diff --git "a/docs.json" "b/docs.json" deleted file mode 100644--- "a/docs.json" +++ /dev/null @@ -1,778 +0,0 @@ -[ - [ - "Sign in Request a Demo Start Free Trial .section-bg__i.gbi-1134155889-m9Qsa6jN7ZutiHPnHDAoYA:after,.section-bg__i.gbi-1134155889-m9Qsa6jN7ZutiHPnHDAoYA:before{content:'';display:block;position:absolute;width:100%;height:100%;top:0;left:0;transition:opacity .5s ease 250ms;background-position:center;background-repeat:no-repeat;background-size:cover}.section-bg__i.gbi-1134155889-m9Qsa6jN7ZutiHPnHDAoYA:before{z-index:-100;opacity:1}.section-bg__i.gbi-1134155889-m9Qsa6jN7ZutiHPnHDAoYA:after{z-index:-101}.section-bg__i.gbi-1134155889-m9Qsa6jN7ZutiHPnHDAoYA:before{opacity:1;background-image:url('/static/31537e002c3cd1d563e58690fefae7c5/8647a/hero.jpg')} The #1 Web Accessibility Solution for WCAG& ADA ComplianceWCAG 2.1 & ADA compliance starting with a single line of codeProtective legal framework for your businessTrusted by over 1 million websitesStart Free TrialWatch the Video", - "https://userway.org" - ], - [ - "Browse HappyOnline. 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Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}#logo-home {/* initially hide the whole svg, show in the timeline */opacity: 0;} --> Make the world fairerCreating a better future for organisationsand their people. Find out more Diversity & Inclusion Embrace the power of diversity and inclusionAfter working with our business psychologists, your organisation will become a fairer, meritocratic workplace, giving every employee the opportunity to reach their full potential. Diversity&Inclusion Find out more Free to Soar: Race & Wellbeing in Organisations £11.99 Racism at Work £14.99 The Invention of Difference £14.99 View more books WebinarsD&I HubPressResearch Unconscious Bias Training: A closer look at the evidence How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? How to: Spot, Tackle and Eliminate Unconscious Bias March8 January 17, 2023 Religion at Work: Experiences of Christian employees Binna Kandola December 14, 2022 How Inclusive Are Your Teams? The rise of ‘proximity bias’ and how you can tackle it How have the recent tech layoffs impacted workplace DEI? March 8 December 20, 2022 Religion at Work: Experiences of Hindu Employees Binna Kandola November 22, 2022 Keep in touch Meet the team × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}#logo-home {/* initially hide the whole svg, show in the timeline */opacity: 0;} --> Make the world fairerCreating a better future for organisationsand their people. Find out more Diversity & Inclusion Embrace the power of diversity and inclusionAfter working with our business psychologists, your organisation will become a fairer, meritocratic workplace, giving every employee the opportunity to reach their full potential. Diversity&Inclusion Find out more Free to Soar: Race & Wellbeing in Organisations £11.99 Racism at Work £14.99 The Invention of Difference £14.99 View more books WebinarsD&I HubPressResearch Unconscious Bias Training: A closer look at the evidence How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? How to: Spot, Tackle and Eliminate Unconscious Bias March8 January 17, 2023 Religion at Work: Experiences of Christian employees Binna Kandola December 14, 2022 How Inclusive Are Your Teams? The rise of ‘proximity bias’ and how you can tackle it How have the recent tech layoffs impacted workplace DEI? March 8 December 20, 2022 Religion at Work: Experiences of Hindu Employees Binna Kandola November 22, 2022 Keep in touch Meet the team × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeAbout UsOur PeopleOur People UK Alison Trott Psychologist Andrew Weston Psychologist Angela Goldberg Assessment, Development, & Diversity Specialist Annette Andrews Executive & Leadership Coach Ashley Williams Psychologist (Digital Solutions) Bailey Bell Managing Psychologist Becky Rydiard Research Psychologist Billie Long Project Manager Binna Kandola Senior Partner Ceri Roderick Psychologist Charlie Eckton Diversity Specialist Chris Dore Operations Director Claire Bevis Finance Manager Clare Reynolds Psychologist Diane Thomson Diversity Specialist Emilia Rickman Placement Student Emma Cusick Project Coordinator and HR Assistant Gigi Khonyongwa-Fernandez Leadership and Organisational Coach Inga Pioro Psychologist Jade Kernohan Project Coordinator James Hatcher Marketing Manager James Meachin Partner Janet Tarasofsky Psychologist Jas Kandola Principal Consultant Jasmine Stewart Digital Sales Manager Jess Arasilango Psychologist Jess Wasley Project Coordinator Jo Cammell Psychologist Jo Kandola Head of Digital Solutions Jon Atkins Psychologist Jonathan Taylor Managing Psychologist Juliet Daye Psychologist Justin Dunn Consultant Kate Averre Psychologist Lennie Egboma Executive and Leadership Coach Lesley Saxton Digital Operations Louise Weston Partner Maria Orihuela Coach Marianna Zajac Research Psychologist Marianne Ruccia Commercial Director Marie Middleton Finance Assistant Merilyn MacLeod Project Coordinator Natasha Broomfield-Reid Diversity, lnclusion & Equity consultant Niki Manning Resource Manager Norma Molla Research Psychologist Paul May Director of Digital Products & Development Polly Howard-De La Mare Psychologist Rafia Iqbal Placement Student Rob Barkworth Psychologist Ruth Hunt Practice Manager & PA to Professor Binna Kandola OBE Sam Long Project Manager Simi Rayat Psychologist & Leadership Coach Sina Schwache Psychologist Stephan Lucks Managing Psychologist Stevie Heath IT Assistant Stewart Beamont Consultant Stuart Duff Partner Tali Shlomo D&I specialist Tracey Moggeridge Mindfulness Practitioner & Programme Manager Trisha Cochraine Psychologist Yasir Mirza Diversity, Inclusion and Equality Leader APAC Ben Capell Organisational Development Consultant Clare Beumont Consultant Ian Till Consultant Katie Spearritt Diversity Specialist Sarah Kearney Consultant Skye Yeo Consultant Tracey Keene Consultant EMEA Joe MacAree Psychologist Maggie van den Heuvel Psychologist Padraig Neary Psychologist Americas Gregory Jenkins Diversity Specialist Liliana Cantu Trainer and Facilitator RegionsUKAPACEMEAAmericas ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/about-us/our-people/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeAbout UsAbout UsHello! We’re Pearn Kandola, a business-psychology consultancyEvery organisation has a moon-shot. Some organisations want to transport humans to Mars. Some want to connect the world using social media. Others just want to keep growing consistently. For over 35 years, Pearn Kandola has been driven by a desire to make the world fairer.We want to make the modern workplace fair for everyone by promoting Diversity & Inclusion and eradicating prejudice and unfairness. We are psychologists and, as such, know the importance of difference to the success of your business and your employees.Difference inspires change. It inspires scientists to break new ground. It inspires social media giants to disrupt this new age of communication. It inspires countries to vote for strong female or minority leaders. Most importantly for us, difference inspires business.We believe all businesses should embrace the power of difference. That’s why Diversity & Inclusion is at the heart of everything we do, and our expertise in this area covers the entire employee journey. We help businesses understand the value of difference – so that they can be more inclusive, more inspired and more successful. A diverse workforce can play a vital role in inspiring your business to achieve any objective. We help your organisation embrace difference – whether that be in ethnicity, gender or working style – and use it as a springboard to go out and do greater things.Difference requires fundamental change, from top to bottom and the rewards are clear. When your company is diverse, it benefits from sustained growth, your employees grow, learn, and value what they do. What we doOur MissionOur ValuesOur CommunityOur PeopleClients × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/about-us/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeCareersCareersWorking at Pearn KandolaWe believe it is the quality and commitment of our people that gives us our leading edge. Consequently we are committed to the ongoing professional development of all our staff. Everyone has an individual development plan with special attention being paid to those working to achieve Chartered Occupational Psychologist status.As an organisation at the forefront of research and practice in diversity and inclusion, we value diversity in our team and welcome applications from all suitably qualified people. Our progressive personnel policies seek to accommodate individual circumstances and requirements. All partners and staff are expected to support and promote the principles of diversity and inclusivity to the full.Pearn Kandola implements a Quality System, certified by QAS according to Standard QAS ISO 27001:2013.Pearn Kandola is accredited under the HM Government’s Cyber Essentials scheme to help organisations protect themselves against common cyber attacks.Current Opportunities What do business psychologists do? × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/careers/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeAbout UsWhat we do What we do When your organisation embraces difference, it could benefit from sustained growth. Your employees grow, learn and value what they do. To help you make the most of the difference in your business, we’ve created the ‘Employee Life Cycle’. The Life Cycle has seven stages and it mirrors an employee’s time in an organisation, from start to finish. By introducing our wide range of Diversity & Inclusion, Assessment and Development services to the Life Cycle, we help you make your business more inclusive, inspired and successful. Diversity & Inclusion Diversity & Inclusion Embrace the power of diversity and inclusionAfter working with our business psychologists, your organisation will become a fairer, meritocratic workplace, giving every employee the opportunity to reach their full potential. × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/about-us/what-we-do/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & InclusionDiversity & InclusionEmbrace the power of differenceWhen it comes to Diversity & Inclusion, the world is changing for the better. But many organisations still see it as a way of ticking boxes. Some even see it as a way of being politically correct. We believe Diversity & Inclusion is far more important than that. It’s about your organisation’s relationships, leadership, and workplace culture. When you genuinely value and nurture Diversity & Inclusion, both your business and your people benefit immensely.Our approach to Diversity & InclusionBy combining thorough research with our extensive practical experience, we show you how to embrace diversity and create an inclusive working environment.We may look at things from an academic perspective, but the way we deliver solutions is engaging and practical.We work with you to understand your Diversity & Inclusion concerns, so that we can develop interventions that create a genuine impact.Independent evaluations of our work, together with our own assessments, mean that we know what will and what won’t help you achieve your objectives.We get results. As psychologists, we understand why organisations aren’t naturally diverse and inclusive. We also know how to address these barriers and bring effective change to your leadership, team, and workplace culture.We deliver end-to-end Diversity & Inclusion support – from initial reviews and measures of where our clients currently are to strategy and planning specific interventions regarding topics like Unconscious Bias, Inclusive Leadership, Harassment & Bullying or one-off talks. AttractionRecruitmentOnboardingDevelopmentMotivationTalent ManagementExitDiversity & Inclusion ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion/" - ], - [ - " About Us People Mission About Us Careers Services Digital Solutions Resources Books Podcasts Webinars D&I Hub Research Lab Wellbeing Our Work Case studies Clients In the News Contact us Engage everyone, create change, measure the impact. Creating measurable, sustainable behavior change is hard and is probably why we see such little progress on creating diverse and inclusive places to work.People 'don't have time' to 'do D&I'Initiatives are costly and time consuming to roll-outSenior leaders don't take D&I seriously enoughIt's almost impossible to measure the impact of interventionsThat approach won't work here (insert reason!) - and there is always a reason! Sound familiar!         These barriers to change perpetuate the status quo and lead to organisations who: Have people who feel under-valued Have a people who are not engaged and 'quietly quit' Struggle to innovate Jeopardise their ability to generate profit Put their reputation at risk if they 'get it wrong' The Solution We can help you to create a diverse and inclusive business – to engage everyone, create change, AND measure the impact. We’ve been around for a long time – almost 40 years now! - helping businesses to implement measurable change in their business and become more inclusive.   We have decades of experience, but more than that, our approach is founded on research – we use the ingredients proven to make a difference, and we ignore the unfounded, ineffective methods sadly we see so many businesses using. We implement best practice NOT common practice. And now we’ve poured all that knowledge and experience into PK:DIGITAL, the game-changing way to create inclusion, belonging, and diversity in your business.   Unlike most approaches to digital learning, psychology is baked into our platform.  PK:DIGITAL goes beyond simple knowledge acquisition. It provides learners with personal insights into how inclusive they are and generates tailored action plans. So you don’t have to worry about minimal impact – learners know exactly what to do, and they do it!  With PK:DIGTIAL, you can forgo the trial and error of endless D&I initiatives and let our platform do the talking for you.   \"The insights element is a game-changer and something that we can come back to year upon year\" \"The personal insights PK DIGITAL provides are critical for moving people forwards in their inclusion journey\" \"It's music to my ears that there's now a digital option for D&I training - the scalable learning approach means we don't have to spend time organising workshops\" \r \r \r \r \r \r \r \r \r Bite sized learning\r \r \r \r \r Personalised feedback\r \r \r \r \r Tailored action plans\r \r \r \r \r \r \r \r \r \r \r \r Powered by psychology\r \r \r \r \r Engage everyone\r \r \r \r \r Access anytime anywhere\r \r \r Ready to take the next steps to inclusion?Do you want to......increase diversity and belonging at your companyengage employees on how to be inclusive at scaleshow measurable change over timehave a solution that is easy to implementbe satisfied that you work for an ogranisation that is fairIf so, book a demo with one of our specialists and let's explore together how PK:DIGITAL can help you achieve your objectives. Keep in touch Careers T&Cs Privacy Policy Cookie Policy Sitemap ", - "https://insights.pearnkandola.com/pk-digital" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: Available now!Free to Soar: Race & Wellbeing in Organisations HomeBooksBooks Free to Soar: Race & Wellbeing in Organisations Edited by Kandola, B. Pearn Kandola Publishing (2020) View more£11.99 Racism at Work Kandola, B. Pearn Kandola Publishing (2018) View more£14.99 The Invention of Difference Kandola, B & Kandola, J. Pearn Kandola Publishing (2013) View more£14.99 The Value of Difference Kandola, B. Pearn Kandola Publishing (2009) View more£9.99 How to Become an Occupational Psychologist Binna Kandola & Stephen Woods Taylor & Francis Ltd (2019) View more£13.99 iLEAD Thought Leadership Duff, S. Pearn Kandola Publishing (2015) View more£9.99 iLEAD Task Leadership Duff, S. Pearn Kandola Publishing (2015) View more£9.99 iLEAD People Leadership Duff, S. Pearn Kandola Publishing (2015) View more£9.99 iLEAD Book Set Duff, S. Pearn Kandola Publishing (2015) View more£29.00 The Graduate Recruitment Manual Rajvinder Kandola, Robert Wood, Bindi Dholakia and Carol Keane Gower Publishing Ltd (2001) View more£9.99 You’re hired! Psychometric tests: proven tactics to help you pass Roderick, C. & Meachin, J. Trotman Publishing (2010) View more£7.99 You’re hired! Interview answers: impressive answers to tough questions Roderick, C. & Lucks, S. Trotman Publishing (2010) View more£7.99 You’re hired! Assessment centres: essential advice for peak performance Roderick, C. Trotman Publishing (2011) View more£10.99 × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/books/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomePodcasts Podcasts Filter by All categories Creating an Inclusive Organisation How to Manage your Wellbeing Race & Wellbeing in Organisations Race at Work Racism at Work The Psychology of Remote Working Racism at Work: What’s Changed in the Last 4 Years? View more Season 6, Episode 5: How to manage your energy levels View more Season 6, Episode 4: How to survive living and working at home View more Season 6, Episode 3: How to improve your resilience View more Season 6, Episode 2: Which type of meditation works best for you? View more Season 6, Episode 1: How to manage your anxiety View more Season 5, Episode 5: Why are the Topics of Race and Racism so Difficult to Talk About View more Season 5, Episode 4: Celebrating Our Diversity and Promoting Belonging View more Season 5, Episode 3: Managing Race-Based Micro-incivilities in the Workplace View more Season 5, Episode 2: Tackling the Race Pay Gap View more Season 5, Episode 1: Why do we Have to Keep Talking about The Slave Trade View more Season 4, Episode 5: The Psychology of Getting Positive Action Right View more Season 4, Episode 4: Inclusive Selection and Onboarding: Going Beyond Tackling Bias View more Season 4, Episode 3: How Inclusive is Your Team? View more Season 4, Episode 2: Walking the Talk: How Inclusive are your Leaders? View more Season 4, Episode 1: Creating an Inclusive Culture View more Season 3, Episode 5: What we can learn from capsule environments View more Season 3, Episode 4: Bias and Remote Working View more Season 3, Episode 3: Adapting to Remote Working View more Season 3, Episode 2: Managing Performance in a Remote World View more Season 3, Episode 1: The Psychology of Leading a Remote Team View more Season 2, Episode 5: How personal power and self-affirmation can buffer the effects of discrimination View more Season 2, Episode 4: Race, Wellbeing, and Performance – The Missing Link View more Season 2, Episode 3: Why our social environment at work matters View more Season 2, Episode 2: How a mindfulness practice can tackle unconscious bias View more Season 2, Episode 1: Free to soar: Race & wellbeing in organisations View more Season 1, Episode 5: Racism & wellbeing: The link and what organisations can do View more Season 1, Episode 4: Covid-19 & anti-Asian/Chinese prejudice: The virus of racism View more Season 1, Episode 3: How to manage micro-incivilities in the workplace View more Season 1, Episode 2: How to be an active bystander View more Season 1, Episode 1: Racism at work: In the light of Covid-19 View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/podcasts/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeResourcesWebinarsWebinarsPage 1 of 1 Order byDescendingAscending Unconscious Bias Training: A closer look at the evidence Over recent years there has been much talk about whether unconscious bias training really works. In this webinar,… Read more How Inclusive Are Your Teams? Inclusive teams perform better, are more innovative, and report greater wellbeing. But how do we build them? In… Read more Racism at Work: In the Light of Covid-19 Professor Binna Kandola OBE introduces the thinking behind his book, Racism at Work. Binna then looks at the… Read more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/webinars/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion Hub Diversity & Inclusion Hub Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more Tackling monotony and boredom On the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be... View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more Why new fathers are too scared to take paternity leave The fact that men appear to be reluctant to take paternity leave is a significant, yet massively unrecognised issue. View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more “Making it Real” at all stages of selection with Situational Judgement Tests As Diversity and Inclusion has become a key priority, it is time to re-examine accepted assessment and selection practices. View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeResourcesResearchResearch LabPage 1 of 3 Order byDescendingAscending Filter byAuthorBecky RydiardBinna KandolaNorma Molla Religion at Work: Experiences of Christian employees Binna Kandola December 14, 2022 An increasing number of employers are understanding the value of creating an inclusive work environment, where all employees… Read more Religion at Work: Experiences of Hindu Employees Binna Kandola November 22, 2022 An increasing number of employers are understanding the value of creating an inclusive work environment, where all employees… Read more Racism at Work in the UK (2021) Binna Kandola October 18, 2022 In 2018, Pearn Kandola conducted a survey of 1,500 participants to explore the experience of racism in the… Read more The Virus of Racism: Covid-19 & anti-Chinese prejudice in the UK & USA – One year on… Binna Kandola July 19, 2021 In 2020, we published research which identified an increase in anti-Chinese prejudice with the arrival of the coronavirus.… Read more “And the loser is…”: Diversity in Entertainment Awards Binna Kandola April 9, 2021 This report analyses the diversity of award nominees and award winners for the Oscars, BAFTA film and TV,… Read more COVID-19 & Anti-Chinese Prejudice: The Virus of Racism Binna Kandola May 7, 2020 This research began with a message that was sent to one of the authors via LinkedIn. The message,… Read more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/research/" - ], - [ - "#comp-kzea1e5n{visibility:hidden !important;}top of page Home Mindfulness Subscribe Contact More Use tab to navigate through the menu items. Welcome to Pearn Kandola Wellbeing Wellbeing starts with you Our Mindfulness practitioner Tracey Moggeridge is posting thought pieces, meditations, and practical tools that we hope will help people with their mental wellbeing whatever the challenges they face personally.  Simply subscribe and you will be sent a notification as and when new blogs are published. Home: Welcome All PostsMindfulnessWellbeingReflectionGratitudeBreathAcceptanceNatureCompassionKindnessMeditationThoughtsRelaxationNegativity BiasBody-scanStillnessSilenceSelf-careR.A.I.NEmotionsLoving KindnessResilienceMindfully activeHabitMantraFamiliarFearGoal settingPoetrySlowSelf-care Search traceymJan 15, 2021 Mindfulness 2021 style Hi all It's been a while since you had one of my rambles. New Year resolution, learn to be more concise. So hello 2021, you are offering... 153 views0 comments 2 likes. Post not marked as liked2 traceymAug 24, 2020 Meeting people at their difficulties I was tuned into a podcast with the host interviewing Jon Kabat-Zinn, if you are new to the mindfulness field he's basically the pin-up,... 141 views0 comments 2 likes. Post not marked as liked2 traceymAug 18, 2020 What it is to offer someone hope, with real presence Someone got me pondering on how we often start off, or sign off on conversations, messages, emails etc with…hope Hope you are well Hope... 129 views1 comment 1 like. Post not marked as liked1 traceymAug 14, 2020 An attitude of gratitude for a mood-boost The practice of Gratitude might seem a ju ju style, hookie, hippy soft and fluffy practice, but on a physiological level it rewards us... 108 views0 comments 2 likes. Post not marked as liked2 traceymAug 10, 2020 When life changes how to roll with its punches Life can turn on a dime, but how many of us know how to roll with the punches, come out smiling, stronger, changed, and be a force for... 163 views0 comments 3 likes. Post not marked as liked3 traceymAug 6, 2020 67. What can tie you more deeply to your mindfulness practice? I was on Instagram the other day and a chap I follow set us a challenge. He is a keen runner, but lock-down had seen his motivation and... 47 views0 comments 1 like. Post not marked as liked1 traceymAug 3, 2020 66. Regular meditation practice preventing re-occurring depression So to keep you mindful kids on your toes I want you to think about the insights you glean from the time you spend in meditation and why... 96 views0 comments 1 like. Post not marked as liked1 traceymJul 31, 2020 65. Moving with the times As some of you will know I have been writing these blog posts for around four months now. Going forward the content may alter a little to... 43 views0 comments Post not marked as liked traceymJul 29, 2020 64. Why do we forget the things that matter most? Listening to a podcast the other morning on principles of Buddhist psychology, the podcast host Tara Brach talked to the value of... 69 views0 comments 1 like. Post not marked as liked1 traceymJul 27, 2020 63. Take a moment for calm Abraham Lincoln once said: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” If our minds are... 71 views0 comments 4 likes. Post not marked as liked4 traceymJul 23, 2020 62.Take a different view We sometimes forget just how in charge we are, of our own destiny; of the way our relationships develop or unfold, actions, moments - we... 41 views0 comments Post not marked as liked traceymJul 20, 2020 61. Admit Something... A poem to start your week with, and as we slowly learn to reconnect more readily with loved ones - a call to tune into your heart spaces... 54 views0 comments 2 likes. Post not marked as liked2 traceymJul 17, 2020 60. Noticing thoughts It's a pithy one from me today, continuing the theme of observing habits of thoughts I have recorded a guided meditation to support your... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 15, 2020 59. When your practice goes to the dogs So, this morning full of positive intention I settled into my meditation practice, a guided 25 minute practice. I was feeling settled,... 48 views0 comments 2 likes. Post not marked as liked2 traceymJul 13, 2020 58. The non-sexy practice of noticing How often do you observe the habits of your own mind? It is not something many of us even begin to consider. I mean it is not the most... 39 views0 comments Post not marked as liked traceymJul 9, 2020 57. Are you sitting comfortably? Posture – it's often subconscious, we slump when we feel tired, or defeated, upright when we are curious, interested…and did you know,... 35 views0 comments 2 likes. Post not marked as liked2 traceymJul 8, 2020 56. Finding peace in chaos I wanted to share a little insight into the meditation practice of another Breathworks teacher – he posted a video his wife took of him,... 29 views0 comments Post not marked as liked traceymJul 7, 2020 55. Connecting with nature The other morning I took a run as I often do, but I was listening to a podcast that was talking about the topic of loneliness. In... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 6, 2020 54. Offering kindness to a stranger Loneliness is a big hard-hitting mother trucker, and many of us are still feeling a level of disconnect from our loved-ones. Loneliness... 52 views0 comments 2 likes. Post not marked as liked2 traceymJul 3, 2020 53. Finding peace in challenging times Is it just me or does it feel like an unbelievable rollercoaster? So much emotion, pain, rawness all around, it's hard to keep yourself... 33 views0 comments Post not marked as liked 1 Home: Blog2 Home: Subscribe Subscribe Form Submit Pearn Kandola www.pearnkandola.com  Latimer HouseLangford Business ParkKidlingtonOX5 1GGEngland info@pearnkandola.com +44 (0) 1865 399060 Home: Contact ©2020 Pearn Kandola bottom of page", - "https://www.pearnkandolawellbeing.com/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeCase StudiesCase StudiesPage 1 of 5 Order byDescendingAscending Filter byCategoryAcademicCharity/ non-for-profitEmployee Life Cycle StagesEngineering/constructionFinancialGovernmentLawProfessional servicesRecruitmentSectorTechnologyTelecommsTransport Active Bystander Training with NHS England and Improvement Discover how we initiated allyship behaviours with NHS England and Improvement. NHS Case Study by Pearn Kandola Read more Flexible Active Bystander Training For England Rugby Discover how we rolled out flexible, practical and insightful active bystander training for England Rugby. England Rugby Case… Read more Understanding Inclusive Behaviour With Sopra Steria Understand our work with European tech leader Sopra Steria. Sopra Steria Case Study by Pearn Kandola Read more Leadership Development Across a National Business Network NFU Mutual are experts in insurance and financial services. Discover how we helped them to develop their network… Read more Recognising the importance of D&I with a UK Private Equity Firm As part of the wider ESG agenda, a UK Private Equity Firm wanted to recognise the importance of… Read more Creating an Inclusive Culture with London Borough of Enfield Council After facilitating initial conversations on the topic of Diversity and Inclusion, London Borough of Enfield Council wanted to… Read more Understanding Bias at NFU Mutual NFU Mutual wanted all their recruitment managers to be equipped with a full understanding of bias, how it… Read more Inclusive Recruitment with NATS NATS is the UK's leading provider of air traffic control services. Each year they handle over 2.5 million… Read more Reducing the impact of bias in an international private equity firm’s Performance Review Process Building on the progress already made on the D&I agenda, this PE firm wanted to continue its efforts… Read more Arm – engaging a global audience with unconscious bias Challenge: Arm’s global diversity and inclusion strategy, 'Project EveryOne’ has been running successfully for several years. We partnered… Read more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/about-us/clients/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeResourcesPK in the News PK in the News For all media matters contact:James HatcherMob: 07957 197441Email: jhatcher@pearnkandola.com Page 1 of 28 Order byDescendingAscending How to: Spot, Tackle and Eliminate Unconscious Bias March8 January 17, 2023 It's no secret that some people face greater obstacles in both life and in the workplace. From sexism… Read more How have the recent tech layoffs impacted workplace DEI? March 8 December 20, 2022 The technology industry has seen an unprecedented number of layoffs throughout 2022 – but how has this impacted… Read more Christian employees feel ‘silenced’ in the workplace Faith Herald December 14, 2022 “Hostility” and “ridicule” are some of the experiences reported by Christian employees in the UK and US, according… Read more Many Christians feel unable to express religious identity at work Personnel Today December 14, 2022 Despite being the most common religion in the UK, many Christian employees feel unable to comfortably express their… Read more Palace race scandal: HR must assess work culture ‘from top to bottom’ to root out racism HR Grapevine December 5, 2022 Employers must critically assess their workplace culture “from top to bottom” to root out racism, an expert has… Read more Five steps to attract more staff with disabilities that every business can take Business Live December 3, 2022 Diverse workplaces that bring together experience from all areas of life tend to perform better. 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Find out more Diversity & Inclusion Embrace the power of diversity and inclusionAfter working with our business psychologists, your organisation will become a fairer, meritocratic workplace, giving every employee the opportunity to reach their full potential. Diversity&Inclusion Find out more Free to Soar: Race & Wellbeing in Organisations £11.99 Racism at Work £14.99 The Invention of Difference £14.99 View more books WebinarsD&I HubPressResearch Unconscious Bias Training: A closer look at the evidence How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? How to: Spot, Tackle and Eliminate Unconscious Bias March8 January 17, 2023 Religion at Work: Experiences of Christian employees Binna Kandola December 14, 2022 How Inclusive Are Your Teams? The rise of ‘proximity bias’ and how you can tackle it How have the recent tech layoffs impacted workplace DEI? March 8 December 20, 2022 Religion at Work: Experiences of Hindu Employees Binna Kandola November 22, 2022 Keep in touch Meet the team × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall?How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall?Clare Reynolds and Silvia Bogan Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her, market fundamentalist Kwasi Kwarteng. Both shared a strong background in finance and economic policy, which the public hoped would prime them well for the job ahead. Together, they promised to resolve the ongoing energy crisis, deliver economic growth through tax cuts, and devise a plan to save the NHS. And yet just 44 days later, a storm caught up with them.  What exactly went wrong? How do two prestigiously educated, ambitious leaders create a political mess that would force them to leave behind policies of their own making? Was it their shared ideology, or leadership style? Or can we attribute their decision-making to the pressured climate in which they were working?   