisions are not biased?

    For more leadership thinking and insights, visit our resource hub, follow us on Twitter and connect on LinkedIn.

  • Deloitte: Global Human Capital Trends 2019 Report

    An intensifying combination of economic, social, and political issues is forcing HR and business leaders to learn to lead the social enterprise - and reinvent their organizations around a human focus.

    Download Report

    Diversity & Inclusion: Anonymity key to overcoming unconscious bias

    Diversity and inclusion are priorities for every HR pro today, but too often we shy away from conversations about the biggest barrier to creating more inclusive organisations - unconscious bias.

    Download Discussion Paper

    Deloitte: Global Human Capital Trends 2017 Report

    Deloitte’s 2017 Human Capital Trends survey of leaders from around the world identifies the critical trends shaping the HR agenda.

    Download Report

    Becoming Irresistible: A New Model for Employee Engagement 

    Josh Bersin, Principal with Deloitte Consulting, on why the traditional employee engagement survey - devoid of modern, actionable solutions - has passed its used-by date. 

    Download Paper

    AskYourTeam for Business

    We analysed the world’s top leadership models to understand what the most successful businesses have in common. Then we built an independently-verified system to help you get to the heart of how your business is doing in each of these make-or-break areas. Find out how AskYourTeam generates breakthroughs in business performance.

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    AskYourTeam for the Public Sector

    We’ve created a system especially for public sector organisations that assesses performance against the Performance Improvement Framework (PIF) and Leadership Success Profile (LSP) models. Find out how you can take your organisation from good to great with AskYourTeam for the Public Sector. 

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    AskYourTeam for Membership Organisations 

    No matter the industry or the size, all membership organisations face similar challenges around growth, retention, and nurturing active involvement from their members. Find out how you can create a voice for your members with AskYourTeam for Membership Organisations. 


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    AskYourTeam for Local Government

    In consultation with EquiP, we've developed a system especially for New Zealand’s Local Government sector. AskYourTeam for Local Government optimises the underpinning processes of the Local Government Excellence Programme. Download the ebook to find out how AskYourTeam can transform your council.

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