How individual difference shapes leadership style To understand their failings as leaders, it’s crucial to examine who Truss and Kwarteng are as individuals first. Born into an incredibly left-wing family, Truss was, fascinatingly, the President of the Liberal Democrat Society at Oxford University. She shifted to Conservatism after identifying with those who shared “a commitment to personal freedom, and the ability to shape your own life and destiny”. It could be argued that with the Tories having been in power for so long, she was simply following a seat at the political table, proving that even in her younger years, she was able to make quick, discerning judgements about what would best enable her success.  Similarly, there was an element of mimicry at play within her leadership style, as she began to talk and dress like Margaret Thatcher – the only woman who has succeeded in British politics. And although it has now come to light that Kwarteng advised Truss to slow down her drastic measures, when it served her best, she shifted the blame and fired him to hold onto her position. As ever, a woman who was unafraid of making bold choices to chase, and remain in power. It has long been suggested that rigid Conservative self-identification is often reactionary against liberal politics, and if so, we are reminded of her identity as a true nonconformist, which she undoubtedly carried forward into her Prime Ministership. This is a trait Truss shared with Kwasi Kwarteng. Born to Ghanaian immigrants, Kwarteng was a minority who succeeded in an elitist school, which we could argue ‘empowered’ him to be different, and to feel different – maybe even superior. When we consider these two beginnings side by side, a pattern emerges of a desire to rebel, stand out, and go against the grain.   A lesson in groupthink Add to this mix the environment of ‘groupthink’, which is a feeling of invulnerability occurring when a group of like-minded thinkers reach a consensus without critical thinking, or evaluation of the consequences. Under these conditions, thinking becomes even more single-minded, and it is no coincidence that amongst the key decision makers here we have the authors of ‘Britannia Unchained’, Liz Truss, Kwasi Kwarteng, Priti Patel, Dominic Raab, and Chris Skidmore. The book has been described as a ‘Hunger Games Manifesto’, laying out some of the most right-wing ideas seen in decades.  When we consider that this clique was thinking and operating under a shared fiscal ideology, we begin to understand that there’s an element of group membership at play here. They felt driven to be utterly dynamic, a group of change-makers duty bound to break tradition. Kwarteng in particular hoped to challenge finance ministry groupthink, and combat the orthodoxy, and he and Truss earnestly believed their new measures would excite investors and unleash economic growth.  And yet, the creation of the mini-budget revealed that Kwarteng’s ‘bold new plan’ to boost spending, and make millions for the economy, included a tax cut for those who earn over £150,000 – the highest earners in our country. These policies revealed a complete disregard for the rest of society, which is unsurprising when we take into account the shared elitist, Oxford and Philosophy, Politics and Economics educated background of the core decision making group. The Labour party urged Truss and Kwarteng to reconsider, drawing attention to how many were making use of food banks during this time – and in the midst of this crisis the Conservatives wished to enhance the wealth of the few.  Failed cognitive decision-making Undoubtedly, one of the failings of both Truss and Kwarteng was their cognitive decision-making. Their dogmatism led them to be low on openness to experience, with a stubborn refusal to listen to outside views. The mini-budget was a financial statement published without the normal measures; usually it would come with an independent forecast from the Office of Budget and Responsibility, to allow for investors and journalists to check the numbers, and consider what is and isn’t possible. The Dunning-Kruger effect is a type of psychological bias that leads thinkers to overestimate their abilities compared to their counterparts, and we would do well to question whether this was at play for both Truss and Kwarteng. After the massive crash in the pound’s value, Kwarteng again vowed to reveal his plan to balance the books and pay for his tax cuts. There was a complete lack of communication; he never hinted that he was having second thoughts, and simply steamrolled ahead, expecting both public and market favour to follow. Arguably these were two leaders committing the sunk cost fallacy, in that they stubbornly continued down a path that was no longer serving them, refusing to cut their losses after investing time into their policies – and putting their reputations on the line. It could also be said that both Truss and Kwarteng show signs of having a high external locus of control, in that they consistently blamed the environment around them, or each other, for the failure of their own decision making. When Kwarteng finally revealed that he was doing a U-turn on his tax cut policy, he refused to explain himself, simply stating that there is ‘humility and contrition’ when asked if he owes the public an apology. Similarly, when Truss was challenged to take accountability by the BBC, she said that ‘We didn’t get it right, and I have fixed the problem’, notably taking ownership of any resolution, but not failure.  Rigid, inflexible leadership styles led Truss and Kwarteng to stay committed to policies that were failing them, and to refuse expert external guidance. The time-pressured environment that they were working in, combined with elements of groupthink and privilege that were at play, resulted in a chaotic timeline of continuously poor choices, as well as a notable lack of empathy for those who were not like them. Ultimately, these were two individuals that were strong in self-belief and in their vision, but had a complete disconnect on the ‘people’ side of their thinking.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-did-liz-truss-and-kwasi-kwarteng-get-it-so-wrong-and-how-can-psychology-explain-their-downfall" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall?How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall?Clare Reynolds and Silvia Bogan Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her, market fundamentalist Kwasi Kwarteng. Both shared a strong background in finance and economic policy, which the public hoped would prime them well for the job ahead. Together, they promised to resolve the ongoing energy crisis, deliver economic growth through tax cuts, and devise a plan to save the NHS. And yet just 44 days later, a storm caught up with them.  What exactly went wrong? How do two prestigiously educated, ambitious leaders create a political mess that would force them to leave behind policies of their own making? Was it their shared ideology, or leadership style? Or can we attribute their decision-making to the pressured climate in which they were working?   How individual difference shapes leadership style To understand their failings as leaders, it’s crucial to examine who Truss and Kwarteng are as individuals first. Born into an incredibly left-wing family, Truss was, fascinatingly, the President of the Liberal Democrat Society at Oxford University. She shifted to Conservatism after identifying with those who shared “a commitment to personal freedom, and the ability to shape your own life and destiny”. It could be argued that with the Tories having been in power for so long, she was simply following a seat at the political table, proving that even in her younger years, she was able to make quick, discerning judgements about what would best enable her success.  Similarly, there was an element of mimicry at play within her leadership style, as she began to talk and dress like Margaret Thatcher – the only woman who has succeeded in British politics. And although it has now come to light that Kwarteng advised Truss to slow down her drastic measures, when it served her best, she shifted the blame and fired him to hold onto her position. As ever, a woman who was unafraid of making bold choices to chase, and remain in power. It has long been suggested that rigid Conservative self-identification is often reactionary against liberal politics, and if so, we are reminded of her identity as a true nonconformist, which she undoubtedly carried forward into her Prime Ministership. This is a trait Truss shared with Kwasi Kwarteng. Born to Ghanaian immigrants, Kwarteng was a minority who succeeded in an elitist school, which we could argue ‘empowered’ him to be different, and to feel different – maybe even superior. When we consider these two beginnings side by side, a pattern emerges of a desire to rebel, stand out, and go against the grain.   A lesson in groupthink Add to this mix the environment of ‘groupthink’, which is a feeling of invulnerability occurring when a group of like-minded thinkers reach a consensus without critical thinking, or evaluation of the consequences. Under these conditions, thinking becomes even more single-minded, and it is no coincidence that amongst the key decision makers here we have the authors of ‘Britannia Unchained’, Liz Truss, Kwasi Kwarteng, Priti Patel, Dominic Raab, and Chris Skidmore. The book has been described as a ‘Hunger Games Manifesto’, laying out some of the most right-wing ideas seen in decades.  When we consider that this clique was thinking and operating under a shared fiscal ideology, we begin to understand that there’s an element of group membership at play here. They felt driven to be utterly dynamic, a group of change-makers duty bound to break tradition. Kwarteng in particular hoped to challenge finance ministry groupthink, and combat the orthodoxy, and he and Truss earnestly believed their new measures would excite investors and unleash economic growth.  And yet, the creation of the mini-budget revealed that Kwarteng’s ‘bold new plan’ to boost spending, and make millions for the economy, included a tax cut for those who earn over £150,000 – the highest earners in our country. These policies revealed a complete disregard for the rest of society, which is unsurprising when we take into account the shared elitist, Oxford and Philosophy, Politics and Economics educated background of the core decision making group. The Labour party urged Truss and Kwarteng to reconsider, drawing attention to how many were making use of food banks during this time – and in the midst of this crisis the Conservatives wished to enhance the wealth of the few.  Failed cognitive decision-making Undoubtedly, one of the failings of both Truss and Kwarteng was their cognitive decision-making. Their dogmatism led them to be low on openness to experience, with a stubborn refusal to listen to outside views. The mini-budget was a financial statement published without the normal measures; usually it would come with an independent forecast from the Office of Budget and Responsibility, to allow for investors and journalists to check the numbers, and consider what is and isn’t possible. The Dunning-Kruger effect is a type of psychological bias that leads thinkers to overestimate their abilities compared to their counterparts, and we would do well to question whether this was at play for both Truss and Kwarteng. After the massive crash in the pound’s value, Kwarteng again vowed to reveal his plan to balance the books and pay for his tax cuts. There was a complete lack of communication; he never hinted that he was having second thoughts, and simply steamrolled ahead, expecting both public and market favour to follow. Arguably these were two leaders committing the sunk cost fallacy, in that they stubbornly continued down a path that was no longer serving them, refusing to cut their losses after investing time into their policies – and putting their reputations on the line. It could also be said that both Truss and Kwarteng show signs of having a high external locus of control, in that they consistently blamed the environment around them, or each other, for the failure of their own decision making. When Kwarteng finally revealed that he was doing a U-turn on his tax cut policy, he refused to explain himself, simply stating that there is ‘humility and contrition’ when asked if he owes the public an apology. Similarly, when Truss was challenged to take accountability by the BBC, she said that ‘We didn’t get it right, and I have fixed the problem’, notably taking ownership of any resolution, but not failure.  Rigid, inflexible leadership styles led Truss and Kwarteng to stay committed to policies that were failing them, and to refuse expert external guidance. The time-pressured environment that they were working in, combined with elements of groupthink and privilege that were at play, resulted in a chaotic timeline of continuously poor choices, as well as a notable lack of empathy for those who were not like them. Ultimately, these were two individuals that were strong in self-belief and in their vision, but had a complete disconnect on the ‘people’ side of their thinking.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-did-liz-truss-and-kwasi-kwarteng-get-it-so-wrong-and-how-can-psychology-explain-their-downfall" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasThe rise of ‘proximity bias’ and how you can tackle itThe rise of ‘proximity bias’ and how you can tackle itThe new normalBefore COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive distrust of working from home, with many managers questioning whether employees can truly remain engaged without constant supervision, or if they were really working the hours that they claimed. After the U.K. moved into lockdown, we witnessed a remote working transition from being a rare exemption to becoming the accepted ‘new normal’.Now, as many of us now transition back to the office, some of our colleagues will choose to remain remote, whilst others may prefer the hybrid model, offering increased flexibility and the potential for higher job satisfaction. However, a consequence of this mode of working is the risk of ‘proximity bias’ – the unconscious tendency for leaders to favour those who work ‘on-site’, over those who are hybrid or fully remote. In relation to our model of inclusion, we want to explore how proximity bias may affect the areas of culture, relationships and decision making. Read on to discover how these biases may manifest, and what leaders can do to tackle them.Does proximity correlate to productivity?One of the most tangible effects of proximity bias is the way in which it can impact company culture, which is largely due to the perception that working in-office results in higher levels of productivity. Research shows that one’s silent presence in the office directly influences employer’s perceptions of dedication and work ethic, even after the pandemic has proved that remote working can be just as impactful. This old-school ideology is perhaps best represented by figures such as Cabinet Minister Jacob Rees-Mogg, who recently insisted that all civil servants must cease working from home, and Lord Sugar, who incensed social media users with his derogatory comments regarding ‘lazy’ remote workers.As a result of these perceptions, proximity bias will create a less equitable company culture, where remote employees feel deprived of certain privileges as a consequence of being less visible. As remote working increases and we adjust to having less face-to-face contact, trust and communication will also begin to decline. We need to remain wary about this new level of separation; prioritising in-person meetings for important group projects may assist with this, as well as placing an importance on getting to know and onboarding all new hires face to face.The impact of technology on how we perceive each otherTo explore the effect of proximity bias on working relationships, we have to consider the impact of remote technology on how individuals are perceived. Studies show that delays in response when using platforms such as Zoom, Teams or even phone calls, can cause the remote-working individual to be thought of less positively. Technology cannot always be relied upon, and glitches in video or audio are often out of our control. which means that remote workers may suffer from harsher critique from their colleagues.Conflict resolution also naturally takes longer. There is more room for miscommunication when communicating long-distance, so we may miss key verbal or physical cues. Managers and leaders may be slower to pick up on problems or ‘feel out’ a situation, and naturally when it is harder to identify issues, it is harder to resolve them.Can remote working cause internal divisions?Hybrid and remote working will also tend to cause teams to fall more quickly and easily into silos and cliques, with those working in-office forming closer bonds than those working from home. Our research shows that remote workers form stronger bonds with those in the same mode of working, and yet by doing this they simultaneously disconnect from their office-based colleagues. A London law firm recently announced a lower rate of pay for their remote workers, an example of the type of divide that could lead to resentment between different groups.Managers must stay alert to whether cliques are forming amongst those who work in the office and try to minimise this by regular integrating all members of the team. This could be done by hosting daily or weekly group meetings and creating opportunities for both office and remote workers to socialise together. Leaders should also try to resolve conflict as quickly and calmly as possible; regularly checking in with remote employees enables managers to stay attuned to the needs of all team members.How managers can minimise proximity biasThe final consideration for leaders when it comes to managing proximity bias, is to explore its impact on key decisions, such as deciding on promotions. Research shows that when someone works remotely, they are often viewed as ‘absent’ from the workplace. Managers may be left feeling as though they don’t have enough evidence to properly evaluate the individual, and in the absence of evidence, we are prone to drawing false or biased conclusions. This poses the question of whether those who work ‘from the periphery’ may be excluded from receiving development opportunities.To avoid favouring those who work in-office, managers need to remain vigilant and collect performance-based evidence throughout the year, so that they’re not relying on superfluous information. They should also take care to track the output and progress of their employees, not simply time spent at screen.Remote working is clearly here to stay, and therefore it is important and necessary for managers to be aware of, and learn how to, limit proximity bias. They need the skills to cultivate trust within hybrid teams and support the growth and development of all employees – regardless of their mode of working.Discover how we can helpDo you have questions about how to manage hybrid teams and limit proximity bias in your organisation? Drop us an enquiry to info@pearnkandola.com, to start troubleshooting with our leadership experts today. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. 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They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/out-of-sight-out-of-mind-the-rise-of-bias-in-hybrid-working" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasThe rise of ‘proximity bias’ and how you can tackle itThe rise of ‘proximity bias’ and how you can tackle itThe new normalBefore COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive distrust of working from home, with many managers questioning whether employees can truly remain engaged without constant supervision, or if they were really working the hours that they claimed. After the U.K. moved into lockdown, we witnessed a remote working transition from being a rare exemption to becoming the accepted ‘new normal’.Now, as many of us now transition back to the office, some of our colleagues will choose to remain remote, whilst others may prefer the hybrid model, offering increased flexibility and the potential for higher job satisfaction. However, a consequence of this mode of working is the risk of ‘proximity bias’ – the unconscious tendency for leaders to favour those who work ‘on-site’, over those who are hybrid or fully remote. In relation to our model of inclusion, we want to explore how proximity bias may affect the areas of culture, relationships and decision making. Read on to discover how these biases may manifest, and what leaders can do to tackle them.Does proximity correlate to productivity?One of the most tangible effects of proximity bias is the way in which it can impact company culture, which is largely due to the perception that working in-office results in higher levels of productivity. Research shows that one’s silent presence in the office directly influences employer’s perceptions of dedication and work ethic, even after the pandemic has proved that remote working can be just as impactful. This old-school ideology is perhaps best represented by figures such as Cabinet Minister Jacob Rees-Mogg, who recently insisted that all civil servants must cease working from home, and Lord Sugar, who incensed social media users with his derogatory comments regarding ‘lazy’ remote workers.As a result of these perceptions, proximity bias will create a less equitable company culture, where remote employees feel deprived of certain privileges as a consequence of being less visible. As remote working increases and we adjust to having less face-to-face contact, trust and communication will also begin to decline. We need to remain wary about this new level of separation; prioritising in-person meetings for important group projects may assist with this, as well as placing an importance on getting to know and onboarding all new hires face to face.The impact of technology on how we perceive each otherTo explore the effect of proximity bias on working relationships, we have to consider the impact of remote technology on how individuals are perceived. Studies show that delays in response when using platforms such as Zoom, Teams or even phone calls, can cause the remote-working individual to be thought of less positively. Technology cannot always be relied upon, and glitches in video or audio are often out of our control. which means that remote workers may suffer from harsher critique from their colleagues.Conflict resolution also naturally takes longer. There is more room for miscommunication when communicating long-distance, so we may miss key verbal or physical cues. Managers and leaders may be slower to pick up on problems or ‘feel out’ a situation, and naturally when it is harder to identify issues, it is harder to resolve them.Can remote working cause internal divisions?Hybrid and remote working will also tend to cause teams to fall more quickly and easily into silos and cliques, with those working in-office forming closer bonds than those working from home. Our research shows that remote workers form stronger bonds with those in the same mode of working, and yet by doing this they simultaneously disconnect from their office-based colleagues. A London law firm recently announced a lower rate of pay for their remote workers, an example of the type of divide that could lead to resentment between different groups.Managers must stay alert to whether cliques are forming amongst those who work in the office and try to minimise this by regular integrating all members of the team. This could be done by hosting daily or weekly group meetings and creating opportunities for both office and remote workers to socialise together. Leaders should also try to resolve conflict as quickly and calmly as possible; regularly checking in with remote employees enables managers to stay attuned to the needs of all team members.How managers can minimise proximity biasThe final consideration for leaders when it comes to managing proximity bias, is to explore its impact on key decisions, such as deciding on promotions. Research shows that when someone works remotely, they are often viewed as ‘absent’ from the workplace. Managers may be left feeling as though they don’t have enough evidence to properly evaluate the individual, and in the absence of evidence, we are prone to drawing false or biased conclusions. This poses the question of whether those who work ‘from the periphery’ may be excluded from receiving development opportunities.To avoid favouring those who work in-office, managers need to remain vigilant and collect performance-based evidence throughout the year, so that they’re not relying on superfluous information. They should also take care to track the output and progress of their employees, not simply time spent at screen.Remote working is clearly here to stay, and therefore it is important and necessary for managers to be aware of, and learn how to, limit proximity bias. They need the skills to cultivate trust within hybrid teams and support the growth and development of all employees – regardless of their mode of working.Discover how we can helpDo you have questions about how to manage hybrid teams and limit proximity bias in your organisation? Drop us an enquiry to info@pearnkandola.com, to start troubleshooting with our leadership experts today. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/out-of-sight-out-of-mind-the-rise-of-bias-in-hybrid-working" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow to be an active allyHow to be an active allyWhen was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a racial stereotype, or something as subtle as watching a colleague be ignored or talked over. Did you think it was acceptable? Did you challenge that inappropriate behaviour? Did you even identify it as racism?In a study carried out by my fellow psychologists at Pearn Kandola, it was found that over half (52%) of Brits have observed racist behaviour at work. Although we’ve recently seen an increase in reported levels of inappropriate behaviours, sadly, most people who do witness racist behaviour do nothing about it.All of us who witness inappropriate behaviour are bystanders. But it’s your choice as to whether you’re a passive bystander or an active bystander.A passive bystander is someone who witnesses a behaviour but does nothing about it. An active bystander is someone who chooses to act when they witness a behaviour, challenging it in an attempt to prevent it from happening again.So, to those of you who claim not to be racist or claim to be actively anti-racist, I ask: Are you an active bystander?When do we need to challenge inappropriate behaviour?The answer to this question is simple: always. Inappropriate racist behaviour happens often, and whether you’re in a work setting, public setting, or personal setting, it needs to be challenged.The most obvious examples that might spring to mind are more overt acts of racism. For example, making jokes about someone’s nationality or using racial stereotypes. But racism can also manifest itself in more subtle ways that are less blatantly inappropriate, but still have a corrosive impact.  In these situations, the behaviour is likely to go unchallenged.Saying that an organisation is meritocratic when there is diversity at one level but not another, for example, is an act of racism itself. This is because it suggests that the issue of a lack of diversity isn’t an issue caused by the organisation, but that the issue instead sits with the diverse group of individuals.Similarly, racial evasiveness – to deny that problems occurring are race related – is also an act of racism. For instance, when discussing the Black Lives Matter protests earlier this year, a friend of mine recently said: “I don’t think people are angry about race, I think they’re angry at not being able to go out because of the pandemic.”The power of social normsEvery time racist behaviour occurs and goes unchallenged, it is normalised to those around us.  The more normal or common place or acceptable a behaviour is seen, the more likely it is to happen again, and so the cycle continues. Your response to the actions of those around you strongly impacts whether or not a behaviour is normalised or not, and it’s your responsibility to either accept or challenge that behaviour.It’s easy enough to suggest that we all must be active bystanders, but at the same time there are a number of reasons why those who witness racist behaviour in the workplace don’t report it. Witnesses may find themselves asking:Did I really just see that?Is there an element to their relationship I don’t know about?Did the victim bring this on themselves?Do I have the authority to challenge here?What will happen to me if I intervene?These seeds of doubt prevent many from standing up to racist behaviour. In order to tackle racism in the workplace, witnesses need to understand exactly what it is to be an active bystander.How to be an active bystanderBeing an active bystander doesn’t necessarily require you to confront a perpetrator face to face, then and there, as in some scenarios that may not be the most logical next step. In fact, there are four different methods of challenging, known as the Four D’s:DistractionIndirectly intervening with the situation, distraction involves interrupting the conversation and changing its focus. Particularly useful in public places or where you are unsure of how a perpetrator may act, this method involves talking to the person on the receiving end of the behaviour to stop the behaviour.DelegationDelegation involves reporting racist or inappropriate behaviour to seniors or those who can make a difference, like HR. This can be useful in a workplace setting, as long as you aren’t a senior member of staff.DelayThis involves delaying intervention until after the situation has ended. It might involve speaking to both parties, and is particularly useful in front of bigger groups where you’d like to avoid causing a scene, or if you’re a more junior member of staff. The important thing to remember when delaying is that you can’t delay forever, and it’s still important to bring the issue to light.DirectThe most obvious and perhaps most satisfying method of intervention is to be direct and challenge the behaviour then and there using a clear statement.When challenging behaviour directly, following these steps, known as the continuum of intervention, can help you gauge how to approach the situation:Seed sowing – for example, setting expectation at start of a meeting that behaviour in the meeting should be respectful and inclusive.Hypothetical – helping the perpetrator to recognise the potential impact of what they have just said – “What would our boss say if they overheard this conversation?” or “What would the papers do if they got hold of this email chain?”.Framework – using the strength of an organisation to back up your perspective, for example, “that’s not the way we do things here” or “that’s not in line with our values”.Direct Statement – calling behaviour out for what it is, for example, “I feel uncomfortable when you… and I would prefer you didn’t do that at work”. This is most impactful when personal pronouns are used to express your feelings towards the comments.Punitive – using formal procedures to raise a grievance or complaint.Of course, each of these methods of delivering a direct challenge are suited best to certain individuals or scenarios. The most effective challengers move up and down the continuum depending on the seriousness and longevity of the issue, as well as their relationship with the person concerned.It’s also important not to overplay direct challenges, as it could work against you. Many of my clients, for example, may tell you that I’m an extremely direct person, but that could work to my disadvantage in situations where a challenge I make could be ignored and shrugged off – “Don’t worry about her, she’s just a bit politically correct”.So, now, think back again to the last time you saw or heard someone say or do something racist at work. How would you now go about challenging that behaviour?Make sure that you are comfortable and confident in challenging behaviour, perhaps practicing what you might say if you find yourself in that very situation again. Being an active bystander takes conscious effort, and it may feel unnatural at first. But, with a little conscious effort, we can all start to help mould more positive social norms. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubRacism at Work Racism at Work Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. 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If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow to be an active allyHow to be an active allyWhen was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a racial stereotype, or something as subtle as watching a colleague be ignored or talked over. Did you think it was acceptable? Did you challenge that inappropriate behaviour? Did you even identify it as racism?In a study carried out by my fellow psychologists at Pearn Kandola, it was found that over half (52%) of Brits have observed racist behaviour at work. Although we’ve recently seen an increase in reported levels of inappropriate behaviours, sadly, most people who do witness racist behaviour do nothing about it.All of us who witness inappropriate behaviour are bystanders. But it’s your choice as to whether you’re a passive bystander or an active bystander.A passive bystander is someone who witnesses a behaviour but does nothing about it. An active bystander is someone who chooses to act when they witness a behaviour, challenging it in an attempt to prevent it from happening again.So, to those of you who claim not to be racist or claim to be actively anti-racist, I ask: Are you an active bystander?When do we need to challenge inappropriate behaviour?The answer to this question is simple: always. Inappropriate racist behaviour happens often, and whether you’re in a work setting, public setting, or personal setting, it needs to be challenged.The most obvious examples that might spring to mind are more overt acts of racism. For example, making jokes about someone’s nationality or using racial stereotypes. But racism can also manifest itself in more subtle ways that are less blatantly inappropriate, but still have a corrosive impact.  In these situations, the behaviour is likely to go unchallenged.Saying that an organisation is meritocratic when there is diversity at one level but not another, for example, is an act of racism itself. This is because it suggests that the issue of a lack of diversity isn’t an issue caused by the organisation, but that the issue instead sits with the diverse group of individuals.Similarly, racial evasiveness – to deny that problems occurring are race related – is also an act of racism. For instance, when discussing the Black Lives Matter protests earlier this year, a friend of mine recently said: “I don’t think people are angry about race, I think they’re angry at not being able to go out because of the pandemic.”The power of social normsEvery time racist behaviour occurs and goes unchallenged, it is normalised to those around us.  The more normal or common place or acceptable a behaviour is seen, the more likely it is to happen again, and so the cycle continues. Your response to the actions of those around you strongly impacts whether or not a behaviour is normalised or not, and it’s your responsibility to either accept or challenge that behaviour.It’s easy enough to suggest that we all must be active bystanders, but at the same time there are a number of reasons why those who witness racist behaviour in the workplace don’t report it. Witnesses may find themselves asking:Did I really just see that?Is there an element to their relationship I don’t know about?Did the victim bring this on themselves?Do I have the authority to challenge here?What will happen to me if I intervene?These seeds of doubt prevent many from standing up to racist behaviour. In order to tackle racism in the workplace, witnesses need to understand exactly what it is to be an active bystander.How to be an active bystanderBeing an active bystander doesn’t necessarily require you to confront a perpetrator face to face, then and there, as in some scenarios that may not be the most logical next step. In fact, there are four different methods of challenging, known as the Four D’s:DistractionIndirectly intervening with the situation, distraction involves interrupting the conversation and changing its focus. Particularly useful in public places or where you are unsure of how a perpetrator may act, this method involves talking to the person on the receiving end of the behaviour to stop the behaviour.DelegationDelegation involves reporting racist or inappropriate behaviour to seniors or those who can make a difference, like HR. This can be useful in a workplace setting, as long as you aren’t a senior member of staff.DelayThis involves delaying intervention until after the situation has ended. It might involve speaking to both parties, and is particularly useful in front of bigger groups where you’d like to avoid causing a scene, or if you’re a more junior member of staff. The important thing to remember when delaying is that you can’t delay forever, and it’s still important to bring the issue to light.DirectThe most obvious and perhaps most satisfying method of intervention is to be direct and challenge the behaviour then and there using a clear statement.When challenging behaviour directly, following these steps, known as the continuum of intervention, can help you gauge how to approach the situation:Seed sowing – for example, setting expectation at start of a meeting that behaviour in the meeting should be respectful and inclusive.Hypothetical – helping the perpetrator to recognise the potential impact of what they have just said – “What would our boss say if they overheard this conversation?” or “What would the papers do if they got hold of this email chain?”.Framework – using the strength of an organisation to back up your perspective, for example, “that’s not the way we do things here” or “that’s not in line with our values”.Direct Statement – calling behaviour out for what it is, for example, “I feel uncomfortable when you… and I would prefer you didn’t do that at work”. This is most impactful when personal pronouns are used to express your feelings towards the comments.Punitive – using formal procedures to raise a grievance or complaint.Of course, each of these methods of delivering a direct challenge are suited best to certain individuals or scenarios. The most effective challengers move up and down the continuum depending on the seriousness and longevity of the issue, as well as their relationship with the person concerned.It’s also important not to overplay direct challenges, as it could work against you. Many of my clients, for example, may tell you that I’m an extremely direct person, but that could work to my disadvantage in situations where a challenge I make could be ignored and shrugged off – “Don’t worry about her, she’s just a bit politically correct”.So, now, think back again to the last time you saw or heard someone say or do something racist at work. How would you now go about challenging that behaviour?Make sure that you are comfortable and confident in challenging behaviour, perhaps practicing what you might say if you find yourself in that very situation again. Being an active bystander takes conscious effort, and it may feel unnatural at first. But, with a little conscious effort, we can all start to help mould more positive social norms. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/be-an-active-bystander" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow leaders can identify racial traumaHow leaders can identify racial traumaProfessor Binna Kandola, co-founder and senior partner, Pearn KandolaThe evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of BAME (Black, Asian & Minority Ethnic) representation at senior levels are gathering momentum – both in the media and in corporate culture itself – and some organisations are beginning to put measures in place to ensure greater fairness and transparency in their processes.However, while it’s right to act on these problems, we are missing a key component in truly overcoming them. Namely, the psychological element. Tackling the issues at their root is important, and strong and decisive leadership is required in order to do so. But we also need to address the impact that they may already have had.Specifically, we need leaders to develop their understanding of racial trauma.What is racial trauma?Just as we are becoming more aware of the presence of modern racism in the workplace, so too are we developing our understanding of the importance of taking care of our mental health. A large part of this discussion is the impact that work can have. After all, many of us spend a large chunk of our waking day at work. It should come as no surprise that it can have a significant impact on our wellbeing.It is encouraging to see so many leaders developing their understanding of modern racism and of mental health, however they are failing to recognise how these two issues intersect.This is where the discussion of racial trauma comes into play. It is a term used to describe the very specific ways in which racism impacts the psychological health of people of colour. Racial trauma describes the emotional impact that racism has on individuals and in turn how this affects the person’s physical and psychological wellbeing.Racial trauma is a vital concept for leaders to be aware of, as it can help them better understand BAME employees’ vulnerability to psychological injury in the workplace.Whilst there is an understandable focus on direct, obvious and blatant acts, this does not describe the whole picture at all. The majority of racist events are subtle in nature, with examples including not being greeted, being excluded from social events, being assumed to work in a lower role or being spoken to in a hostile manner. To someone who may be present when these acts occur, they may not seem like much. However, for those on the receiving end of such behaviour, they cause significant distress. They also can lead to issues such as low self-esteem, self-doubt and loss of self-confidence.And yet, there is little discussion of racial trauma in a workplace setting.What impact does racial trauma have?Both overt and covert forms of racism have been linked to various manifestations of psychological distress, including depression and low mood, anxiety and post-traumatic stress disorder. This distress can manifest in a multitude of ways though; emotionally, cognitively, behaviourally or even physiologically.Cognitive responses often include flashbacks, negatively appraising neutral events or developing low self-esteem.Behavioural responses include avoiding situations that remind the person of a racist experience.Emotional response, or race-based stress, may manifest itself through anger, anxiety, low mood, shame and guilt.Finally, many targets of racism report physical effects, such as gastrological complaints, high blood pressure, headaches or migraines.It is important that leaders are able to recognise all of these manifestations, as part of their education on racial trauma. They must also recognise the need for proper support to overcome these issues.What can leaders do?The fear of retaliation, exclusion or ‘being seen as a troublemaker’ means that BAME employees are often reluctant to discuss their experience, seek support internally or report racist incidents. Indeed, our own previous research at Pearn Kandola found that a third of black (34%) and Asian (36%) employees would take no action after witnessing an act of racism in the workplace. Of all respondents who said that they would take no action, two-fifths (39%) said it was due to fear of the consequences of doing so.Therefore, we need leaders who are not only aware of these issues, but are also genuinely open to hearing about them.This will require a significant change from the current mentality. Organisations tend to respond defensively when confronted with allegations of racism, partly because key individuals in HR and leadership positions are intimidated by the legal ramifications of racist abuse within their organisations. However, they also respond defensively because these allegations clash with the dominant, liberal view of the world. Many will even claim to be ‘colour-blind’, a mindset which will only make them more unhappy when faced with the prospect of racism within their ranks.This kind of response is extremely unhelpful, and in reality, will only serve to exacerbate the problem of modern racism – and by extension, racial trauma. What we need is to develop cultures of psychological safety, in which BAME team members feel they can come forward and speak openly about their experiences. Only then will we be in a position to truly address the risk that racial trauma poses. In the new book, Free to Soar: Race and Wellbeing in Organisations, racial trauma is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth by a team of business psychologists and edited by Professor Binna Kandola. Please see here for more information. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-leaders-can-identify-racial-trauma" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubRacism at Work Racism at Work Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. 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If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow leaders can identify racial traumaHow leaders can identify racial traumaProfessor Binna Kandola, co-founder and senior partner, Pearn KandolaThe evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of BAME (Black, Asian & Minority Ethnic) representation at senior levels are gathering momentum – both in the media and in corporate culture itself – and some organisations are beginning to put measures in place to ensure greater fairness and transparency in their processes.However, while it’s right to act on these problems, we are missing a key component in truly overcoming them. Namely, the psychological element. Tackling the issues at their root is important, and strong and decisive leadership is required in order to do so. But we also need to address the impact that they may already have had.Specifically, we need leaders to develop their understanding of racial trauma.What is racial trauma?Just as we are becoming more aware of the presence of modern racism in the workplace, so too are we developing our understanding of the importance of taking care of our mental health. A large part of this discussion is the impact that work can have. After all, many of us spend a large chunk of our waking day at work. It should come as no surprise that it can have a significant impact on our wellbeing.It is encouraging to see so many leaders developing their understanding of modern racism and of mental health, however they are failing to recognise how these two issues intersect.This is where the discussion of racial trauma comes into play. It is a term used to describe the very specific ways in which racism impacts the psychological health of people of colour. Racial trauma describes the emotional impact that racism has on individuals and in turn how this affects the person’s physical and psychological wellbeing.Racial trauma is a vital concept for leaders to be aware of, as it can help them better understand BAME employees’ vulnerability to psychological injury in the workplace.Whilst there is an understandable focus on direct, obvious and blatant acts, this does not describe the whole picture at all. The majority of racist events are subtle in nature, with examples including not being greeted, being excluded from social events, being assumed to work in a lower role or being spoken to in a hostile manner. To someone who may be present when these acts occur, they may not seem like much. However, for those on the receiving end of such behaviour, they cause significant distress. They also can lead to issues such as low self-esteem, self-doubt and loss of self-confidence.And yet, there is little discussion of racial trauma in a workplace setting.What impact does racial trauma have?Both overt and covert forms of racism have been linked to various manifestations of psychological distress, including depression and low mood, anxiety and post-traumatic stress disorder. This distress can manifest in a multitude of ways though; emotionally, cognitively, behaviourally or even physiologically.Cognitive responses often include flashbacks, negatively appraising neutral events or developing low self-esteem.Behavioural responses include avoiding situations that remind the person of a racist experience.Emotional response, or race-based stress, may manifest itself through anger, anxiety, low mood, shame and guilt.Finally, many targets of racism report physical effects, such as gastrological complaints, high blood pressure, headaches or migraines.It is important that leaders are able to recognise all of these manifestations, as part of their education on racial trauma. They must also recognise the need for proper support to overcome these issues.What can leaders do?The fear of retaliation, exclusion or ‘being seen as a troublemaker’ means that BAME employees are often reluctant to discuss their experience, seek support internally or report racist incidents. Indeed, our own previous research at Pearn Kandola found that a third of black (34%) and Asian (36%) employees would take no action after witnessing an act of racism in the workplace. Of all respondents who said that they would take no action, two-fifths (39%) said it was due to fear of the consequences of doing so.Therefore, we need leaders who are not only aware of these issues, but are also genuinely open to hearing about them.This will require a significant change from the current mentality. Organisations tend to respond defensively when confronted with allegations of racism, partly because key individuals in HR and leadership positions are intimidated by the legal ramifications of racist abuse within their organisations. However, they also respond defensively because these allegations clash with the dominant, liberal view of the world. Many will even claim to be ‘colour-blind’, a mindset which will only make them more unhappy when faced with the prospect of racism within their ranks.This kind of response is extremely unhelpful, and in reality, will only serve to exacerbate the problem of modern racism – and by extension, racial trauma. What we need is to develop cultures of psychological safety, in which BAME team members feel they can come forward and speak openly about their experiences. Only then will we be in a position to truly address the risk that racial trauma poses. In the new book, Free to Soar: Race and Wellbeing in Organisations, racial trauma is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth by a team of business psychologists and edited by Professor Binna Kandola. Please see here for more information. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-leaders-can-identify-racial-trauma" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow social identity and stereotypes play out in the workplaceHow social identity and stereotypes play out in the workplaceby Elizabeth Yardley, PsychologistThroughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted – a smile, a nod, a “good morning” – failing to appreciate the psychological ‘boost’ they provide our self-esteem and wellbeing. But the truth is that even the smallest interaction serves an important role, reinforcing that we belong and are valued as part of a group.Those who are accepted as part of an environment’s majority group may assume that everyone regularly receives these social cues. However, research shows that the experience of minorities can be very different.What is social identity?We naturally categorise people into different social groups, based on their characteristics. It’s how our brains have evolved; to simplify and make sense of the world around us. These categories can be based on surface-level differences, such as gender, ethnicity and age, or deeper-level differences, such as personality or sexuality. We identify more easily with those we share characteristics with, sharing a ‘social’ identity and seeing ourselves as part of that ‘in-group’.The fact that our brains work in this way means that we spend a significant proportion of our waking hours in artificial ‘tribes’. The dominant tribe in Western society has historically been white and male. If you’ve never known anything different, you probably don’t give this much thought. If you’re a white male in particular, you’re likely to be constantly reminded of your membership of the dominant group whenever you look around your organisation.But the experience of a minority, particularly in terms of ethnicity, is likely to be very different. We are much more likely to define someone by a single shared characteristic when our understanding of them as an individual is lacking or flawed. So, a lack of meaningful contact with the majority group puts minorities at risk of stereotyping, bias and micro-incivilities.The cumulative impact of these behaviours on our people decisions is that minorities will often see fewer people who are similar to them in senior positions. They will have fewer opportunities to excel and develop, and may even find that they’re overlooked for certain roles or responsibilities. But when managers make an effort to ensure that minorities feel fully integrated into their team, they are more likely to feel that their performance is comparable with that of the majority group.It’s clear, therefore, that having surface-level differences pointed out can make members of minority groups feel like outsiders. It goes deeper than that, though. It can also be predictive of job performance and whether someone will even remain in an organisation.Why ‘we’ is important for a sense of ‘me’It’s important that neither a shared social identity nor the inclusion of minority members in the majority group are seen as “nice to have.”In the workplace, a shared social identity conveys several benefits, both to the individual and to the wider group. We may, for instance, feel a greater sense of purpose and be more motivated to contribute to the success of our team. After all, their success is our success; just think about how good you feel when your favourite sports team wins a match.We also feel stronger than we do alone. We perceive that we have more support available to us and are more likely to stretch ourselves, take on demanding tasks and persist when faced with challenges. We know that we’re more likely to receive discretionary help from our ‘in-group’ if things become too much.How can we foster stronger social identities?It’s clear that an inclusive culture isn’t simply a perk or an added bonus. It addresses a fundamental human need, and one which directly correlates with our ability to perform at our best.Many organisations have adopted a “we’re all the same” approach to inclusion, emphasising shared characteristics. Such approaches are often well-intentioned, aiming to create a shared identity. But in reality, they suppress minorities. They encourage people to adapt their thoughts, behaviour and sense of self to fit the environment around them. In some organisations, this environment has inadvertently been created by having an unwritten rule that, to progress, you need to act more like the dominant group.A genuinely inclusive culture celebrates different group identities. Of course, this doesn’t happen by accident; it requires conscious effort and needs to be continuously reinforced. While there is much an organisation can do to encourage this – such as celebrating the religious festivals of various different faiths – line managers clearly play a key role. The extent to which they encourage diversity of thought and expression of difference will either reinforce the central messages of the organisation or contradict them.To sum up…Our social environment is essential to our self-esteem, confidence and wellbeing. But many organisations favour individuals who have an affinity with the majority group. In Western organisations, able-bodied white individuals are likely to receive a psychological boost every time they look around them. As a result, minorities are at a distinct disadvantage, and research suggests that this could have a profoundly negative effect on both their health and performance.Until the link between having a shared group identity and good mental and physical health becomes more widely recognised, we must make sure that our leaders don’t lose sight of the importance of social identity within our organisations.This is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth In the new book, Free to Soar: Race and Wellbeing in Organisations, by a team of business psychologists, edited by Professor Binna Kandola.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-social-identity-and-stereotypes-play-out-in-the-workplace" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubRacism at Work Racism at Work Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow social identity and stereotypes play out in the workplaceHow social identity and stereotypes play out in the workplaceby Elizabeth Yardley, PsychologistThroughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted – a smile, a nod, a “good morning” – failing to appreciate the psychological ‘boost’ they provide our self-esteem and wellbeing. But the truth is that even the smallest interaction serves an important role, reinforcing that we belong and are valued as part of a group.Those who are accepted as part of an environment’s majority group may assume that everyone regularly receives these social cues. However, research shows that the experience of minorities can be very different.What is social identity?We naturally categorise people into different social groups, based on their characteristics. It’s how our brains have evolved; to simplify and make sense of the world around us. These categories can be based on surface-level differences, such as gender, ethnicity and age, or deeper-level differences, such as personality or sexuality. We identify more easily with those we share characteristics with, sharing a ‘social’ identity and seeing ourselves as part of that ‘in-group’.The fact that our brains work in this way means that we spend a significant proportion of our waking hours in artificial ‘tribes’. The dominant tribe in Western society has historically been white and male. If you’ve never known anything different, you probably don’t give this much thought. If you’re a white male in particular, you’re likely to be constantly reminded of your membership of the dominant group whenever you look around your organisation.But the experience of a minority, particularly in terms of ethnicity, is likely to be very different. We are much more likely to define someone by a single shared characteristic when our understanding of them as an individual is lacking or flawed. So, a lack of meaningful contact with the majority group puts minorities at risk of stereotyping, bias and micro-incivilities.The cumulative impact of these behaviours on our people decisions is that minorities will often see fewer people who are similar to them in senior positions. They will have fewer opportunities to excel and develop, and may even find that they’re overlooked for certain roles or responsibilities. But when managers make an effort to ensure that minorities feel fully integrated into their team, they are more likely to feel that their performance is comparable with that of the majority group.It’s clear, therefore, that having surface-level differences pointed out can make members of minority groups feel like outsiders. It goes deeper than that, though. It can also be predictive of job performance and whether someone will even remain in an organisation.Why ‘we’ is important for a sense of ‘me’It’s important that neither a shared social identity nor the inclusion of minority members in the majority group are seen as “nice to have.”In the workplace, a shared social identity conveys several benefits, both to the individual and to the wider group. We may, for instance, feel a greater sense of purpose and be more motivated to contribute to the success of our team. After all, their success is our success; just think about how good you feel when your favourite sports team wins a match.We also feel stronger than we do alone. We perceive that we have more support available to us and are more likely to stretch ourselves, take on demanding tasks and persist when faced with challenges. We know that we’re more likely to receive discretionary help from our ‘in-group’ if things become too much.How can we foster stronger social identities?It’s clear that an inclusive culture isn’t simply a perk or an added bonus. It addresses a fundamental human need, and one which directly correlates with our ability to perform at our best.Many organisations have adopted a “we’re all the same” approach to inclusion, emphasising shared characteristics. Such approaches are often well-intentioned, aiming to create a shared identity. But in reality, they suppress minorities. They encourage people to adapt their thoughts, behaviour and sense of self to fit the environment around them. In some organisations, this environment has inadvertently been created by having an unwritten rule that, to progress, you need to act more like the dominant group.A genuinely inclusive culture celebrates different group identities. Of course, this doesn’t happen by accident; it requires conscious effort and needs to be continuously reinforced. While there is much an organisation can do to encourage this – such as celebrating the religious festivals of various different faiths – line managers clearly play a key role. The extent to which they encourage diversity of thought and expression of difference will either reinforce the central messages of the organisation or contradict them.To sum up…Our social environment is essential to our self-esteem, confidence and wellbeing. But many organisations favour individuals who have an affinity with the majority group. In Western organisations, able-bodied white individuals are likely to receive a psychological boost every time they look around them. As a result, minorities are at a distinct disadvantage, and research suggests that this could have a profoundly negative effect on both their health and performance.Until the link between having a shared group identity and good mental and physical health becomes more widely recognised, we must make sure that our leaders don’t lose sight of the importance of social identity within our organisations.This is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth In the new book, Free to Soar: Race and Wellbeing in Organisations, by a team of business psychologists, edited by Professor Binna Kandola.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-social-identity-and-stereotypes-play-out-in-the-workplace" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe role leaders have in promoting wellbeing and addressing micro-incivilitiesThe role leaders have in promoting wellbeing and addressing micro-incivilitiesLouise Weston, Managing Psychologist, Pearn KandolaThere’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced and varied job. In recent times though, wellbeing has become an important consideration for employers, and the notion of wellbeing reaches every aspect of work life – including diversity.We know that diverse teams are successful teams, and we know that the benefits of diversity are unparalleled. But as a leader, your role needs to go beyond building diverse teams, to proactively creating an inclusive and safe environment in which all can thrive. This means tackling subjects like racism, head on.We see racism in many forms. It can be overt, expressed through hostile language or blatant discrimination. Or it can be more subtle, going unnoticed and often unchallenged. Micro-incivilities are one such example of this kind of subtle racism.What are micro-incivilities and what is their impact on our mental health? Boiling them down to their basics, micro-incivilities (MIs) refer to the kind of daily, commonplace behaviours or aspects of an environment that signal to members of minority groups that they do not belong or that that they are not welcome.The intent to harm can be ambiguous in these instances, and discomfort about being around minorities can be displayed in any number of ways; some blatant, others more subtle.MIs have a significant impact on wellbeing, and some believe that they can even have a greater impact on the victims than overt forms of discrimination.Research has found that there are four ways in which the stress caused by micro behaviours impacts health and wellbeing:Biological impact: direct physiological reactions, such as changes in blood pressure or heart rate, or changes in the immune system. Studies have reported that these changes then go on to impact physical health, possible even leading to increased hypotension, a decrease in the immune system’s efficiency and increased susceptibility to disease.Cognitive impact: thoughts and beliefs about the meaning of the stressor. The small, ambiguous element of MIs can create a very specific type of stress as the recipient tries to make sense of what has happened. ‘Am I imagining this? Did they just say what I thought they said? Am I being over-sensitive?’ Of course, making sense of such ambiguity takes attention and focus, which, in turn, has the potential to create more problems, such as perceived inattention at work.Emotional impact: MIs can cause feelings of anger, anxiety and depression or feelings of hopelessness.Behavioural impact: coping strategies or behavioural adjustments, which may make the situation better or worse.Why leaders should be empowered to become workplace wellbeing paragons As a person in a position of power, leaders should set the tone by challenging any MIs they may have witnessed. This sends a powerful message about the seriousness of this type of behaviour – that it is not small and insignificant and that it does have consequences, whether intended or not.It’s important that a leader is mindful to not ‘speak for’ those who have experienced the MI though, but instead, focuses specifically on the behaviour and its impact. Highlighting the ongoing nature of such behaviour can be especially powerful: for example, ‘In the meeting I noticed you talked over Amit three times. You didn’t talk over anyone else.’While leaders can play an especially important role in highlighting and naming MIs though, anyone who is a witness can play a part in ‘making the invisible visible’.How can leaders reduce the impact of micro-incivilities?We know that social support can be a powerful buffer against the stress caused by MIs. Such reassurance reduces feelings of isolation and lets someone know they are not alone. At a practical level, supporters can share and explore potential responses to MIs. While, at the cognitive level  support reduces ambiguity, and therefore rumination, by providing additional validation of an experience. Such support from majority group members who identify MIs can be powerful in validating these experiences.The role of mentors Building and using a strong support network is one key way in which individuals can mitigate some of the stress caused by a MI. One mechanism for developing our networks is through mentoring. Research suggests that mentees benefit from mentoring through greater productivity, while they also gain networking skills and become better equipped to handle stress.These latter two benefits could be critical in navigating MIs within organisations and minimising their impact. Mentors are also likely to be relatively senior, so, as well as being able to provide emotional support, they also have the potential to give more instrumental support (support relating to tangible help or assistance) to mentees experiencing MIs. They can be powerful allies and challengers of such behaviours, as well as providing advice on how best to deal with it.Leaders have, and must accept, a considerable role in promoting wellbeing and addressing MIs. Though successful change has to start at the top, its ripples must reach every member of the organisation: making everyone accountable.In the new book, Free to Soar: Race and Wellbeing in Organisations, this is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth by a team of business psychologists and edited by Professor Kandola. Please see here for more information.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-role-leaders-have-in-promoting-wellbeing-and-addressing-micro-incivilities" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe role leaders have in promoting wellbeing and addressing micro-incivilitiesThe role leaders have in promoting wellbeing and addressing micro-incivilitiesLouise Weston, Managing Psychologist, Pearn KandolaThere’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced and varied job. In recent times though, wellbeing has become an important consideration for employers, and the notion of wellbeing reaches every aspect of work life – including diversity.We know that diverse teams are successful teams, and we know that the benefits of diversity are unparalleled. But as a leader, your role needs to go beyond building diverse teams, to proactively creating an inclusive and safe environment in which all can thrive. This means tackling subjects like racism, head on.We see racism in many forms. It can be overt, expressed through hostile language or blatant discrimination. Or it can be more subtle, going unnoticed and often unchallenged. Micro-incivilities are one such example of this kind of subtle racism.What are micro-incivilities and what is their impact on our mental health? Boiling them down to their basics, micro-incivilities (MIs) refer to the kind of daily, commonplace behaviours or aspects of an environment that signal to members of minority groups that they do not belong or that that they are not welcome.The intent to harm can be ambiguous in these instances, and discomfort about being around minorities can be displayed in any number of ways; some blatant, others more subtle.MIs have a significant impact on wellbeing, and some believe that they can even have a greater impact on the victims than overt forms of discrimination.Research has found that there are four ways in which the stress caused by micro behaviours impacts health and wellbeing:Biological impact: direct physiological reactions, such as changes in blood pressure or heart rate, or changes in the immune system. Studies have reported that these changes then go on to impact physical health, possible even leading to increased hypotension, a decrease in the immune system’s efficiency and increased susceptibility to disease.Cognitive impact: thoughts and beliefs about the meaning of the stressor. The small, ambiguous element of MIs can create a very specific type of stress as the recipient tries to make sense of what has happened. ‘Am I imagining this? Did they just say what I thought they said? Am I being over-sensitive?’ Of course, making sense of such ambiguity takes attention and focus, which, in turn, has the potential to create more problems, such as perceived inattention at work.Emotional impact: MIs can cause feelings of anger, anxiety and depression or feelings of hopelessness.Behavioural impact: coping strategies or behavioural adjustments, which may make the situation better or worse.Why leaders should be empowered to become workplace wellbeing paragons As a person in a position of power, leaders should set the tone by challenging any MIs they may have witnessed. This sends a powerful message about the seriousness of this type of behaviour – that it is not small and insignificant and that it does have consequences, whether intended or not.It’s important that a leader is mindful to not ‘speak for’ those who have experienced the MI though, but instead, focuses specifically on the behaviour and its impact. Highlighting the ongoing nature of such behaviour can be especially powerful: for example, ‘In the meeting I noticed you talked over Amit three times. You didn’t talk over anyone else.’While leaders can play an especially important role in highlighting and naming MIs though, anyone who is a witness can play a part in ‘making the invisible visible’.How can leaders reduce the impact of micro-incivilities?We know that social support can be a powerful buffer against the stress caused by MIs. Such reassurance reduces feelings of isolation and lets someone know they are not alone. At a practical level, supporters can share and explore potential responses to MIs. While, at the cognitive level  support reduces ambiguity, and therefore rumination, by providing additional validation of an experience. Such support from majority group members who identify MIs can be powerful in validating these experiences.The role of mentors Building and using a strong support network is one key way in which individuals can mitigate some of the stress caused by a MI. One mechanism for developing our networks is through mentoring. Research suggests that mentees benefit from mentoring through greater productivity, while they also gain networking skills and become better equipped to handle stress.These latter two benefits could be critical in navigating MIs within organisations and minimising their impact. Mentors are also likely to be relatively senior, so, as well as being able to provide emotional support, they also have the potential to give more instrumental support (support relating to tangible help or assistance) to mentees experiencing MIs. They can be powerful allies and challengers of such behaviours, as well as providing advice on how best to deal with it.Leaders have, and must accept, a considerable role in promoting wellbeing and addressing MIs. Though successful change has to start at the top, its ripples must reach every member of the organisation: making everyone accountable.In the new book, Free to Soar: Race and Wellbeing in Organisations, this is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth by a team of business psychologists and edited by Professor Kandola. Please see here for more information.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-role-leaders-have-in-promoting-wellbeing-and-addressing-micro-incivilities" - ], - [ - "#comp-kzea1e5n{visibility:hidden !important;}top of page Home Mindfulness Subscribe Contact More Use tab to navigate through the menu items. Welcome to Pearn Kandola Wellbeing Wellbeing starts with you Our Mindfulness practitioner Tracey Moggeridge is posting thought pieces, meditations, and practical tools that we hope will help people with their mental wellbeing whatever the challenges they face personally.  Simply subscribe and you will be sent a notification as and when new blogs are published. Home: Welcome All PostsMindfulnessWellbeingReflectionGratitudeBreathAcceptanceNatureCompassionKindnessMeditationThoughtsRelaxationNegativity BiasBody-scanStillnessSilenceSelf-careR.A.I.NEmotionsLoving KindnessResilienceMindfully activeHabitMantraFamiliarFearGoal settingPoetrySlowSelf-care Search traceymJan 15, 2021 Mindfulness 2021 style Hi all It's been a while since you had one of my rambles. New Year resolution, learn to be more concise. So hello 2021, you are offering... 153 views0 comments 2 likes. Post not marked as liked2 traceymAug 24, 2020 Meeting people at their difficulties I was tuned into a podcast with the host interviewing Jon Kabat-Zinn, if you are new to the mindfulness field he's basically the pin-up,... 141 views0 comments 2 likes. Post not marked as liked2 traceymAug 18, 2020 What it is to offer someone hope, with real presence Someone got me pondering on how we often start off, or sign off on conversations, messages, emails etc with…hope Hope you are well Hope... 129 views1 comment 1 like. Post not marked as liked1 traceymAug 14, 2020 An attitude of gratitude for a mood-boost The practice of Gratitude might seem a ju ju style, hookie, hippy soft and fluffy practice, but on a physiological level it rewards us... 108 views0 comments 2 likes. Post not marked as liked2 traceymAug 10, 2020 When life changes how to roll with its punches Life can turn on a dime, but how many of us know how to roll with the punches, come out smiling, stronger, changed, and be a force for... 163 views0 comments 3 likes. Post not marked as liked3 traceymAug 6, 2020 67. What can tie you more deeply to your mindfulness practice? I was on Instagram the other day and a chap I follow set us a challenge. He is a keen runner, but lock-down had seen his motivation and... 47 views0 comments 1 like. Post not marked as liked1 traceymAug 3, 2020 66. Regular meditation practice preventing re-occurring depression So to keep you mindful kids on your toes I want you to think about the insights you glean from the time you spend in meditation and why... 96 views0 comments 1 like. Post not marked as liked1 traceymJul 31, 2020 65. Moving with the times As some of you will know I have been writing these blog posts for around four months now. Going forward the content may alter a little to... 43 views0 comments Post not marked as liked traceymJul 29, 2020 64. Why do we forget the things that matter most? Listening to a podcast the other morning on principles of Buddhist psychology, the podcast host Tara Brach talked to the value of... 69 views0 comments 1 like. Post not marked as liked1 traceymJul 27, 2020 63. Take a moment for calm Abraham Lincoln once said: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” If our minds are... 71 views0 comments 4 likes. Post not marked as liked4 traceymJul 23, 2020 62.Take a different view We sometimes forget just how in charge we are, of our own destiny; of the way our relationships develop or unfold, actions, moments - we... 41 views0 comments Post not marked as liked traceymJul 20, 2020 61. Admit Something... A poem to start your week with, and as we slowly learn to reconnect more readily with loved ones - a call to tune into your heart spaces... 54 views0 comments 2 likes. Post not marked as liked2 traceymJul 17, 2020 60. Noticing thoughts It's a pithy one from me today, continuing the theme of observing habits of thoughts I have recorded a guided meditation to support your... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 15, 2020 59. When your practice goes to the dogs So, this morning full of positive intention I settled into my meditation practice, a guided 25 minute practice. I was feeling settled,... 48 views0 comments 2 likes. Post not marked as liked2 traceymJul 13, 2020 58. The non-sexy practice of noticing How often do you observe the habits of your own mind? It is not something many of us even begin to consider. I mean it is not the most... 39 views0 comments Post not marked as liked traceymJul 9, 2020 57. Are you sitting comfortably? Posture – it's often subconscious, we slump when we feel tired, or defeated, upright when we are curious, interested…and did you know,... 35 views0 comments 2 likes. Post not marked as liked2 traceymJul 8, 2020 56. Finding peace in chaos I wanted to share a little insight into the meditation practice of another Breathworks teacher – he posted a video his wife took of him,... 29 views0 comments Post not marked as liked traceymJul 7, 2020 55. Connecting with nature The other morning I took a run as I often do, but I was listening to a podcast that was talking about the topic of loneliness. In... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 6, 2020 54. Offering kindness to a stranger Loneliness is a big hard-hitting mother trucker, and many of us are still feeling a level of disconnect from our loved-ones. Loneliness... 52 views0 comments 2 likes. Post not marked as liked2 traceymJul 3, 2020 53. Finding peace in challenging times Is it just me or does it feel like an unbelievable rollercoaster? So much emotion, pain, rawness all around, it's hard to keep yourself... 33 views0 comments Post not marked as liked 1 Home: Blog2 Home: Subscribe Subscribe Form Submit Pearn Kandola www.pearnkandola.com  Latimer HouseLangford Business ParkKidlingtonOX5 1GGEngland info@pearnkandola.com +44 (0) 1865 399060 Home: Contact ©2020 Pearn Kandola bottom of page", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/pearn-kandola-wellbeing-website" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" - ], - [ - "#comp-kzea1e5n{visibility:hidden !important;}top of page Home Mindfulness Subscribe Contact More Use tab to navigate through the menu items. Welcome to Pearn Kandola Wellbeing Wellbeing starts with you Our Mindfulness practitioner Tracey Moggeridge is posting thought pieces, meditations, and practical tools that we hope will help people with their mental wellbeing whatever the challenges they face personally.  Simply subscribe and you will be sent a notification as and when new blogs are published. Home: Welcome All PostsMindfulnessWellbeingReflectionGratitudeBreathAcceptanceNatureCompassionKindnessMeditationThoughtsRelaxationNegativity BiasBody-scanStillnessSilenceSelf-careR.A.I.NEmotionsLoving KindnessResilienceMindfully activeHabitMantraFamiliarFearGoal settingPoetrySlowSelf-care Search traceymJan 15, 2021 Mindfulness 2021 style Hi all It's been a while since you had one of my rambles. New Year resolution, learn to be more concise. So hello 2021, you are offering... 153 views0 comments 2 likes. Post not marked as liked2 traceymAug 24, 2020 Meeting people at their difficulties I was tuned into a podcast with the host interviewing Jon Kabat-Zinn, if you are new to the mindfulness field he's basically the pin-up,... 141 views0 comments 2 likes. Post not marked as liked2 traceymAug 18, 2020 What it is to offer someone hope, with real presence Someone got me pondering on how we often start off, or sign off on conversations, messages, emails etc with…hope Hope you are well Hope... 129 views1 comment 1 like. Post not marked as liked1 traceymAug 14, 2020 An attitude of gratitude for a mood-boost The practice of Gratitude might seem a ju ju style, hookie, hippy soft and fluffy practice, but on a physiological level it rewards us... 108 views0 comments 2 likes. Post not marked as liked2 traceymAug 10, 2020 When life changes how to roll with its punches Life can turn on a dime, but how many of us know how to roll with the punches, come out smiling, stronger, changed, and be a force for... 163 views0 comments 3 likes. Post not marked as liked3 traceymAug 6, 2020 67. What can tie you more deeply to your mindfulness practice? I was on Instagram the other day and a chap I follow set us a challenge. He is a keen runner, but lock-down had seen his motivation and... 47 views0 comments 1 like. Post not marked as liked1 traceymAug 3, 2020 66. Regular meditation practice preventing re-occurring depression So to keep you mindful kids on your toes I want you to think about the insights you glean from the time you spend in meditation and why... 96 views0 comments 1 like. Post not marked as liked1 traceymJul 31, 2020 65. Moving with the times As some of you will know I have been writing these blog posts for around four months now. Going forward the content may alter a little to... 43 views0 comments Post not marked as liked traceymJul 29, 2020 64. Why do we forget the things that matter most? Listening to a podcast the other morning on principles of Buddhist psychology, the podcast host Tara Brach talked to the value of... 69 views0 comments 1 like. Post not marked as liked1 traceymJul 27, 2020 63. Take a moment for calm Abraham Lincoln once said: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” If our minds are... 71 views0 comments 4 likes. Post not marked as liked4 traceymJul 23, 2020 62.Take a different view We sometimes forget just how in charge we are, of our own destiny; of the way our relationships develop or unfold, actions, moments - we... 41 views0 comments Post not marked as liked traceymJul 20, 2020 61. Admit Something... A poem to start your week with, and as we slowly learn to reconnect more readily with loved ones - a call to tune into your heart spaces... 54 views0 comments 2 likes. Post not marked as liked2 traceymJul 17, 2020 60. Noticing thoughts It's a pithy one from me today, continuing the theme of observing habits of thoughts I have recorded a guided meditation to support your... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 15, 2020 59. When your practice goes to the dogs So, this morning full of positive intention I settled into my meditation practice, a guided 25 minute practice. I was feeling settled,... 48 views0 comments 2 likes. Post not marked as liked2 traceymJul 13, 2020 58. The non-sexy practice of noticing How often do you observe the habits of your own mind? It is not something many of us even begin to consider. I mean it is not the most... 39 views0 comments Post not marked as liked traceymJul 9, 2020 57. Are you sitting comfortably? Posture – it's often subconscious, we slump when we feel tired, or defeated, upright when we are curious, interested…and did you know,... 35 views0 comments 2 likes. Post not marked as liked2 traceymJul 8, 2020 56. Finding peace in chaos I wanted to share a little insight into the meditation practice of another Breathworks teacher – he posted a video his wife took of him,... 29 views0 comments Post not marked as liked traceymJul 7, 2020 55. Connecting with nature The other morning I took a run as I often do, but I was listening to a podcast that was talking about the topic of loneliness. In... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 6, 2020 54. Offering kindness to a stranger Loneliness is a big hard-hitting mother trucker, and many of us are still feeling a level of disconnect from our loved-ones. Loneliness... 52 views0 comments 2 likes. Post not marked as liked2 traceymJul 3, 2020 53. Finding peace in challenging times Is it just me or does it feel like an unbelievable rollercoaster? So much emotion, pain, rawness all around, it's hard to keep yourself... 33 views0 comments Post not marked as liked 1 Home: Blog2 Home: Subscribe Subscribe Form Submit Pearn Kandola www.pearnkandola.com  Latimer HouseLangford Business ParkKidlingtonOX5 1GGEngland info@pearnkandola.com +44 (0) 1865 399060 Home: Contact ©2020 Pearn Kandola bottom of page", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/pearn-kandola-wellbeing-website" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow COVID-19 is undoing the diversity agendaHow COVID-19 is undoing the diversity agendaNic Hammarling, Head of Diversity, Pearn KandolaThe beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual deadline for organisations with over 250 employees to report their respective gender pay gaps.As in previous years, I’m sure there would have been a frantic rush for a great many organisations to submit their reports in time. A fair few would even have been late. There would have been a torrent of national media coverage, politicians and business leaders would have renewed promises to balance the scales of gender inequality, and during the week, we would have picked apart the data to see what progress had really been made.None of that has happened, though. In a joint statement in March, the Minister for Women & Equalities and EHRC Chair said that in light of the pressure that COVID-19 is putting on businesses, “it is only right to suspend enforcement of gender pay gap reporting this year.”While, of course, it’s right that we are sympathetic to the vast number of organisations currently facing unprecedented challenges, I can’t help but worry about the message that this decision sends. Namely, that diversity is not business critical in the modern workplace. Rather, it’s a “nice to have”. I’m also sure that it won’t end here. Allowing organisations to take their foot off the gas in this way will be the first of many backward steps for diversity over the coming weeks and months, causing a loss in progress that will take years to recover.Because it’s always been the way that, in times of crisis or pressure, diversity suffers. During the financial crash of 2008/09, for example, women and BAME workers were, by far, the worst affected. I have no doubt that COVID-19 will tell a similar story. Already, a new piece of analysis by the Institute for Fiscal Studies has reported that women are about one-third more likely than men to work in a sector that has been shut down, largely as a result of overrepresentation in industries such as retail and hospitality.We can even map this regression. If it’s anything like that which we’ve seen in previous crises, it will unfold in three distinct stages.Those on part-time or zero-hours contracts will be the first to take a hit. Many of the industries in which these kinds of contracts are common, such as hospitality, tourism and services, are facing significant difficulty in the current climate. As times become tougher, those on part-time or zero-hours contracts will be the first to be cut loose. The inevitable impact that this will have on diversity hinges on the fact that people from BAME backgrounds are over-represented in the zero-hours workforce.Second, regrettably, there will inevitably be redundancies. The government has unveiled a generous support package, but furloughing staff is not a long-term strategy. And that means leaders will have to make those critical decisions about who stays and who goes. They’ll say – and believe – that their decisions have been made in the interest of the wider organisation, but when these decisions are made hastily, bias seeps into the process. We know from many previous cases that in circumstances such as these, women and people from BAME backgrounds are disproportionately affected by redundancy processes.Finally, when Coronavirus is behind us and organisations finally start to recover, research suggests that we’re likely to see an increase in minority leaders experiencing pressure to take on riskier, less stable opportunities. Many will have seen the impact of the first two stages on other minority workers and, feeling a pressure to prove themselves, may see these more tumultuous positions as their only opportunities to progress.The critical question, of course, is whether we can stop any of this from happening. Is it possible to protect diversity, instead of letting it fall by the wayside like in previous moments of crisis?The actions of senior leaders are key to this. We need them to consider what they are prioritising right now. The areas of focus during tumultuous times tell everyone – employees and external parties alike – what is really important to an organisation. If we don’t prioritise diversity and inclusion now, but try to tell everyone when things have settled down that it is important to our organisation, then people will see that line for exactly what it is – lip service.We also need our leaders to recognise how feeling threatened impacts the decisions that we make. In times of survival, we look for reassurance and familiarity. As a result, many will place the most trust in those who they can visibly see – and therefore feel – are like them, rather than opting for what are perceived as “riskier” options.This kind of bias means minorities are less likely to be seen as important or reliable team members. But it’s by embracing other opinions that we are often able to come up with the most innovative solutions to problems. This, in itself, is why diversity is of such value to businesses. What we really need from our leaders is to be mindful of this fact, and to not close themselves off.In years to come, we will look back and remember how the organisations that we represent responded to Coronavirus. We will remember which of our colleagues and friends were treated fairly, and which drew the short straw. For those who are willing to recognise it as such, this moment is a real opportunity for leaders to make a sincere commitment to diversity. Now is not the time to put diversity on hold. Now is the time for them to embrace it, to champion it and to make some conscious decisions about the kinds of organisations that they want to represent. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-covid-19-is-undoing-the-diversity-agenda" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow COVID-19 is undoing the diversity agendaHow COVID-19 is undoing the diversity agendaNic Hammarling, Head of Diversity, Pearn KandolaThe beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual deadline for organisations with over 250 employees to report their respective gender pay gaps.As in previous years, I’m sure there would have been a frantic rush for a great many organisations to submit their reports in time. A fair few would even have been late. There would have been a torrent of national media coverage, politicians and business leaders would have renewed promises to balance the scales of gender inequality, and during the week, we would have picked apart the data to see what progress had really been made.None of that has happened, though. In a joint statement in March, the Minister for Women & Equalities and EHRC Chair said that in light of the pressure that COVID-19 is putting on businesses, “it is only right to suspend enforcement of gender pay gap reporting this year.”While, of course, it’s right that we are sympathetic to the vast number of organisations currently facing unprecedented challenges, I can’t help but worry about the message that this decision sends. Namely, that diversity is not business critical in the modern workplace. Rather, it’s a “nice to have”. I’m also sure that it won’t end here. Allowing organisations to take their foot off the gas in this way will be the first of many backward steps for diversity over the coming weeks and months, causing a loss in progress that will take years to recover.Because it’s always been the way that, in times of crisis or pressure, diversity suffers. During the financial crash of 2008/09, for example, women and BAME workers were, by far, the worst affected. I have no doubt that COVID-19 will tell a similar story. Already, a new piece of analysis by the Institute for Fiscal Studies has reported that women are about one-third more likely than men to work in a sector that has been shut down, largely as a result of overrepresentation in industries such as retail and hospitality.We can even map this regression. If it’s anything like that which we’ve seen in previous crises, it will unfold in three distinct stages.Those on part-time or zero-hours contracts will be the first to take a hit. Many of the industries in which these kinds of contracts are common, such as hospitality, tourism and services, are facing significant difficulty in the current climate. As times become tougher, those on part-time or zero-hours contracts will be the first to be cut loose. The inevitable impact that this will have on diversity hinges on the fact that people from BAME backgrounds are over-represented in the zero-hours workforce.Second, regrettably, there will inevitably be redundancies. The government has unveiled a generous support package, but furloughing staff is not a long-term strategy. And that means leaders will have to make those critical decisions about who stays and who goes. They’ll say – and believe – that their decisions have been made in the interest of the wider organisation, but when these decisions are made hastily, bias seeps into the process. We know from many previous cases that in circumstances such as these, women and people from BAME backgrounds are disproportionately affected by redundancy processes.Finally, when Coronavirus is behind us and organisations finally start to recover, research suggests that we’re likely to see an increase in minority leaders experiencing pressure to take on riskier, less stable opportunities. Many will have seen the impact of the first two stages on other minority workers and, feeling a pressure to prove themselves, may see these more tumultuous positions as their only opportunities to progress.The critical question, of course, is whether we can stop any of this from happening. Is it possible to protect diversity, instead of letting it fall by the wayside like in previous moments of crisis?The actions of senior leaders are key to this. We need them to consider what they are prioritising right now. The areas of focus during tumultuous times tell everyone – employees and external parties alike – what is really important to an organisation. If we don’t prioritise diversity and inclusion now, but try to tell everyone when things have settled down that it is important to our organisation, then people will see that line for exactly what it is – lip service.We also need our leaders to recognise how feeling threatened impacts the decisions that we make. In times of survival, we look for reassurance and familiarity. As a result, many will place the most trust in those who they can visibly see – and therefore feel – are like them, rather than opting for what are perceived as “riskier” options.This kind of bias means minorities are less likely to be seen as important or reliable team members. But it’s by embracing other opinions that we are often able to come up with the most innovative solutions to problems. This, in itself, is why diversity is of such value to businesses. What we really need from our leaders is to be mindful of this fact, and to not close themselves off.In years to come, we will look back and remember how the organisations that we represent responded to Coronavirus. We will remember which of our colleagues and friends were treated fairly, and which drew the short straw. For those who are willing to recognise it as such, this moment is a real opportunity for leaders to make a sincere commitment to diversity. Now is not the time to put diversity on hold. Now is the time for them to embrace it, to champion it and to make some conscious decisions about the kinds of organisations that they want to represent. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-covid-19-is-undoing-the-diversity-agenda" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe psychology of remote working: will you thrive or survive in a remote world?The psychology of remote working: will you thrive or survive in a remote world?Prof. Binna Kandola OBE and Stuart Duff, Partners at Pearn Kandola LLPWe are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt our home into a practical working environment. Bedrooms, broom cupboards and attics across the UK are now active places of work. Once upon a time, working from home was considered a treat and a ‘perk’ (equivalent in some eyes to a pay rise), allowed if you were lucky and had an open-minded manager.While there has been a considerable focus on the practical elements on remote working – setting up an office, eating sensibly and getting to grips with video conferencing – there is another facet; specifically the question of why some people seem to thrive very quickly in a ‘remote’ role while others struggle.This is actually a trend that we have investigated, observing remote teams, interviewing team leaders and asking remote workers to complete a ‘big five’ personality questionnaire. We then looked at the profiles of those who adapted well in comparison to those who struggled with remote working, and we found some striking differences.Based on this research, we defined a number of broad personality types that could shape the way that we adapt to remote working. These are outlined below, along with likely strengths and points to consider, should these characteristics resonate with you and your style of working. It’s interesting to note though, that the motivation to work remotely is not necessarily a predictor of success. For instance, those individuals who actively sought remote roles were often more introverted but, as we discovered and highlight below, the same individuals were not always suited to the demands of remote working.1. Stimulation SeekersOne of the most noticeable differences that we found was that extraverted and outgoing workers tended to adapt to remote working more quickly and effectively than their more reserved colleagues. This surprised us: we had previously anticipated that introversion may be a more suitable characteristic for remote working, particularly as so many of the individuals we interviewed talked about relishing the ‘solitude’ and space brought by remote working.The reason, as we now understand, is that extraverts are more motivated to maintain contact with colleagues when working remotely and to reach out to socialise with others, either informally or more formally through regular meetings. This promotes communication and the exchange of valuable information between team members, something that we would all agree is essential to the effective running of any team. Those who tend to be more reserved are perhaps less likely to keep in touch with their team members or will wait until they are approached before sharing their thoughts and feelings.2. Tough SurvivorsIn a number of interviews, remote workers talked about the need for personal resilience under pressure. In contrast to the busy office environment, where there are often chances to catch up and seek reassuring feedback from colleagues, remote workers can feel isolated and are less likely to experience regular support and reassurance. The unpredictable working environment also contributes to feelings of stress, as there can be unexpected events in the course of the working day and a lower sense of personal control.3. Curious ExplorersAnother theme in the interview data illustrated that, for remote workers, the ability to be open to new ideas and new ways of working is an important pre-cursor of success in the role. Openness and experimentation were seen as being much more important than in office-based roles, where significant changes are often introduced and managed on a wider scale.The remote working environment is an unpredictable one: remote workers talked about needing to be open to new challenges and cope with the reduced levels of routine and security associated with centralised roles. They also need to be open to using new technology and to be creative in terms of solving problems. Indeed, many of our interviewees talked about the attraction of remote working because it allowed more frequent opportunities to ‘work differently’, to experiment with new technologies and to experience greater variety on a daily basis.4. Independent Decision MakersWhile the most adaptable remote workers may be energised by contact and communication with their colleagues, they also tend to maintain a strong independent mindset. One of the golden rules of effective remote working is to invest trust in colleagues and avoid micro-managing. The most effective remote workers that we met needed to feel that they were trusted to work independently and enjoyed the freedom and flexibility that comes with the territory.We did find some tensions between the outgoing, sociable elements of extraversion and the attributes associated with independent decision making and action. One of the challenges of a very independent mindset is, not surprisingly, how to build co-operation with colleagues. We found that particularly independent individuals were good at reaching out for information and support, but without necessarily offering it in return or building mutual cooperation, as this conflicted with a drive to maintain independence.5. Disciplined AchieverThe interviews and analysis revealed that conscientiousness and self-discipline are particularly important attributes to the success of remote workers. Again, this surprised us. When we embarked on the research, we predicted that being flexible, working around rules and taking expedient approaches would be a better fit with remote working. Instead, the opposite plays out: the ability to plan, to organise, to create and adhere to rules were all indicative of more effective remote working.Working in a remote environment loses many of the structures, rituals and routines that exist within a central office. We probably undervalue the importance of someone asking if we want a tea or coffee, or whether we are breaking for lunch. We may also undervalue being able to see others leave their desk and head for a meeting. But these are all important and useful visual cues that many of us rely on to structure time and organise our work. Effective remote working relies on imposing structure, routine and discipline where it may not have previously been required. Segregating time, using diaries with greater detail or setting more reminders will come naturally to some, less naturally to others.One last point on personal attributes: Linked to an independent desire to be in control, to organise themselves and to reach out and regularly communicate with colleagues, remote workers also need to be self-motivated and self-confident. In fact, the remote workers we interviewed reported that their second most significant challenge, after striking a balance between work and home life, is self-motivation.This clearly underlines that more directive and controlling management styles are not only less successful with remote workers, but at times detrimental. And yet, in many of the workshops that we have delivered for our clients who are moving to remote working, the single biggest challenge for leaders is trusting team members and leaving them to deliver without interfering. These leaders recognise that their concerns are not rational or logical but are based on irrational judgements and biases, a topic that we will explore when we move on to the next article in the series. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-psychology-of-remote-working-will-you-thrive-or-survive-in-a-remote-world" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe psychology of remote working: will you thrive or survive in a remote world?The psychology of remote working: will you thrive or survive in a remote world?Prof. Binna Kandola OBE and Stuart Duff, Partners at Pearn Kandola LLPWe are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt our home into a practical working environment. Bedrooms, broom cupboards and attics across the UK are now active places of work. Once upon a time, working from home was considered a treat and a ‘perk’ (equivalent in some eyes to a pay rise), allowed if you were lucky and had an open-minded manager.While there has been a considerable focus on the practical elements on remote working – setting up an office, eating sensibly and getting to grips with video conferencing – there is another facet; specifically the question of why some people seem to thrive very quickly in a ‘remote’ role while others struggle.This is actually a trend that we have investigated, observing remote teams, interviewing team leaders and asking remote workers to complete a ‘big five’ personality questionnaire. We then looked at the profiles of those who adapted well in comparison to those who struggled with remote working, and we found some striking differences.Based on this research, we defined a number of broad personality types that could shape the way that we adapt to remote working. These are outlined below, along with likely strengths and points to consider, should these characteristics resonate with you and your style of working. It’s interesting to note though, that the motivation to work remotely is not necessarily a predictor of success. For instance, those individuals who actively sought remote roles were often more introverted but, as we discovered and highlight below, the same individuals were not always suited to the demands of remote working.1. Stimulation SeekersOne of the most noticeable differences that we found was that extraverted and outgoing workers tended to adapt to remote working more quickly and effectively than their more reserved colleagues. This surprised us: we had previously anticipated that introversion may be a more suitable characteristic for remote working, particularly as so many of the individuals we interviewed talked about relishing the ‘solitude’ and space brought by remote working.The reason, as we now understand, is that extraverts are more motivated to maintain contact with colleagues when working remotely and to reach out to socialise with others, either informally or more formally through regular meetings. This promotes communication and the exchange of valuable information between team members, something that we would all agree is essential to the effective running of any team. Those who tend to be more reserved are perhaps less likely to keep in touch with their team members or will wait until they are approached before sharing their thoughts and feelings.2. Tough SurvivorsIn a number of interviews, remote workers talked about the need for personal resilience under pressure. In contrast to the busy office environment, where there are often chances to catch up and seek reassuring feedback from colleagues, remote workers can feel isolated and are less likely to experience regular support and reassurance. The unpredictable working environment also contributes to feelings of stress, as there can be unexpected events in the course of the working day and a lower sense of personal control.3. Curious ExplorersAnother theme in the interview data illustrated that, for remote workers, the ability to be open to new ideas and new ways of working is an important pre-cursor of success in the role. Openness and experimentation were seen as being much more important than in office-based roles, where significant changes are often introduced and managed on a wider scale.The remote working environment is an unpredictable one: remote workers talked about needing to be open to new challenges and cope with the reduced levels of routine and security associated with centralised roles. They also need to be open to using new technology and to be creative in terms of solving problems. Indeed, many of our interviewees talked about the attraction of remote working because it allowed more frequent opportunities to ‘work differently’, to experiment with new technologies and to experience greater variety on a daily basis.4. Independent Decision MakersWhile the most adaptable remote workers may be energised by contact and communication with their colleagues, they also tend to maintain a strong independent mindset. One of the golden rules of effective remote working is to invest trust in colleagues and avoid micro-managing. The most effective remote workers that we met needed to feel that they were trusted to work independently and enjoyed the freedom and flexibility that comes with the territory.We did find some tensions between the outgoing, sociable elements of extraversion and the attributes associated with independent decision making and action. One of the challenges of a very independent mindset is, not surprisingly, how to build co-operation with colleagues. We found that particularly independent individuals were good at reaching out for information and support, but without necessarily offering it in return or building mutual cooperation, as this conflicted with a drive to maintain independence.5. Disciplined AchieverThe interviews and analysis revealed that conscientiousness and self-discipline are particularly important attributes to the success of remote workers. Again, this surprised us. When we embarked on the research, we predicted that being flexible, working around rules and taking expedient approaches would be a better fit with remote working. Instead, the opposite plays out: the ability to plan, to organise, to create and adhere to rules were all indicative of more effective remote working.Working in a remote environment loses many of the structures, rituals and routines that exist within a central office. We probably undervalue the importance of someone asking if we want a tea or coffee, or whether we are breaking for lunch. We may also undervalue being able to see others leave their desk and head for a meeting. But these are all important and useful visual cues that many of us rely on to structure time and organise our work. Effective remote working relies on imposing structure, routine and discipline where it may not have previously been required. Segregating time, using diaries with greater detail or setting more reminders will come naturally to some, less naturally to others.One last point on personal attributes: Linked to an independent desire to be in control, to organise themselves and to reach out and regularly communicate with colleagues, remote workers also need to be self-motivated and self-confident. In fact, the remote workers we interviewed reported that their second most significant challenge, after striking a balance between work and home life, is self-motivation.This clearly underlines that more directive and controlling management styles are not only less successful with remote workers, but at times detrimental. And yet, in many of the workshops that we have delivered for our clients who are moving to remote working, the single biggest challenge for leaders is trusting team members and leaving them to deliver without interfering. These leaders recognise that their concerns are not rational or logical but are based on irrational judgements and biases, a topic that we will explore when we move on to the next article in the series. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-psychology-of-remote-working-will-you-thrive-or-survive-in-a-remote-world" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee EngagementTackling monotony and boredomTackling monotony and boredomProfessor Binna Kandola, senior partner and co-founder, Pearn KandolaOn the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be key factors in some of the conflicts that arose between individuals.These are challenges that many of us who are now working from home are likely to face, and that we need to overcome, if we are to remain both healthy and productive. But before we can do so, it’s important that we fully understand them.Monotony describes the state in which many of us now find ourselves; one that sees us in the same environment day-in, day-out, and interacting with the same people. Routines become established and are expected to be followed systematically and conscientiously. After a while though, the lack of sensory stimulation actually starts to become problematic, and boredom is what develops as a result.People who are bored lose a sense of time, they become aware of the minor faults and flaws in others and grow increasingly annoyed by them. They also find less than helpful ways of alleviating the boredom, leading to a lack of cooperation and productivity, and poor decision-making. They may have difficulty concentrating and experience negative emotions, such as frustration and irritability. A sense of boredom can be heightened even further when people begin to feel stuck in their environments and unable to demonstrate a degree of control over their lives.Boredom can even prompt us to act directly against our own self-interest. In a couple of different studies, it was found that where participants had between 6 to 15 minutes purely alone, approximately half chose to give themselves an electric shock before the time elapsed. This was presumably because they were under-stimulated and chose to inflict a small amount of pain on themselves to relieve the boredom.It is often the case that many people associate boredom with a lack of stimulation, perhaps as a result of carrying out repetitive and mundane tasks. In fact, boredom can also arise when people are overstimulated, when the task is too challenging and unlikely to be achieved.There are practical steps that we can take to reduce these feelings, though. Sometimes, simply changing one’s perception can help.At one major international airport, managers would regularly receive complaints from passengers about the length of time they had to wait for their bags having arrived off a flight. So, when redesigning the airport, the baggage claim area was moved further away from the arrival gates. The time it took the passengers to get their luggage was the same as it had been before, but fewer complaints were subsequently received. The reason for this is that they were spending more time walking and so felt they were engaging in a purposeful activity. Furthermore, they were spending less time in the confined space of the baggage claim area. The combination of the two factors meant that people didn’t feel so frustrated, even though the amount of time it took them to get their baggage had not changed at all.On the positive side, boredom can indicate recognition that something needs to change, whether it be the attitude towards the job being undertaken or the job itself. One of the more significant ways of alleviating boredom is to give tasks a sense of meaning. For example, in one study, psychologists had a group of people carry out a very repetitive task for a long period in return for a small amount of money. Another group carrying out the same task was told that the same amount of money would be given to a worthy cause. Participants in the latter group not only performed at a higher level, but said that they actually enjoyed the task more than those in the former group.But how can we conquer boredom during this period of lockdown? We might not have the opportunity to donate the fruits of our work to charity – or the desire to give ourselves electric shocks – but there are still a number of other practical steps we can take in the current situation to make life a little more stimulating.First of all, we need to prevent tasks from becoming monotonous. If one item on your to-do list is weighing you down in particular, try to work on it for a shorter period of time and find opportunities to work on other tasks. Adding some variety will provide additional stimulation, helping to stave off feelings of boredom.The second point, conversely, addresses the issue of overstimulation. If a task is proving to genuinely be too challenging, ask for additional resources to reduce some of the load, or for training and development that will enable you to carry it out more efficiently. Plugging away at something that you don’t have the tools to see through will only exacerbate any feelings of boredom.Third – and possibly most importantly – is the role of leaders. Research into capsule environments has found that where leaders give tasks meaning, it reduces the sense of boredom and increases not only the quality of relationships, but also that of the work carried out.Lockdown is challenging, are we all likely to struggle with feelings of boredom over the coming weeks and months. With practical steps such as these though, we needn’t be worn down by monotony. We will be able to return to work healthy, happy and productive. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/tackling-monotony-and-boredom" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee Engagement Employee Engagement Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work “Making it Real” at all stages of selection with Situational Judgement Tests As Diversity and Inclusion has become a key priority, it is time to re-examine accepted assessment and selection practices. View more Tackling monotony and boredom On the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be... View more Why new fathers are too scared to take paternity leave The fact that men appear to be reluctant to take paternity leave is a significant, yet massively unrecognised issue. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee EngagementTackling monotony and boredomTackling monotony and boredomProfessor Binna Kandola, senior partner and co-founder, Pearn KandolaOn the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be key factors in some of the conflicts that arose between individuals.These are challenges that many of us who are now working from home are likely to face, and that we need to overcome, if we are to remain both healthy and productive. But before we can do so, it’s important that we fully understand them.Monotony describes the state in which many of us now find ourselves; one that sees us in the same environment day-in, day-out, and interacting with the same people. Routines become established and are expected to be followed systematically and conscientiously. After a while though, the lack of sensory stimulation actually starts to become problematic, and boredom is what develops as a result.People who are bored lose a sense of time, they become aware of the minor faults and flaws in others and grow increasingly annoyed by them. They also find less than helpful ways of alleviating the boredom, leading to a lack of cooperation and productivity, and poor decision-making. They may have difficulty concentrating and experience negative emotions, such as frustration and irritability. A sense of boredom can be heightened even further when people begin to feel stuck in their environments and unable to demonstrate a degree of control over their lives.Boredom can even prompt us to act directly against our own self-interest. In a couple of different studies, it was found that where participants had between 6 to 15 minutes purely alone, approximately half chose to give themselves an electric shock before the time elapsed. This was presumably because they were under-stimulated and chose to inflict a small amount of pain on themselves to relieve the boredom.It is often the case that many people associate boredom with a lack of stimulation, perhaps as a result of carrying out repetitive and mundane tasks. In fact, boredom can also arise when people are overstimulated, when the task is too challenging and unlikely to be achieved.There are practical steps that we can take to reduce these feelings, though. Sometimes, simply changing one’s perception can help.At one major international airport, managers would regularly receive complaints from passengers about the length of time they had to wait for their bags having arrived off a flight. So, when redesigning the airport, the baggage claim area was moved further away from the arrival gates. The time it took the passengers to get their luggage was the same as it had been before, but fewer complaints were subsequently received. The reason for this is that they were spending more time walking and so felt they were engaging in a purposeful activity. Furthermore, they were spending less time in the confined space of the baggage claim area. The combination of the two factors meant that people didn’t feel so frustrated, even though the amount of time it took them to get their baggage had not changed at all.On the positive side, boredom can indicate recognition that something needs to change, whether it be the attitude towards the job being undertaken or the job itself. One of the more significant ways of alleviating boredom is to give tasks a sense of meaning. For example, in one study, psychologists had a group of people carry out a very repetitive task for a long period in return for a small amount of money. Another group carrying out the same task was told that the same amount of money would be given to a worthy cause. Participants in the latter group not only performed at a higher level, but said that they actually enjoyed the task more than those in the former group.But how can we conquer boredom during this period of lockdown? We might not have the opportunity to donate the fruits of our work to charity – or the desire to give ourselves electric shocks – but there are still a number of other practical steps we can take in the current situation to make life a little more stimulating.First of all, we need to prevent tasks from becoming monotonous. If one item on your to-do list is weighing you down in particular, try to work on it for a shorter period of time and find opportunities to work on other tasks. Adding some variety will provide additional stimulation, helping to stave off feelings of boredom.The second point, conversely, addresses the issue of overstimulation. If a task is proving to genuinely be too challenging, ask for additional resources to reduce some of the load, or for training and development that will enable you to carry it out more efficiently. Plugging away at something that you don’t have the tools to see through will only exacerbate any feelings of boredom.Third – and possibly most importantly – is the role of leaders. Research into capsule environments has found that where leaders give tasks meaning, it reduces the sense of boredom and increases not only the quality of relationships, but also that of the work carried out.Lockdown is challenging, are we all likely to struggle with feelings of boredom over the coming weeks and months. With practical steps such as these though, we needn’t be worn down by monotony. We will be able to return to work healthy, happy and productive. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/tackling-monotony-and-boredom" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsThe psychology of remote working: adapting to the changeThe psychology of remote working: adapting to the changeProfessor Binna Kandola and Stuart Duff, PartnersThe first few weeks of working in ‘lock down’ were incredible – and at times bewildering. In a short space of time, we lost long-established routines and ways of living and replaced them with unfamiliar and – for many – uncomfortable new ways of working.In this article, we take a moment to step back and reflect on what we are experiencing. In particular, we look at the psychological demands of remote working and how to manage these. A colleague described himself a short while ago as ‘grieving’ the loss of simple routines and familiar ways of doing things, while another described herself as being ‘frazzled’; not only by the rate of change imposed on us, but also the rate of experimentation required, every day, with new apps and video conferencing software.It’s rarely been more appropriate to use the ‘change curve’ to illustrate the reactions that you will have experienced these past weeks. The change curve can sound like a cliché, yet, it usefully describes the emotional reactions associated with going through any kind of personal change. Every human being responds (on an emotional level) to changes to routines. Some might do so more strongly than others, but we all respond. And our responses can dictate how quickly we adapt to new circumstances and conditions. The change curve can help to make sense of these reactions: to normalise them and help us to move on from them. So, here we highlight five big phases of change that you will experience whenever you move towards remote working.1. DenialAlternatively known as the “Hey, this isn’t so bad. In fact, it’s sort of fun doing things differently” phase, denial is a purpose-built response to protect ourselves from the actual threat of change. Why is change a threat? Well, it tests us. It forces us to develop new skills, new attitudes and new behaviours. As a result, not accepting that things will change preserves our sense of self-worth and competence, rather than accepting that we may not be able to cope with what’s ahead. It’s not the best coping strategy, but it works for some and it delays the inevitable.If you’ve moved to remote working, denial may come in the form of a sense of novelty as you test new ways of working. It may be a sense of “this will only be for a few weeks,” or it may be “I can still go out and do what I used to do”.2. AngerAlternatively known as the “Okay, this is starting to really irritate me now…” phase, anger reflects our desire to fight our current situation and push back on the changes imposed on us. It will be reflected in increasing frustration at the endless video conferencing meetings and telephone calls that can be associated with remote working. Or it can be anger with colleagues or bosses who aren’t responding quickly enough. For anger, you can read irritation, frustration and being pissed off at the smallest of problems.But the positive thing about anger? It shows that you are up for the fight. You are no longer denying where you are, but instead, starting to gear up psychologically to tackle what lies ahead. So, it may not be the best feeling in the world, but it’s at least a sign that you’re engaging with change.3. GriefEveryone who experiences change will encounter feelings that are associated with grief and loss. Even positive changes, such as winning large sums of money, are accompanied with often unexplainable sadness. This feeling of grief signifies that you are no longer who you used to be. In the extreme, you can feel down and depressed by what is happening, although, on the outside, may project a more upbeat image. How often, for instance, have we said “I’m fine” when asked how things are going these past few weeks?In the current situation, many things will be missed – and grieved for – that were once just a part of your routine. The ease of popping out for coffee or lunch, the freedom of talking face-to-face with colleagues, even the dreaded commute to work, will all feel like a loss.With remote working, it’s also easy to feel isolated, adding to these feelings of loss. One of the biggest factors that will enhance your ability to work in a remote way is your ability to stay in touch with people. If you consider yourself to be an ‘introvert’ and therefore better suited to remote working, think again. It’s essential to reach out to others regularly and to use video conferencing as often as possible to maintain human contact. Emails just don’t cut it in these circumstances.4. ExperimentingThe point at which you know you’re committed to change is the moment when you start to test out new ways of doing things. This means that you’ve accepted your resentment of the change (or at least grown used to living with the thought of change) and you now want to make life easier for yourself. The most common feelings are positive ones, connected with excitement at being able to do things differently and better than before.Some of you may be here already (you early adopters, you…) while some will be a way off. But it’s important to recognise that you will all, at some point in the coming days, weeks or even months, start to feel good about trying new ways of working. The abnormal will become the “new normal”, to quote yet another colleague.5. FlourishingThe final phase of change leads to flourishing. If, today, it feels like you are fighting hard to survive the change being imposed on you, in the future you will feel that you are thriving. While change threatens self-esteem and reduces feelings of competence, adapting to change and experimenting with new ways of working grows confidence. Anyone who has been through significant change will agree, whether reluctantly or enthusiastically: the end point of any change curve is higher than the start point.Making the most of the situationSo, what will be of most help to you during these unsteady and unpredictable times? Here are five suggestions to make the shift towards remote working a success for you:Be aware of your own reactions to change: Recognise when you are feeling anxious or angry about a change and remind yourself that – while these are natural reactions – they are not going to help you in any way. Channel feelings of excitement and enthusiasm. This will leave you feeling more positive and will help to accept the change.Embrace change rather than resist it: Resisting change that is going to happen regardless will cause you to feel stuck and isolated, rather than motivated and engaged. Embrace what is happening and try to be as involved as possible. By doing this, you’ll feel part of the team and able to contribute to the direction of the change.Find role models: Look at others who are further ahead in accepting the change. Seeing others who have successfully adopted new ways of working can provide useful reassurance that the change isn’t to be feared.One step at a time: It’s easy to see change as an overwhelming force. And yet, change is often much more successful and beneficial when small steps are taken. Take actions that will increase your sense of personal control. Try to make this phase of change feel more manageable by changing smaller, routine, everyday habits within work processes.Look to the end: While it’s difficult to forecast an end to the current situation, bear in mind that 99 times out of 100, the process of change leaves us feeling more experienced and more able to adapt in the future. It may not happen straight away, but with time and patience, these feelings may well develop. In essence, change enables change. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/the-psychology-of-remote-working-adapting-to-the-change" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsThe psychology of remote working: adapting to the changeThe psychology of remote working: adapting to the changeProfessor Binna Kandola and Stuart Duff, PartnersThe first few weeks of working in ‘lock down’ were incredible – and at times bewildering. In a short space of time, we lost long-established routines and ways of living and replaced them with unfamiliar and – for many – uncomfortable new ways of working.In this article, we take a moment to step back and reflect on what we are experiencing. In particular, we look at the psychological demands of remote working and how to manage these. A colleague described himself a short while ago as ‘grieving’ the loss of simple routines and familiar ways of doing things, while another described herself as being ‘frazzled’; not only by the rate of change imposed on us, but also the rate of experimentation required, every day, with new apps and video conferencing software.It’s rarely been more appropriate to use the ‘change curve’ to illustrate the reactions that you will have experienced these past weeks. The change curve can sound like a cliché, yet, it usefully describes the emotional reactions associated with going through any kind of personal change. Every human being responds (on an emotional level) to changes to routines. Some might do so more strongly than others, but we all respond. And our responses can dictate how quickly we adapt to new circumstances and conditions. The change curve can help to make sense of these reactions: to normalise them and help us to move on from them. So, here we highlight five big phases of change that you will experience whenever you move towards remote working.1. DenialAlternatively known as the “Hey, this isn’t so bad. In fact, it’s sort of fun doing things differently” phase, denial is a purpose-built response to protect ourselves from the actual threat of change. Why is change a threat? Well, it tests us. It forces us to develop new skills, new attitudes and new behaviours. As a result, not accepting that things will change preserves our sense of self-worth and competence, rather than accepting that we may not be able to cope with what’s ahead. It’s not the best coping strategy, but it works for some and it delays the inevitable.If you’ve moved to remote working, denial may come in the form of a sense of novelty as you test new ways of working. It may be a sense of “this will only be for a few weeks,” or it may be “I can still go out and do what I used to do”.2. AngerAlternatively known as the “Okay, this is starting to really irritate me now…” phase, anger reflects our desire to fight our current situation and push back on the changes imposed on us. It will be reflected in increasing frustration at the endless video conferencing meetings and telephone calls that can be associated with remote working. Or it can be anger with colleagues or bosses who aren’t responding quickly enough. For anger, you can read irritation, frustration and being pissed off at the smallest of problems.But the positive thing about anger? It shows that you are up for the fight. You are no longer denying where you are, but instead, starting to gear up psychologically to tackle what lies ahead. So, it may not be the best feeling in the world, but it’s at least a sign that you’re engaging with change.3. GriefEveryone who experiences change will encounter feelings that are associated with grief and loss. Even positive changes, such as winning large sums of money, are accompanied with often unexplainable sadness. This feeling of grief signifies that you are no longer who you used to be. In the extreme, you can feel down and depressed by what is happening, although, on the outside, may project a more upbeat image. How often, for instance, have we said “I’m fine” when asked how things are going these past few weeks?In the current situation, many things will be missed – and grieved for – that were once just a part of your routine. The ease of popping out for coffee or lunch, the freedom of talking face-to-face with colleagues, even the dreaded commute to work, will all feel like a loss.With remote working, it’s also easy to feel isolated, adding to these feelings of loss. One of the biggest factors that will enhance your ability to work in a remote way is your ability to stay in touch with people. If you consider yourself to be an ‘introvert’ and therefore better suited to remote working, think again. It’s essential to reach out to others regularly and to use video conferencing as often as possible to maintain human contact. Emails just don’t cut it in these circumstances.4. ExperimentingThe point at which you know you’re committed to change is the moment when you start to test out new ways of doing things. This means that you’ve accepted your resentment of the change (or at least grown used to living with the thought of change) and you now want to make life easier for yourself. The most common feelings are positive ones, connected with excitement at being able to do things differently and better than before.Some of you may be here already (you early adopters, you…) while some will be a way off. But it’s important to recognise that you will all, at some point in the coming days, weeks or even months, start to feel good about trying new ways of working. The abnormal will become the “new normal”, to quote yet another colleague.5. FlourishingThe final phase of change leads to flourishing. If, today, it feels like you are fighting hard to survive the change being imposed on you, in the future you will feel that you are thriving. While change threatens self-esteem and reduces feelings of competence, adapting to change and experimenting with new ways of working grows confidence. Anyone who has been through significant change will agree, whether reluctantly or enthusiastically: the end point of any change curve is higher than the start point.Making the most of the situationSo, what will be of most help to you during these unsteady and unpredictable times? Here are five suggestions to make the shift towards remote working a success for you:Be aware of your own reactions to change: Recognise when you are feeling anxious or angry about a change and remind yourself that – while these are natural reactions – they are not going to help you in any way. Channel feelings of excitement and enthusiasm. This will leave you feeling more positive and will help to accept the change.Embrace change rather than resist it: Resisting change that is going to happen regardless will cause you to feel stuck and isolated, rather than motivated and engaged. Embrace what is happening and try to be as involved as possible. By doing this, you’ll feel part of the team and able to contribute to the direction of the change.Find role models: Look at others who are further ahead in accepting the change. Seeing others who have successfully adopted new ways of working can provide useful reassurance that the change isn’t to be feared.One step at a time: It’s easy to see change as an overwhelming force. And yet, change is often much more successful and beneficial when small steps are taken. Take actions that will increase your sense of personal control. Try to make this phase of change feel more manageable by changing smaller, routine, everyday habits within work processes.Look to the end: While it’s difficult to forecast an end to the current situation, bear in mind that 99 times out of 100, the process of change leaves us feeling more experienced and more able to adapt in the future. It may not happen straight away, but with time and patience, these feelings may well develop. In essence, change enables change. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/the-psychology-of-remote-working-adapting-to-the-change" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasFive ways to reduce bias in decision-makingFive ways to reduce bias in decision-makingProfessor Binna Kandola, co-founder and senior partner“Don’t talk to me about diversity now: it’s not even in my top five priorities!”So said a senior leader to his Director of Diversity and Inclusion. He might think that given the current crisis, this is an understandable point of view. His energies are naturally directed elsewhere and being asked to consider the diversity implications of the decisions that he and his team are making can seem a totally misplaced and misjudged request.For too many leaders, diversity means nothing more than the representation of different groups of people at all levels in the organisation. Targets, particularly for gender, will be established (although rarely met). It’s seen as a numbers game.As for other actions, there is a list of well-established initiatives that organisations will undertake and that leaders are prepared to endorse. For example, there will be a calendar of celebratory events, such as International Women’s Day or Black History Month, but in reality, it’s a checklist exercise. For these limited efforts, some organisations will seek to win awards which they will then publicise heavily on their websites. It’s a form of organisational virtue signalling.If that is what diversity means to those who run our organisations, then, of course, it will be irrelevant at this particular moment in time. If, however, diversity was genuinely about ensuring that organisations make the most of the talent that they have, then it will always be a central issue of concern. In the particular case above, the Director of Diversity and Inclusion was asking her boss to look at the way that they were about to consider redundancy decisions. Her concern was that, because of the pressure that people were under, their decisions would not be the right ones and could be unfair.The research is quite clear on this and supports her concerns. When we are under pressure, when we feel the need to make decisions quickly, and when we are tired and mentally overloaded, the likelihood of making biased decisions increases. There is every reason to think that that this will be the case in the current climate.There are some simple steps, which take little time to put into action but which will help leaders to increase the effectiveness of the decisions that are taken.Follow your processes. Many large organisations have well-established processes for making important decisions, such as managing performance and making redundancies. Although some people may wish it to be so, this is not the time to throw the rulebook overboard so that we can act more quickly. It doesn’t take long to listen to the advice of people who know about the processes and can guide us in implementing them effectively.Set fairness as a goal. When making tough decisions in these most testing of times, people will be told the purpose of what they are doing. At that moment of clarifying aims, make clear to everyone involved that it is equally imperative that the decisions are taken fairly. A simple instruction like this, reminding people of the importance of fairness, is often an effective way of reducing potential bias.Ask people to be accurate in their decision-making. Research has again shown that an instruction like this helps to guide the decision-making process for everyone involved. When asked to make their decisions in this way, people operate more objectively and are less likely to be influenced by stereotypes and prejudgements.Instruct yourself to be fair. Tell yourself out loud that, “If I am making these decisions, then I will be fair.” It’s a simple instruction, takes little time and yet it has been found to be very useful in helping people to make fairer decisions. The ‘If this, then that…” formulation has successfully changed behaviour for many people in a range of different contexts, such as in health and safety, as well as in the area of reducing bias.Challenge those who are not being fair. If a colleague is dismissive of the need for diversity, don’t just leave it to the Diversity Manager to reconsider; challenge them yourself. Many organisations have created diversity allies and diversity champions, and this is the time that they can make the greatest impact.These five actions demonstrate that with a little forethought, care and professionalism, we can indeed make fairer and better decisions. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/five-ways-to-reduce-bias-in-decision-making" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasFive ways to reduce bias in decision-makingFive ways to reduce bias in decision-makingProfessor Binna Kandola, co-founder and senior partner“Don’t talk to me about diversity now: it’s not even in my top five priorities!”So said a senior leader to his Director of Diversity and Inclusion. He might think that given the current crisis, this is an understandable point of view. His energies are naturally directed elsewhere and being asked to consider the diversity implications of the decisions that he and his team are making can seem a totally misplaced and misjudged request.For too many leaders, diversity means nothing more than the representation of different groups of people at all levels in the organisation. Targets, particularly for gender, will be established (although rarely met). It’s seen as a numbers game.As for other actions, there is a list of well-established initiatives that organisations will undertake and that leaders are prepared to endorse. For example, there will be a calendar of celebratory events, such as International Women’s Day or Black History Month, but in reality, it’s a checklist exercise. For these limited efforts, some organisations will seek to win awards which they will then publicise heavily on their websites. It’s a form of organisational virtue signalling.If that is what diversity means to those who run our organisations, then, of course, it will be irrelevant at this particular moment in time. If, however, diversity was genuinely about ensuring that organisations make the most of the talent that they have, then it will always be a central issue of concern. In the particular case above, the Director of Diversity and Inclusion was asking her boss to look at the way that they were about to consider redundancy decisions. Her concern was that, because of the pressure that people were under, their decisions would not be the right ones and could be unfair.The research is quite clear on this and supports her concerns. When we are under pressure, when we feel the need to make decisions quickly, and when we are tired and mentally overloaded, the likelihood of making biased decisions increases. There is every reason to think that that this will be the case in the current climate.There are some simple steps, which take little time to put into action but which will help leaders to increase the effectiveness of the decisions that are taken.Follow your processes. Many large organisations have well-established processes for making important decisions, such as managing performance and making redundancies. Although some people may wish it to be so, this is not the time to throw the rulebook overboard so that we can act more quickly. It doesn’t take long to listen to the advice of people who know about the processes and can guide us in implementing them effectively.Set fairness as a goal. When making tough decisions in these most testing of times, people will be told the purpose of what they are doing. At that moment of clarifying aims, make clear to everyone involved that it is equally imperative that the decisions are taken fairly. A simple instruction like this, reminding people of the importance of fairness, is often an effective way of reducing potential bias.Ask people to be accurate in their decision-making. Research has again shown that an instruction like this helps to guide the decision-making process for everyone involved. When asked to make their decisions in this way, people operate more objectively and are less likely to be influenced by stereotypes and prejudgements.Instruct yourself to be fair. Tell yourself out loud that, “If I am making these decisions, then I will be fair.” It’s a simple instruction, takes little time and yet it has been found to be very useful in helping people to make fairer decisions. The ‘If this, then that…” formulation has successfully changed behaviour for many people in a range of different contexts, such as in health and safety, as well as in the area of reducing bias.Challenge those who are not being fair. If a colleague is dismissive of the need for diversity, don’t just leave it to the Diversity Manager to reconsider; challenge them yourself. Many organisations have created diversity allies and diversity champions, and this is the time that they can make the greatest impact.These five actions demonstrate that with a little forethought, care and professionalism, we can indeed make fairer and better decisions. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/five-ways-to-reduce-bias-in-decision-making" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipFive ways to build trust in remote teamsFive ways to build trust in remote teamsProfessor Binna Kandola and Stuart Duff, Pearn KandolaTrust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do the role that has been assigned to them, but also to provide practical and emotional support when you require it. Naturally, your team members will have the same expectation of you, as a leader. They will expect you to provide direction, motivation and to act with fairness.When your team is working in the same location, you can see and hear your colleagues in action. These behavioural cues give a lot of information about whether they’re pulling their weight. The insights that we gain from being physically around other people are therefore a critical component in determining whether we consider a colleague to be trustworthy.In virtual teams, these visual and auditory cues are not so readily available to us. This can lead to issues of trust within the team, which, in turn, will lead to a decrease in performance and innovation. When team members lack trust in one another, they will spend more time monitoring the communications they receive from other team members – including you, the team leader – and trying to decipher exactly what was meant.It’s easy to also find yourself expending additional time trying to see how much effort your team members are putting into a task, or even duplicating their work. This lack of trust can lead to excessive defensive behaviours, which involve covering one’s back and criticising teammates on their performance. Again, this can go both ways, with teammates mistrusting and even criticising leaders. Such behaviour will often lead to a withdrawal from interactions with the team, because of a concern of being criticised and seeing little value in interacting with them.So, what can you, as a leader, do to counteract such issues within virtual teams and build trust?Here are five tips:Use the most appropriate medium for communicating with the team. The more complex the information, the richer the medium that should be used. Task-based information, such as allocating roles or communicating the outcomes of a meeting, could best be done by email. For more complex tasks, such as planning projects, video conference would be more appropriate.Establish early on the purpose and goals of the team. Furthermore, establish working principles; the ways in which you expect your team to work together. Communicate these at the start of each meeting and, at its conclusion, review the extent to which the principles and ways of working were followed.Trust can be built within a team by sharing information about each member’s experience, expertise and interests. This can help create what is known as ‘cognitive’ or ‘rapid’ trust, which is an understanding of each team member’s capabilities and contribution that they can make to the team.A deeper level of trust, which goes beyond those discussed above, is known as ‘affective trust’. This is much more about how we feel about one another and the extent to which we are prepared to offer support and help. A simple way of beginning to develop this deeper trust is to look at the way the team socialises, and the opportunities they have to get to know one another beyond the actual details of the project they are involved in. These opportunities can be generated, for example, by starting meetings 10 or 15 minutes before the stated time. This time should be used to enable people to chat to one another, discuss what’s been going on in their day, how they are handling the new ways of working and the impact it’s having on their family. When you think about it, this is the way that many meetings occur when we are physically together – people will have a coffee and socialise before the meeting actually begins. So, you may want to build in time for your team to have an online coffee together.Managers also need to be trained in conflict resolution strategies. There is extra strain on the team when they are not located next to one another, so it’s vital to know how to deal with the stresses of working in a virtual team and to recognise the signs that the team is encountering some conflict. Conflict is always better dealt with sooner rather than later. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/five-ways-to-build-trust-in-remote-teams" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipFive ways to build trust in remote teamsFive ways to build trust in remote teamsProfessor Binna Kandola and Stuart Duff, Pearn KandolaTrust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do the role that has been assigned to them, but also to provide practical and emotional support when you require it. Naturally, your team members will have the same expectation of you, as a leader. They will expect you to provide direction, motivation and to act with fairness.When your team is working in the same location, you can see and hear your colleagues in action. These behavioural cues give a lot of information about whether they’re pulling their weight. The insights that we gain from being physically around other people are therefore a critical component in determining whether we consider a colleague to be trustworthy.In virtual teams, these visual and auditory cues are not so readily available to us. This can lead to issues of trust within the team, which, in turn, will lead to a decrease in performance and innovation. When team members lack trust in one another, they will spend more time monitoring the communications they receive from other team members – including you, the team leader – and trying to decipher exactly what was meant.It’s easy to also find yourself expending additional time trying to see how much effort your team members are putting into a task, or even duplicating their work. This lack of trust can lead to excessive defensive behaviours, which involve covering one’s back and criticising teammates on their performance. Again, this can go both ways, with teammates mistrusting and even criticising leaders. Such behaviour will often lead to a withdrawal from interactions with the team, because of a concern of being criticised and seeing little value in interacting with them.So, what can you, as a leader, do to counteract such issues within virtual teams and build trust?Here are five tips:Use the most appropriate medium for communicating with the team. The more complex the information, the richer the medium that should be used. Task-based information, such as allocating roles or communicating the outcomes of a meeting, could best be done by email. For more complex tasks, such as planning projects, video conference would be more appropriate.Establish early on the purpose and goals of the team. Furthermore, establish working principles; the ways in which you expect your team to work together. Communicate these at the start of each meeting and, at its conclusion, review the extent to which the principles and ways of working were followed.Trust can be built within a team by sharing information about each member’s experience, expertise and interests. This can help create what is known as ‘cognitive’ or ‘rapid’ trust, which is an understanding of each team member’s capabilities and contribution that they can make to the team.A deeper level of trust, which goes beyond those discussed above, is known as ‘affective trust’. This is much more about how we feel about one another and the extent to which we are prepared to offer support and help. A simple way of beginning to develop this deeper trust is to look at the way the team socialises, and the opportunities they have to get to know one another beyond the actual details of the project they are involved in. These opportunities can be generated, for example, by starting meetings 10 or 15 minutes before the stated time. This time should be used to enable people to chat to one another, discuss what’s been going on in their day, how they are handling the new ways of working and the impact it’s having on their family. When you think about it, this is the way that many meetings occur when we are physically together – people will have a coffee and socialise before the meeting actually begins. So, you may want to build in time for your team to have an online coffee together.Managers also need to be trained in conflict resolution strategies. There is extra strain on the team when they are not located next to one another, so it’s vital to know how to deal with the stresses of working in a virtual team and to recognise the signs that the team is encountering some conflict. Conflict is always better dealt with sooner rather than later. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/five-ways-to-build-trust-in-remote-teams" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHousehold, we have a problem: Environments we can live and work inHousehold, we have a problem: Environments we can live and work inProfessor Binna Kandola, co-founder and senior partner“Can you keep that racket down? I’m trying to work here.”“Do you have to do that here? I’m trying to have my dinner.”“Who left that there? Can you tidy your stuff away after you finished please?”Just a sample of the daily irritations that I’m sure are occurring in many households around the country at this very moment. Mundane as they sound, these are the very same issues faced by astronauts living and working in the International Space Station. The situation in which many of us now find ourselves in whilst working from home, has many similarities with the capsule environments extensively researched by NASA.The physical environment in which people are living and working is recognised as an important determinant factor in performance. These include levels of noise, co-location of facilities, movement through different areas, storage and light.Noise levelsLevels of noise are a particular distraction to people in capsule environments. A certain level of background noise is almost expected by us; it feels appropriate and comfortable. Too much noise, of course, is both distracting and annoying, but total silence is unnerving also. It is possible to work in situations where there is considerable background noise – you only have to look at the number of people who are working in busy coffee shops. But here, the noises can be shut out as we have anonymity and little interest in the conversations and activity around us. Working at home though, we are not anonymous, and so we can’t help but pay attention to what other family members are doing. Putting in headphones and playing music is one way of shutting out the distractions but this will hinder communication with the family members. Another method to adopt is to identify those tasks which particularly require background noise to be much lower and to request others to respect the fact that you will require intense concentration for a short period of time. Alternatively, pick a time where there are fewer people around so you can concentrate on that particular task.Co-location of facilitiesAs in the space station, different activities will be going on right next to one another. You may be working in an area where someone else is trying to cook; someone is trying to study while another one is playing with their Xbox; one person may be doing a Joe Wicks workout whilst another is on a video conference. The same space will have a variety of different functions, for example, a table will be an office desk, a recreational space and a dining area at different points during the day. This is very similar to capsule environments. At least in our homes, we are not expected to also carry out scientific experiments whilst other people are having a meal next to us. This can obviously be a source of conflict as people feel their activities are not being respected by others in the household. However, one solution to this is to mark distinctions between different activities at different times of the day. So if the kitchen table is being used as a work place for the majority of the day, all of the equipment should be moved off the table when it returns to its use as a dining area.MovementMovements from one space and area to another is also important. The key passageways should be kept clear of obstacles so that people can move as freely as possible and it also keeps the area safe.StorageStorage in capsule environments is another important issue. Each astronaut going to the International Space Station is allowed to bring a certain amount of personal items with them, however on leaving, unused items tended to be left behind. Over a period of time, this meant there was a surprisingly high amount of clutter and this started to fill the place up. Sound familiar? This will be an important time to have a good clear out and discard those items which have little use for us.LightOne of the key issues which contributed to the mental health of people working in these extreme environments is access to windows and natural light. It isn’t just about sitting next to a window, but actually being able to see natural light. This also has a considerable impact on the judgment of the habitability of a particular environment. Sitting next to a window, or just spending time looking out of the window during the course of the day, is something that will be extremely beneficial to us.Noise, ease of movement, colocation of activities, clutter and light are some of the key factors which have an impact on performance and relationships in capsule environments.  With a degree of forethought and planning, we can make our living and working environments just that little bit more comfortable and habitable. The highly influential architect Le Corbusier famously said that a house is a machine for living. Nearly 100 years after he made this statement, it is something that it still very relevant. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/household-we-have-a-problem-environments-we-can-live-and-work-in" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHousehold, we have a problem: Environments we can live and work inHousehold, we have a problem: Environments we can live and work inProfessor Binna Kandola, co-founder and senior partner“Can you keep that racket down? I’m trying to work here.”“Do you have to do that here? I’m trying to have my dinner.”“Who left that there? Can you tidy your stuff away after you finished please?”Just a sample of the daily irritations that I’m sure are occurring in many households around the country at this very moment. Mundane as they sound, these are the very same issues faced by astronauts living and working in the International Space Station. The situation in which many of us now find ourselves in whilst working from home, has many similarities with the capsule environments extensively researched by NASA.The physical environment in which people are living and working is recognised as an important determinant factor in performance. These include levels of noise, co-location of facilities, movement through different areas, storage and light.Noise levelsLevels of noise are a particular distraction to people in capsule environments. A certain level of background noise is almost expected by us; it feels appropriate and comfortable. Too much noise, of course, is both distracting and annoying, but total silence is unnerving also. It is possible to work in situations where there is considerable background noise – you only have to look at the number of people who are working in busy coffee shops. But here, the noises can be shut out as we have anonymity and little interest in the conversations and activity around us. Working at home though, we are not anonymous, and so we can’t help but pay attention to what other family members are doing. Putting in headphones and playing music is one way of shutting out the distractions but this will hinder communication with the family members. Another method to adopt is to identify those tasks which particularly require background noise to be much lower and to request others to respect the fact that you will require intense concentration for a short period of time. Alternatively, pick a time where there are fewer people around so you can concentrate on that particular task.Co-location of facilitiesAs in the space station, different activities will be going on right next to one another. You may be working in an area where someone else is trying to cook; someone is trying to study while another one is playing with their Xbox; one person may be doing a Joe Wicks workout whilst another is on a video conference. The same space will have a variety of different functions, for example, a table will be an office desk, a recreational space and a dining area at different points during the day. This is very similar to capsule environments. At least in our homes, we are not expected to also carry out scientific experiments whilst other people are having a meal next to us. This can obviously be a source of conflict as people feel their activities are not being respected by others in the household. However, one solution to this is to mark distinctions between different activities at different times of the day. So if the kitchen table is being used as a work place for the majority of the day, all of the equipment should be moved off the table when it returns to its use as a dining area.MovementMovements from one space and area to another is also important. The key passageways should be kept clear of obstacles so that people can move as freely as possible and it also keeps the area safe.StorageStorage in capsule environments is another important issue. Each astronaut going to the International Space Station is allowed to bring a certain amount of personal items with them, however on leaving, unused items tended to be left behind. Over a period of time, this meant there was a surprisingly high amount of clutter and this started to fill the place up. Sound familiar? This will be an important time to have a good clear out and discard those items which have little use for us.LightOne of the key issues which contributed to the mental health of people working in these extreme environments is access to windows and natural light. It isn’t just about sitting next to a window, but actually being able to see natural light. This also has a considerable impact on the judgment of the habitability of a particular environment. Sitting next to a window, or just spending time looking out of the window during the course of the day, is something that will be extremely beneficial to us.Noise, ease of movement, colocation of activities, clutter and light are some of the key factors which have an impact on performance and relationships in capsule environments.  With a degree of forethought and planning, we can make our living and working environments just that little bit more comfortable and habitable. The highly influential architect Le Corbusier famously said that a house is a machine for living. Nearly 100 years after he made this statement, it is something that it still very relevant. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/household-we-have-a-problem-environments-we-can-live-and-work-in" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipEver wanted to be an astronaut? Now’s your chance (partially anyway)Ever wanted to be an astronaut? Now’s your chance (partially anyway)Professor Binna Kandola, co-founder and senior partner** This post was first published in 2020 during lockdown in the UK **When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require unique skills, and it’s unlikely that many of us will have actually ended up in such careers. However, there is, in the current situation that we now find ourselves, much that we have in common with the people who are engaged in such work.Our daily lives are typically dominated by routines which have developed over many years. The time at which we get up, the things we listen to on the radio, the journey we take to work and even the people we encounter will all be familiar to us. Within that recognisable framework, however, there will be a degree of variety as we move from one environment to another: from the place we live to the place we work, from friends and family to work colleagues, from one set of expectations to another. We are exposed to different stimuli and have to adapt our thinking and behaviour as we navigate our way through our daily lives. Indeed, we are so used to these routines that we don’t have to expend too much conscious effort as we move across the boundaries.Now, however, with the vast majority of us being confined to our houses for a large proportion of the day, this variety of daily stimulation that we ordinarily experience will be denied to us. Not only will we be living in a much more enclosed and confined space, but we will also be with the same small group of people – if we are lucky – for large periods of time and that will be a very different challenge.For many of us, our homes are now places in which we both live and work. For some of us, it won’t be such a huge change to use the same environment as a place for recreation, socialisation and communication. However, it’s undeniable that many of the features of a ‘capsule environment’ – something psychologists have studied for many years – are being replicated in our homes.The capsule environment is one in which people are isolated and confined. They include transatlantic ships, remote mining sites, and space stations. In these situations, people are confined in remote locations, separated from social networks and unable to leave.See how PK:INDYNAMICS Teams can help your teams thriveThough capsule environments are often more dangerous than the situation many of us now find ourselves in – locations such as a spaceship or mountain peak, for example, are referred to as EUEs (extreme and unusual environments) – there is much in the research which is relevant to the situation that people in many countries are now presented with. This is not just about working from home, because the restrictions placed on us in terms of both the amount of time that we can spend outside of the environment and the lack of interaction that we have with others, mean we are all now working in capsule environments.There are some notable differences, of course. The environments in which we place ourselves, even though we may only be able to look at them through our windows, will be familiar. Likewise, people working in isolated locations and environments have typically chosen to be there and will, in some instances, have been trained to deal with the challenges that they will face.Despite these differences though, the research on people living and working in capsule environments often bears one very striking similarity: that for the majority, this experience is a very positive one. Even with the privations, lack of contact with their social network and the stresses and strains that they had to deal with, typically, the event is looked back on with pride and as something that was special and to be valued.It may not feel like that at this very moment in time, as we try for example  to juggle work with children, and deal with the anxieties about the future. But it is important to recognise that for many people, this will be a very positive experience in which we will find reserves of resilience, energy and creativity that will help us in our growth and development as human beings. Even in the most dangerous and life-threatening situations that people have found themselves in, the reports in books and autobiographies invariably make reference to the sense of accomplishment, adaptability and even enjoyment.And so, I find it a strangely comforting thought that, looking back on it in the future, this will most likely be an experience that I feel has challenged and changed me.This is the first in a series of posts about living and working at home, in which I will be dealing with the stresses and strains, the challenges and conflicts that can occur and how we can deal with them. It is well worth reflecting that this is not only a difficult and unprecedented situation that we find ourselves in, but it is also one in which we will learn a lot more about ourselves and which we may well ultimately feel positive about. Albeit at some later point. Related content Watch the webinar Book a demo of PK:INDYNAMICS TEAMS Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/ever-wanted-to-be-an-astronaut-nows-your-chance-partially-anyway" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipEver wanted to be an astronaut? Now’s your chance (partially anyway)Ever wanted to be an astronaut? Now’s your chance (partially anyway)Professor Binna Kandola, co-founder and senior partner** This post was first published in 2020 during lockdown in the UK **When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require unique skills, and it’s unlikely that many of us will have actually ended up in such careers. However, there is, in the current situation that we now find ourselves, much that we have in common with the people who are engaged in such work.Our daily lives are typically dominated by routines which have developed over many years. The time at which we get up, the things we listen to on the radio, the journey we take to work and even the people we encounter will all be familiar to us. Within that recognisable framework, however, there will be a degree of variety as we move from one environment to another: from the place we live to the place we work, from friends and family to work colleagues, from one set of expectations to another. We are exposed to different stimuli and have to adapt our thinking and behaviour as we navigate our way through our daily lives. Indeed, we are so used to these routines that we don’t have to expend too much conscious effort as we move across the boundaries.Now, however, with the vast majority of us being confined to our houses for a large proportion of the day, this variety of daily stimulation that we ordinarily experience will be denied to us. Not only will we be living in a much more enclosed and confined space, but we will also be with the same small group of people – if we are lucky – for large periods of time and that will be a very different challenge.For many of us, our homes are now places in which we both live and work. For some of us, it won’t be such a huge change to use the same environment as a place for recreation, socialisation and communication. However, it’s undeniable that many of the features of a ‘capsule environment’ – something psychologists have studied for many years – are being replicated in our homes.The capsule environment is one in which people are isolated and confined. They include transatlantic ships, remote mining sites, and space stations. In these situations, people are confined in remote locations, separated from social networks and unable to leave.See how PK:INDYNAMICS Teams can help your teams thriveThough capsule environments are often more dangerous than the situation many of us now find ourselves in – locations such as a spaceship or mountain peak, for example, are referred to as EUEs (extreme and unusual environments) – there is much in the research which is relevant to the situation that people in many countries are now presented with. This is not just about working from home, because the restrictions placed on us in terms of both the amount of time that we can spend outside of the environment and the lack of interaction that we have with others, mean we are all now working in capsule environments.There are some notable differences, of course. The environments in which we place ourselves, even though we may only be able to look at them through our windows, will be familiar. Likewise, people working in isolated locations and environments have typically chosen to be there and will, in some instances, have been trained to deal with the challenges that they will face.Despite these differences though, the research on people living and working in capsule environments often bears one very striking similarity: that for the majority, this experience is a very positive one. Even with the privations, lack of contact with their social network and the stresses and strains that they had to deal with, typically, the event is looked back on with pride and as something that was special and to be valued.It may not feel like that at this very moment in time, as we try for example  to juggle work with children, and deal with the anxieties about the future. But it is important to recognise that for many people, this will be a very positive experience in which we will find reserves of resilience, energy and creativity that will help us in our growth and development as human beings. Even in the most dangerous and life-threatening situations that people have found themselves in, the reports in books and autobiographies invariably make reference to the sense of accomplishment, adaptability and even enjoyment.And so, I find it a strangely comforting thought that, looking back on it in the future, this will most likely be an experience that I feel has challenged and changed me.This is the first in a series of posts about living and working at home, in which I will be dealing with the stresses and strains, the challenges and conflicts that can occur and how we can deal with them. It is well worth reflecting that this is not only a difficult and unprecedented situation that we find ourselves in, but it is also one in which we will learn a lot more about ourselves and which we may well ultimately feel positive about. Albeit at some later point. Related content Watch the webinar Book a demo of PK:INDYNAMICS TEAMS Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/ever-wanted-to-be-an-astronaut-nows-your-chance-partially-anyway" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow to be an effective role modelHow to be an effective role modelby Stuart Duff, Partner and Head of DevelopmentEveryone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression on the people around us. But being a role model means something different to everyone.Think about some of the most popular role models of modern – and indeed previous – times. Nelson Mandela, Oprah Winfrey, Richard Branson and more recently, Malala Yousafzai spring to mind. They have very different qualities, but they’re all seen as role models by one person or another. So, what really makes a role model?Well, they’re the activists that we all look up to. Whether they stand up for a moral argument that they believe in or have built something from scratch, they’re all inspirational. Most likely, your role models will have achieved something that you dream of achieving yourself. They might be averagely intelligent, talkative, considerate and task focused – all that social psychology research suggests they should be as a role model.Why are role models important?From an early age, humans learn through observation. We watch others and copy their behaviour, whether that produces a positive or negative outcome. Role models can influence the way in which their observers think and act in either a personal or working environment. More often than not, they inspire those who watch them to take on challenges and achieve great things.It’s vital that a role model’s behaviour exemplifies the values that they hold, as their observer will build goals in their mind that they then refer to when faced with making a decision. This is known as a ‘cognitive representation’.The core features of a role modelWhilst role models might mean something different to every individual, there are a few shared qualities that should be associated with the term. These are success, integrity, quality, visibility and positive behaviour. But what do each of these qualities really mean?Success is something that allows us to gauge how effective a role model is. When you think of people that you admire, most of them have either achieved something you value or have a capability you desire. Their ownership of these qualities makes them successful in your eyes. So, it’s important to understand what success means to you, and identify an achievable aim. Whatever your end goal though, make sure that you consider the impact your goals will have on others.Having integrity as a role model, or ensuring that you live out certain values, is vital. This might mean adhering to company values in a work setting, or even just behaving in line with your own personal values. Hard work, for example, is a value that both organisations and individuals will hold. For a role model to be effective, they must demonstrate that they’re putting in the effort in order to reap the rewards of success.Being able to focus on and produce high quality outcomes is a valuable skill, and that’s why it’s such an important trait for a role model to have. We all admire high quality things, whether that is a top-of-the-range car, or a piece of art. Say, for example, that you’re leading on a new project at work. To make sure that the work the team produces is of a really high quality, you’d need to ensure that everyone clearly understands your expectations. Pointing out previous examples, or showing the team how you personally will work to achieve these results, might help others achieve those high standards.Maintaining a visible profile as a role model is important, as it allows others to see how you work and enables them to learn from your actions. Being transparent isn’t all about status and maintaining a profile, but is a way of helping others understand what good behaviour is and how they should conduct themselves. It allows people to better understand how they can achieve their concept of success.Finally, role models aren’t all positive, but they are all highly likely to display some sort of positive behaviour. That’s because their behaviours are linked with some kind of success or value. Observers make an association between the behaviour and the role model’s success, regardless of its outcome.Common misconceptions about role modelsThere are a huge number of misconceptions about what role models are and how they function. One common misconception is that all role models need to be charismatic. Whilst it’s certainly true that a charismatic person could inspire others with their energy, mood and confidence, charisma isn’t the be all and end all of a role model. The most important thing is focusing on what you’re trying to embody. So, you really don’t need to be charismatic to be an effective role model.Another misconception is that role models have to be the most successful people in society. Granted, success is important, but everyone’s idea of success is different. Your view of success depends completely on your goals and personal situation. Often, it is not the outcome of someone’s actions that makes them a role model, but the steps that they take to get there.Many people don’t believe that they’re capable of becoming a role model. They might not consider themselves as ‘role model material’. However, there’s no reason why you shouldn’t be considered one. Why not take a step back and think about what you’re doing, how you’re doing it and what you’ve achieved?When you start to look at yourself from afar, it becomes easier to find positive aspects and work out what you embody. These are the qualities that someone else would look up to.How to become a more effective role modelIf you think that you can be a positive role model for others, but aren’t quite sure where to start, it’s worth thinking about areas in which you can improve and focusing on personal development.First, try to gather feedback on your current performance. Others around you will be able to offer insight that you’re unable to see yourself, so don’t be afraid to ask for feedback from them. You may even find it useful to have a record of your current performance as a benchmark.Second, to become an effective role model, you need to have your own positive role models to look up to. Consider who the role models are in your life and identify the attributes they possess that you admire or would like to emulate. This may seem daunting if you feel there’s a big difference between yourself and your role models, but this is just the start of your development.Finally, once you’ve established your goals and preferences, put together a personal, focused development plan that will help you improve your effectiveness over time. Then, look for opportunities to practise. Whether you’re at work or at home, try to practise the behaviour you want to exhibit as a role model or improve your profile.Becoming an effective role model isn’t easy, but it is certainly achievable. Many of us don’t think we have the qualities we need to become a role model, but the most important thing to remember is that success means something different to everyone. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-to-be-a-role-model" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow to be an effective role modelHow to be an effective role modelby Stuart Duff, Partner and Head of DevelopmentEveryone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression on the people around us. But being a role model means something different to everyone.Think about some of the most popular role models of modern – and indeed previous – times. Nelson Mandela, Oprah Winfrey, Richard Branson and more recently, Malala Yousafzai spring to mind. They have very different qualities, but they’re all seen as role models by one person or another. So, what really makes a role model?Well, they’re the activists that we all look up to. Whether they stand up for a moral argument that they believe in or have built something from scratch, they’re all inspirational. Most likely, your role models will have achieved something that you dream of achieving yourself. They might be averagely intelligent, talkative, considerate and task focused – all that social psychology research suggests they should be as a role model.Why are role models important?From an early age, humans learn through observation. We watch others and copy their behaviour, whether that produces a positive or negative outcome. Role models can influence the way in which their observers think and act in either a personal or working environment. More often than not, they inspire those who watch them to take on challenges and achieve great things.It’s vital that a role model’s behaviour exemplifies the values that they hold, as their observer will build goals in their mind that they then refer to when faced with making a decision. This is known as a ‘cognitive representation’.The core features of a role modelWhilst role models might mean something different to every individual, there are a few shared qualities that should be associated with the term. These are success, integrity, quality, visibility and positive behaviour. But what do each of these qualities really mean?Success is something that allows us to gauge how effective a role model is. When you think of people that you admire, most of them have either achieved something you value or have a capability you desire. Their ownership of these qualities makes them successful in your eyes. So, it’s important to understand what success means to you, and identify an achievable aim. Whatever your end goal though, make sure that you consider the impact your goals will have on others.Having integrity as a role model, or ensuring that you live out certain values, is vital. This might mean adhering to company values in a work setting, or even just behaving in line with your own personal values. Hard work, for example, is a value that both organisations and individuals will hold. For a role model to be effective, they must demonstrate that they’re putting in the effort in order to reap the rewards of success.Being able to focus on and produce high quality outcomes is a valuable skill, and that’s why it’s such an important trait for a role model to have. We all admire high quality things, whether that is a top-of-the-range car, or a piece of art. Say, for example, that you’re leading on a new project at work. To make sure that the work the team produces is of a really high quality, you’d need to ensure that everyone clearly understands your expectations. Pointing out previous examples, or showing the team how you personally will work to achieve these results, might help others achieve those high standards.Maintaining a visible profile as a role model is important, as it allows others to see how you work and enables them to learn from your actions. Being transparent isn’t all about status and maintaining a profile, but is a way of helping others understand what good behaviour is and how they should conduct themselves. It allows people to better understand how they can achieve their concept of success.Finally, role models aren’t all positive, but they are all highly likely to display some sort of positive behaviour. That’s because their behaviours are linked with some kind of success or value. Observers make an association between the behaviour and the role model’s success, regardless of its outcome.Common misconceptions about role modelsThere are a huge number of misconceptions about what role models are and how they function. One common misconception is that all role models need to be charismatic. Whilst it’s certainly true that a charismatic person could inspire others with their energy, mood and confidence, charisma isn’t the be all and end all of a role model. The most important thing is focusing on what you’re trying to embody. So, you really don’t need to be charismatic to be an effective role model.Another misconception is that role models have to be the most successful people in society. Granted, success is important, but everyone’s idea of success is different. Your view of success depends completely on your goals and personal situation. Often, it is not the outcome of someone’s actions that makes them a role model, but the steps that they take to get there.Many people don’t believe that they’re capable of becoming a role model. They might not consider themselves as ‘role model material’. However, there’s no reason why you shouldn’t be considered one. Why not take a step back and think about what you’re doing, how you’re doing it and what you’ve achieved?When you start to look at yourself from afar, it becomes easier to find positive aspects and work out what you embody. These are the qualities that someone else would look up to.How to become a more effective role modelIf you think that you can be a positive role model for others, but aren’t quite sure where to start, it’s worth thinking about areas in which you can improve and focusing on personal development.First, try to gather feedback on your current performance. Others around you will be able to offer insight that you’re unable to see yourself, so don’t be afraid to ask for feedback from them. You may even find it useful to have a record of your current performance as a benchmark.Second, to become an effective role model, you need to have your own positive role models to look up to. Consider who the role models are in your life and identify the attributes they possess that you admire or would like to emulate. This may seem daunting if you feel there’s a big difference between yourself and your role models, but this is just the start of your development.Finally, once you’ve established your goals and preferences, put together a personal, focused development plan that will help you improve your effectiveness over time. Then, look for opportunities to practise. Whether you’re at work or at home, try to practise the behaviour you want to exhibit as a role model or improve your profile.Becoming an effective role model isn’t easy, but it is certainly achievable. Many of us don’t think we have the qualities we need to become a role model, but the most important thing to remember is that success means something different to everyone. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-to-be-a-role-model" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow to lead through times of changeHow to lead through times of changeby Stuart Duff, Partner and Head of DevelopmentThere are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect how challenging change can be within teams and organisations. We often talk about the ‘change curve’ and how individuals respond and react in different ways to the introduction of change. Here, we focus on how leaders can improve the way that they set goals to enable change.Setting clear, long-term goals for your organisation is never simple, and when you’re on the front line of these changes, it’s your job as a leader to make internal transitions as smooth as possible for your team. Preparation is key, and there are steps that every leader can take to ensure that they are providing greater clarity and stability for employees during turbulent times, starting with outlining a clear strategy.Set goals strategicallyAs a leader, the best way that you can prepare for the changes you’re making is to make sure your vision is clear. And making a strategic, specific set of goals can help you do that. One goal setting tool that might help is the V-SPORT model, which outlines the core elements of planning as:Vision – Determine the focus of the strategy. Ideally, this will line up with the organisation’s ethos and complement overall goals and objectives.Stakeholders – Identify key customers, stakeholders and other appropriate parties to ensure their support. Keep them informed at each stage of the process to maintain interest and commitment.Priorities – Prioritise what’s essential to the strategy’s eventual success. This is incredibly important once the plan is underway, as time and resources might be pressured.Opportunities – Keep everyone involved aware of the benefits that you are working towards to help maintain momentum. Raising awareness of smaller benefits that arise from the process is also sensible, like learning new skills and increased awareness of competitor activity.Risks – Take time to explore potential difficulties, repairing ways of avoiding or managing them effectively.Timelines – Create a strategy that’s flexible and allows for changes within or outside of the organisation. Make sure that you consider the current situation, and how this might change in the future.Despite now having a clear plan, there’s still much more to do to enable you to succeed through times of change, whilst providing stability for the wider team too.Find out how PK:INDYNAMICS Leader can help you lead through times of changeMake sure your plan is realisticWhen making any plan, it’s important to think about the timescale in which you want to achieve your end goal. You should consider your plan in a broader context, keeping an eye on what’s going on in the marketplace and always factoring in economic or societal trends. It’s also worth considering what your competitors are up to, and making sure you’re aware of new developments in the industry.Don’t take your eyes off the prize though, and remember to focus on what the strategy will look like from an internal point of view. What’s your timescale? What resources might you need? And how does all of that affect finances?Make sure that your goal is as definitive as possible. Using the S.M.A.R.T technique will allow you to make your goals specific, realistic and measurable, explaining why they’re worthwhile, and allowing you to celebrate smaller achievements on the way to hitting your big targets.Keep everyone in the loopOnce your goals are strategically set out, the next step is to make sure that everyone on your team is aware of what’s going on.Making sure that there’s a shared sense of trust within the team is vital. Sudden changes within an organisation might leave staff feeling disheartened and confused, but it’s important to remind team members that they’re not the only ones feeling this way. A great leader will always keep their team up to date, no matter whether the news is good or bad, and recognise that the more your employees don’t know, the more anxious and speculative they’ll be.Fill your team in on the important details, deadlines and objectives, and let them know that they can come to you for support. Open the floor to questions regularly, as concerns are more than likely to arise along the way. Make sure that everyone knows they have your trust and full attention in times of change and ask if there’s anything you can do to address unanswered questions along the way. This will also demonstrate that you’re present and understanding, facilitating trust and showing that you value the team in its entirety.Stay positiveKeeping a level head can be difficult through a period of change, and it’s easy to complain when something isn’t working. It’s vital to remember to stay positive during times of adversity, though. The changes that your organisation is going through are likely to be unavoidable and spreading negativity throughout your team won’t help to accelerate progress.It’ll likely benefit you personally, but positivity can have a huge impact on your team, too. Always remember to celebrate achievements, whether they’re big or small, and make sure you take the time to thank staff for their hard work and effort. Setting time aside to focus on every employee, if necessary, helps to show your team how valuable they are to you.And, while your team is trying to cope with change, it’s likely that not everyone will be happy. Some team members might be unsure about what’s going on, leading to frustration and possible conflict. Try to offer constructive solutions and keep the peace within the business. Your end goal is to help employees to feel comfortable and content, whilst being able to get on with their workload as smoothly as possible.Being in a position of authority has its perks, but it also has its challenges. And through times of change, it can be even more of a complex task. What’s important is that you can address your team with confidence, clarity and positivity. Make sure that every employee is aware of what’s going on, help them to feel valued and trusted, and keep the peace whilst offering consistent support.Your role in overseeing this period of change is essential in making the process run as smoothly as possible. It might sound difficult, but this transition won’t last forever. Related content Watch the webinar Book a demo Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/leading-through-change" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow to lead through times of changeHow to lead through times of changeby Stuart Duff, Partner and Head of DevelopmentThere are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect how challenging change can be within teams and organisations. We often talk about the ‘change curve’ and how individuals respond and react in different ways to the introduction of change. Here, we focus on how leaders can improve the way that they set goals to enable change.Setting clear, long-term goals for your organisation is never simple, and when you’re on the front line of these changes, it’s your job as a leader to make internal transitions as smooth as possible for your team. Preparation is key, and there are steps that every leader can take to ensure that they are providing greater clarity and stability for employees during turbulent times, starting with outlining a clear strategy.Set goals strategicallyAs a leader, the best way that you can prepare for the changes you’re making is to make sure your vision is clear. And making a strategic, specific set of goals can help you do that. One goal setting tool that might help is the V-SPORT model, which outlines the core elements of planning as:Vision – Determine the focus of the strategy. Ideally, this will line up with the organisation’s ethos and complement overall goals and objectives.Stakeholders – Identify key customers, stakeholders and other appropriate parties to ensure their support. Keep them informed at each stage of the process to maintain interest and commitment.Priorities – Prioritise what’s essential to the strategy’s eventual success. This is incredibly important once the plan is underway, as time and resources might be pressured.Opportunities – Keep everyone involved aware of the benefits that you are working towards to help maintain momentum. Raising awareness of smaller benefits that arise from the process is also sensible, like learning new skills and increased awareness of competitor activity.Risks – Take time to explore potential difficulties, repairing ways of avoiding or managing them effectively.Timelines – Create a strategy that’s flexible and allows for changes within or outside of the organisation. Make sure that you consider the current situation, and how this might change in the future.Despite now having a clear plan, there’s still much more to do to enable you to succeed through times of change, whilst providing stability for the wider team too.Find out how PK:INDYNAMICS Leader can help you lead through times of changeMake sure your plan is realisticWhen making any plan, it’s important to think about the timescale in which you want to achieve your end goal. You should consider your plan in a broader context, keeping an eye on what’s going on in the marketplace and always factoring in economic or societal trends. It’s also worth considering what your competitors are up to, and making sure you’re aware of new developments in the industry.Don’t take your eyes off the prize though, and remember to focus on what the strategy will look like from an internal point of view. What’s your timescale? What resources might you need? And how does all of that affect finances?Make sure that your goal is as definitive as possible. Using the S.M.A.R.T technique will allow you to make your goals specific, realistic and measurable, explaining why they’re worthwhile, and allowing you to celebrate smaller achievements on the way to hitting your big targets.Keep everyone in the loopOnce your goals are strategically set out, the next step is to make sure that everyone on your team is aware of what’s going on.Making sure that there’s a shared sense of trust within the team is vital. Sudden changes within an organisation might leave staff feeling disheartened and confused, but it’s important to remind team members that they’re not the only ones feeling this way. A great leader will always keep their team up to date, no matter whether the news is good or bad, and recognise that the more your employees don’t know, the more anxious and speculative they’ll be.Fill your team in on the important details, deadlines and objectives, and let them know that they can come to you for support. Open the floor to questions regularly, as concerns are more than likely to arise along the way. Make sure that everyone knows they have your trust and full attention in times of change and ask if there’s anything you can do to address unanswered questions along the way. This will also demonstrate that you’re present and understanding, facilitating trust and showing that you value the team in its entirety.Stay positiveKeeping a level head can be difficult through a period of change, and it’s easy to complain when something isn’t working. It’s vital to remember to stay positive during times of adversity, though. The changes that your organisation is going through are likely to be unavoidable and spreading negativity throughout your team won’t help to accelerate progress.It’ll likely benefit you personally, but positivity can have a huge impact on your team, too. Always remember to celebrate achievements, whether they’re big or small, and make sure you take the time to thank staff for their hard work and effort. Setting time aside to focus on every employee, if necessary, helps to show your team how valuable they are to you.And, while your team is trying to cope with change, it’s likely that not everyone will be happy. Some team members might be unsure about what’s going on, leading to frustration and possible conflict. Try to offer constructive solutions and keep the peace within the business. Your end goal is to help employees to feel comfortable and content, whilst being able to get on with their workload as smoothly as possible.Being in a position of authority has its perks, but it also has its challenges. And through times of change, it can be even more of a complex task. What’s important is that you can address your team with confidence, clarity and positivity. Make sure that every employee is aware of what’s going on, help them to feel valued and trusted, and keep the peace whilst offering consistent support.Your role in overseeing this period of change is essential in making the process run as smoothly as possible. It might sound difficult, but this transition won’t last forever. Related content Watch the webinar Book a demo Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/leading-through-change" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhat is ‘ageism’ and how can we tackle it?What is ‘ageism’ and how can we tackle it?by Nic Hammarling, Head of Diversity, Pearn KandolaWhat’s the first thing that comes into your mind when we talk about ‘discrimination’?Race? Gender? Sexuality?Of all forms of discrimination, ageism is probably one of the last that comes to mind. Despite that, one in three (37%) workers over 45 in the UK believes that there is age discrimination in their workplace.What is ageism?Put simply, ageism involves being stereotyped, discriminated against or having an assumption made about you that is based on your age.The term ‘ageism’ was first used by Robert Butler in 1969 to describe the “process of systematic stereotyping or discrimination against people because they are old.”Having a negative attitude towards the older adults – whether that be those in their 50s and 60s or beyond – in our society is a real problem, and one that is becoming even more of a concern as our population – and workforce – ages. In fact, over a third (36%) of people over 50 feel as though they’ve been disadvantaged at work because of their age.But what many don’t consider is that ageism can be applied to the rest of the population, too. For young people, ageism has very similar effects to those experienced by the older population. They might be belittled or patronised, passed up for progression opportunities or paid poor wages in comparison with others. In fact, more than half of under 18s feel like they’re not taken seriously at work because of their age.What does ageism in the workplace look like?Age discrimination can happen at any time, from the very beginning of the hiring process and throughout your training to conversations surrounding retirement.Thanks to the Equality Act 2010, age is one of the nine areas that are considered a ‘protected characteristic’, alongside qualities such as race, maternity and disability. This means that we’re all protected from unfair treatment and harassment based on age. Sadly though, that doesn’t mean ageism isn’t common in the workplace, and its effects can have a negative impact on both an individual employee and the business as a whole.RecruitmentMaking assumptions about a person’s capabilities, behaviour or potential based on the age on their CV is the first hurdle at which many business fall. For example, some might assume that an applicant over the age of 65 will be slow or unable to use technology. On the other hand, a recruiter might think that a younger applicant is lazy and likely to spend too much time on their mobile phone. This sometimes means that applicants can’t find a job at all. Those searching for work aged 50-64 are 33% more likely than under 50s to be unemployed for over two years.Performance evaluations and opportunities for progressionEveryone has their own strengths and weaknesses, but stereotyping by way of ageism means that some managers may make links between an employee’s capabilities and their age. This often means that employees – particularly those of the older generation – aren’t offered the appropriate training to help them gain the necessary skills for their roles. Plus, evaluating someone’s performance based on age can often mean that employees are overlooked for pay rises and promotions.Unfair treatmentAgeism can have a huge impact on the professional lives of those it affects, but it can also have an impact on their personal lives and confidence. Many victims of ageism experience what’s known as ageist language in the workplace, including the use of phrases like ‘over the hill’ or ‘kids’. Or, they might experience micro-incivilities, which are subtle behaviours suggesting that someone is not valued or welcome in a particular environment.How to tackle ageismAs a leader, it is your responsibility to make sure that your entire team is aware of ageism, whether it be conscious or unconscious, and ensure that everyone in your department is treated equally. Making sure that your employees know the boundaries and what not to do is vital, so here are some actions that everyone in your team should take to combat workplace ageism:Focus on experience rather than ageWhen thinking about the kind of people you want to recruit, focus on their qualifications and experience as opposed to their age. Unless it’s essential to a role, make sure you give all applicants an equal opportunity to prove their skills and knowledge before you discount them based on their age.Don’t make any assumptionsThe most effective way to tackle workplace ageism is to avoid making assumptions about your team members. Even if they’re a similar age, all of your employees will be at different stages in their lives. A 70-year-old team member might not be ready to leave work, for example, but their 60-year-old co-worker might be thinking about an early retirement.Making assumptions doesn’t just apply to those wanting to retire, though. It’s also important when evaluating work performance. That’s because someone’s skills and capabilities aren’t a result of their age; they’re a result of proper training. So, try to disregard age when evaluating performance, and make sure you’re doing the most you can to create a level playing field for everyone.Consider all staff for progression opportunitiesNaturally, you might be more likely to consider younger staff for training and promotion opportunities.. But that doesn’t mean that older, more experienced candidates shouldn’t have access to the same opportunities to learn and develop. Make sure that you’re aware of everyone’s skills and what training they might like to be a part of, regardless of their age.Don’t use ageist languageOne of the simplest things that you and the rest of your team can do in the workplace is to be conscious of discriminatory or stereotypical language. Sometimes our language choices are unconscious. Perhaps you might refer to the young members of the team as ‘the kids’ or suggest that an older co-worker is having a ‘senior moment’ when they forget a deadline. Phrases like these might seem insignificant or like ‘banter’, but can actually have a huge impact on the person on the receiving end. So, try your best to not refer to employees with ageist language, and don’t be afraid to call others out when they do.Open up lines of communicationCommunication is key in every workplace. It’s vital that your team feels comfortable and valued, so make sure that everyone knows they can come to you if they have a problem. Talk openly about combatting age discrimination in the workplace, and make time to check in with those who might be affected.Combatting all forms of workplace discrimination should be a top priority for any leader, whether it’s racism, sexism or ageism that is an issue. Your employees should feel valued at work, no matter how old they are. So, try your best to be an open book, make sure that your team are aware that you have a no-nonsense policy on ageism in the workplace, and treat all of your team equally. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/what-is-ageism" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhat is ‘ageism’ and how can we tackle it?What is ‘ageism’ and how can we tackle it?by Nic Hammarling, Head of Diversity, Pearn KandolaWhat’s the first thing that comes into your mind when we talk about ‘discrimination’?Race? Gender? Sexuality?Of all forms of discrimination, ageism is probably one of the last that comes to mind. Despite that, one in three (37%) workers over 45 in the UK believes that there is age discrimination in their workplace.What is ageism?Put simply, ageism involves being stereotyped, discriminated against or having an assumption made about you that is based on your age.The term ‘ageism’ was first used by Robert Butler in 1969 to describe the “process of systematic stereotyping or discrimination against people because they are old.”Having a negative attitude towards the older adults – whether that be those in their 50s and 60s or beyond – in our society is a real problem, and one that is becoming even more of a concern as our population – and workforce – ages. In fact, over a third (36%) of people over 50 feel as though they’ve been disadvantaged at work because of their age.But what many don’t consider is that ageism can be applied to the rest of the population, too. For young people, ageism has very similar effects to those experienced by the older population. They might be belittled or patronised, passed up for progression opportunities or paid poor wages in comparison with others. In fact, more than half of under 18s feel like they’re not taken seriously at work because of their age.What does ageism in the workplace look like?Age discrimination can happen at any time, from the very beginning of the hiring process and throughout your training to conversations surrounding retirement.Thanks to the Equality Act 2010, age is one of the nine areas that are considered a ‘protected characteristic’, alongside qualities such as race, maternity and disability. This means that we’re all protected from unfair treatment and harassment based on age. Sadly though, that doesn’t mean ageism isn’t common in the workplace, and its effects can have a negative impact on both an individual employee and the business as a whole.RecruitmentMaking assumptions about a person’s capabilities, behaviour or potential based on the age on their CV is the first hurdle at which many business fall. For example, some might assume that an applicant over the age of 65 will be slow or unable to use technology. On the other hand, a recruiter might think that a younger applicant is lazy and likely to spend too much time on their mobile phone. This sometimes means that applicants can’t find a job at all. Those searching for work aged 50-64 are 33% more likely than under 50s to be unemployed for over two years.Performance evaluations and opportunities for progressionEveryone has their own strengths and weaknesses, but stereotyping by way of ageism means that some managers may make links between an employee’s capabilities and their age. This often means that employees – particularly those of the older generation – aren’t offered the appropriate training to help them gain the necessary skills for their roles. Plus, evaluating someone’s performance based on age can often mean that employees are overlooked for pay rises and promotions.Unfair treatmentAgeism can have a huge impact on the professional lives of those it affects, but it can also have an impact on their personal lives and confidence. Many victims of ageism experience what’s known as ageist language in the workplace, including the use of phrases like ‘over the hill’ or ‘kids’. Or, they might experience micro-incivilities, which are subtle behaviours suggesting that someone is not valued or welcome in a particular environment.How to tackle ageismAs a leader, it is your responsibility to make sure that your entire team is aware of ageism, whether it be conscious or unconscious, and ensure that everyone in your department is treated equally. Making sure that your employees know the boundaries and what not to do is vital, so here are some actions that everyone in your team should take to combat workplace ageism:Focus on experience rather than ageWhen thinking about the kind of people you want to recruit, focus on their qualifications and experience as opposed to their age. Unless it’s essential to a role, make sure you give all applicants an equal opportunity to prove their skills and knowledge before you discount them based on their age.Don’t make any assumptionsThe most effective way to tackle workplace ageism is to avoid making assumptions about your team members. Even if they’re a similar age, all of your employees will be at different stages in their lives. A 70-year-old team member might not be ready to leave work, for example, but their 60-year-old co-worker might be thinking about an early retirement.Making assumptions doesn’t just apply to those wanting to retire, though. It’s also important when evaluating work performance. That’s because someone’s skills and capabilities aren’t a result of their age; they’re a result of proper training. So, try to disregard age when evaluating performance, and make sure you’re doing the most you can to create a level playing field for everyone.Consider all staff for progression opportunitiesNaturally, you might be more likely to consider younger staff for training and promotion opportunities.. But that doesn’t mean that older, more experienced candidates shouldn’t have access to the same opportunities to learn and develop. Make sure that you’re aware of everyone’s skills and what training they might like to be a part of, regardless of their age.Don’t use ageist languageOne of the simplest things that you and the rest of your team can do in the workplace is to be conscious of discriminatory or stereotypical language. Sometimes our language choices are unconscious. Perhaps you might refer to the young members of the team as ‘the kids’ or suggest that an older co-worker is having a ‘senior moment’ when they forget a deadline. Phrases like these might seem insignificant or like ‘banter’, but can actually have a huge impact on the person on the receiving end. So, try your best to not refer to employees with ageist language, and don’t be afraid to call others out when they do.Open up lines of communicationCommunication is key in every workplace. It’s vital that your team feels comfortable and valued, so make sure that everyone knows they can come to you if they have a problem. Talk openly about combatting age discrimination in the workplace, and make time to check in with those who might be affected.Combatting all forms of workplace discrimination should be a top priority for any leader, whether it’s racism, sexism or ageism that is an issue. Your employees should feel valued at work, no matter how old they are. So, try your best to be an open book, make sure that your team are aware that you have a no-nonsense policy on ageism in the workplace, and treat all of your team equally. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/what-is-ageism" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasReducing bias in recruitment: Why the phrase ‘good fit’ should always be challengedReducing bias in recruitment: Why the phrase ‘good fit’ should always be challengedby Professor Binna Kandola, co-founder and senior partner, Pearn KandolaHave you ever heard someone describe an interviewee as a ‘good fit’ for the team?I’m sure you probably have. You might even have used it yourself. It’s something intangible – difficult to describe and almost impossible to measure – but the idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process.Forming an opinion of someone that’s based on how well you think they’ll fit into an existing team or organisation is a dangerous practice though. Because, at its core, the idea of a ‘good fit’ is largely driven by bias. Instead of judging a candidate on their experience and qualifications, recruiters are making decisions based on stereotypical assumptions that often stem from their gender, ethnicity or nationality.It’s vital that we understand how this is allowed to happen. In order to stamp bias out of the recruitment process, we need to know why interviewers may – consciously or unconsciously – assign different attributes to certain candidates and categorise them in line with stereotypes.Most importantly though, we need to understand how interviewers use these stereotypes to decide which candidates are most likely to ‘fit’ their organisation.Attraction theory: why we rely on ‘fit’The interview setting encompasses a large amount of the territory that, over the years, psychological research and attraction theories have sought to explain. Many theories point to the notion that we are drawn to people who we perceive as being like us. This attraction can be based on factors such as personal interests, education and experience, but gender, age, race, as well as other factors, play a part too. They are obvious markers of difference that can be used to perceive whether someone is like us.Perceived similarity is just as important as actual similarity. In an unstructured interview with untrained interviewers, what the selectors  gather from someone when we first meet them and subsequently presume about their personality is often the only way to form an opinion on a prospective candidate. This is because there simply isn’t enough time to gauge whether or not our perception matches reality.As a result, interviewers can often find themselves relying on the idea of ‘fit’.Why is looking for a ‘good fit’ so problematic?While it’s something that many organisations say they value when judging candidates, the concept of a ‘good fit’ is a slippery one. We often know exactly what we’re looking for but struggle to communicate the idea to others because it is essentially an emotional judgement. It’s the subtle, instinctive feeling you have when you recognise that someone shares your values and interests.Employing what we know about perceived similarities though, using ‘fit’ to assess whether or not a candidate will suit an organisation’s culture clearly carries connotations of race and gender. Some inexperienced interviewers will judge a candidate based on how similar they are to themselves, as opposed to assessing them objectively. If an interviewer feels that a candidate is incredibly different from them, their feeling towards that candidate will often be less warm.How can ‘fit’ affect the interview process?How warmly an interviewer feels about a candidate affects the way they respond and interpret their answers. If they have a positive opinion, an interviewer might display positive non-verbal signals such as smiling, discussing more social topics, showing an interest in the candidate or sitting closer to them. On the other hand, if they believe ‘fit’ is lacking, there might be more negative signals, such as errors in speech, hesitation or reduced eye contact. In turn, this non-verbal negative feedback can have a detrimental effect on the candidate. Untrained interviewers also place more weight on negative information from BAME candidates-in other words they seem to be looking for reasons to reject them.How does ‘fit’ affect BAME recruitment in particular?Despite the fact that it is clearly a judgement based on stereotypes, the idea of a ‘good fit’ has a significant impact on the biases shown by interviewers when it comes specifically to BAME recruitment.In some cases, candidates can even be rejected as a result of the occupations typically associated with their racial group. For example, the qualities associated with sales occupations are more closely aligned with white people, who are stereotypically perceived to be sociable, whereas the qualities of an engineer are more closely aligned with Asians, who are stereotypically expected to be good at maths.Understandably, these stereotypes can have a significant impact on the confidence and wellbeing of minority candidates.Taking actionThere are no excuses for such poor selection processes, so interviewers should treat the notion of a ‘good fit’ very carefully; if not dismiss it altogether. As I have mentioned several times, the key issue with interviews is the lack of skill in carrying them out. Training in interviewing is essential, therefore. Providing awareness about bias is good but the interviewers will still lack the skills of how to do their job effectively.The recruitment process should be a measurable one, whereby candidates are judged against a detailed competency framework, instead of whether they would gel with an organisation on a personality level. Once you’ve mastered your biases and conducted a fair, objective interview, you can concentrate on creating a more inclusive environment for those candidates that ultimately join your team; one in which everyone ‘fits’. But, ultimately, if the term ‘good fit’ is heard in future, do challenge it’s use in the workplace. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/bias-in-recruitment" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasReducing bias in recruitment: Why the phrase ‘good fit’ should always be challengedReducing bias in recruitment: Why the phrase ‘good fit’ should always be challengedby Professor Binna Kandola, co-founder and senior partner, Pearn KandolaHave you ever heard someone describe an interviewee as a ‘good fit’ for the team?I’m sure you probably have. You might even have used it yourself. It’s something intangible – difficult to describe and almost impossible to measure – but the idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process.Forming an opinion of someone that’s based on how well you think they’ll fit into an existing team or organisation is a dangerous practice though. Because, at its core, the idea of a ‘good fit’ is largely driven by bias. Instead of judging a candidate on their experience and qualifications, recruiters are making decisions based on stereotypical assumptions that often stem from their gender, ethnicity or nationality.It’s vital that we understand how this is allowed to happen. In order to stamp bias out of the recruitment process, we need to know why interviewers may – consciously or unconsciously – assign different attributes to certain candidates and categorise them in line with stereotypes.Most importantly though, we need to understand how interviewers use these stereotypes to decide which candidates are most likely to ‘fit’ their organisation.Attraction theory: why we rely on ‘fit’The interview setting encompasses a large amount of the territory that, over the years, psychological research and attraction theories have sought to explain. Many theories point to the notion that we are drawn to people who we perceive as being like us. This attraction can be based on factors such as personal interests, education and experience, but gender, age, race, as well as other factors, play a part too. They are obvious markers of difference that can be used to perceive whether someone is like us.Perceived similarity is just as important as actual similarity. In an unstructured interview with untrained interviewers, what the selectors  gather from someone when we first meet them and subsequently presume about their personality is often the only way to form an opinion on a prospective candidate. This is because there simply isn’t enough time to gauge whether or not our perception matches reality.As a result, interviewers can often find themselves relying on the idea of ‘fit’.Why is looking for a ‘good fit’ so problematic?While it’s something that many organisations say they value when judging candidates, the concept of a ‘good fit’ is a slippery one. We often know exactly what we’re looking for but struggle to communicate the idea to others because it is essentially an emotional judgement. It’s the subtle, instinctive feeling you have when you recognise that someone shares your values and interests.Employing what we know about perceived similarities though, using ‘fit’ to assess whether or not a candidate will suit an organisation’s culture clearly carries connotations of race and gender. Some inexperienced interviewers will judge a candidate based on how similar they are to themselves, as opposed to assessing them objectively. If an interviewer feels that a candidate is incredibly different from them, their feeling towards that candidate will often be less warm.How can ‘fit’ affect the interview process?How warmly an interviewer feels about a candidate affects the way they respond and interpret their answers. If they have a positive opinion, an interviewer might display positive non-verbal signals such as smiling, discussing more social topics, showing an interest in the candidate or sitting closer to them. On the other hand, if they believe ‘fit’ is lacking, there might be more negative signals, such as errors in speech, hesitation or reduced eye contact. In turn, this non-verbal negative feedback can have a detrimental effect on the candidate. Untrained interviewers also place more weight on negative information from BAME candidates-in other words they seem to be looking for reasons to reject them.How does ‘fit’ affect BAME recruitment in particular?Despite the fact that it is clearly a judgement based on stereotypes, the idea of a ‘good fit’ has a significant impact on the biases shown by interviewers when it comes specifically to BAME recruitment.In some cases, candidates can even be rejected as a result of the occupations typically associated with their racial group. For example, the qualities associated with sales occupations are more closely aligned with white people, who are stereotypically perceived to be sociable, whereas the qualities of an engineer are more closely aligned with Asians, who are stereotypically expected to be good at maths.Understandably, these stereotypes can have a significant impact on the confidence and wellbeing of minority candidates.Taking actionThere are no excuses for such poor selection processes, so interviewers should treat the notion of a ‘good fit’ very carefully; if not dismiss it altogether. As I have mentioned several times, the key issue with interviews is the lack of skill in carrying them out. Training in interviewing is essential, therefore. Providing awareness about bias is good but the interviewers will still lack the skills of how to do their job effectively.The recruitment process should be a measurable one, whereby candidates are judged against a detailed competency framework, instead of whether they would gel with an organisation on a personality level. Once you’ve mastered your biases and conducted a fair, objective interview, you can concentrate on creating a more inclusive environment for those candidates that ultimately join your team; one in which everyone ‘fits’. But, ultimately, if the term ‘good fit’ is heard in future, do challenge it’s use in the workplace. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/bias-in-recruitment" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsWhat is mindfulness and how is it practiced?What is mindfulness and how is it practiced?by Tracey Moggeridge, Mindfulness Practitioner, Pearn KandolaYou’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about it on your timeline. But what does it really mean?Essentially, mindfulness is about being present in the moment; stopping to smell the roses along your way in life and improving your self-awareness. All in all, mindfulness isn’t an overly complicated concept, but there can be a lot to it.In 1994, Jon Kabat-Zinn, scientist, writer and meditation teacher, identified the nine attitudes of mindfulness, defining it as “paying attention in a particular way: on purpose, in the present moment, and non-judgementally.” Kabat-Zinn described the process of practicing mindfulness as removing a lens of distortion and learning more about ourselves as individuals, enabling us to notice and cope with the uncomfortable situations that we’re often dealt in daily life.The concept of experienceWhen we talk about experience, it’s important to note that there are two types: primary and secondary.Say, for example, that you’re taking a driving test. You’re aware of the other cars on the road, the instructor sitting beside you and the sound and feel of the engine in your car. Your immediate feeling might be one of nervousness or anxiety. This awareness of “the here and now” is known as primary experience; the things that you can see and feel around you.Secondary experience, on the other hand, refers to the additional thoughts and feelings that we layer on top of the primary experience. In the driving test scenario, for example, you might be worried about the pressure you feel to pass, the number of your friends that have already passed first time and whether you could afford to pay for another test if you fail. The reality, however, is that you are simply sitting in a car with your examiner, about to take a test, and are feeling nervous.Mindfulness is all about helping to distinguish between these two types of experience and learning to bring yourself back to your primary experience.Misconceptions about mindfulnessMindfulness has become a popular topic, but many of the opinions that people invest in aren’t given by real experts, meaning there are a number of misconceptions about how to practice it.One common misconception is that practicing mindfulness is easy. For some, being more mindful is much simpler than for others, but that’s not to say that it isn’t still difficult. Being able to focus only on your primary experience takes practice and consistency. Many feel that their efforts make little difference in the beginning, but in the same way that it does while learning any new skill or technique, practice really does pay off.Similarly, many believe that practicing mindfulness is an occasional activity or a hobby; one that doesn’t require regular attention. Having a routine or plan is essential, though. You wouldn’t expect to be able to run a marathon without training for it first, and mindfulness is the same. You won’t feel the benefits of a calmer state of mind or less negativity in your thinking if you only meditate once in a blue moon. It’s a form of mental exercise that should be built into your day.There’s also a tendency to think of mindfulness as simply a form of meditation. Although meditation practices like a ‘body scan’ are certainly some of the most common ways to practice mindfulness, it’s important to remember that it can actually involve a range of different practices, such as yoga.Finally, we need to dispel the myth that mindfulness can be used as a remedy for various different ailments. Indeed, someone who has suffered some form of mental trauma might actually find that a mindfulness practice causes more harm. In many cases, mindfulness requires sensitivity, and to be delivered by a qualified teacher.How to practice mindfulnessMindfulness doesn’t have to be one-dimensional; it can be achieved in a whole host of different environments. You could practice on a walk, at work or even at the dinner table. I, personally, like to practice mindfulness when I’m brushing my teeth. Wherever you might be, try to slow down and use all of your senses to really notice what is happening around you in that moment. What sounds can you hear? What smells, colours and textures are present?Not only are there many different environments for you to practice mindfulness in, but there are also a range of different techniques and routes to go down, so there really is something for everyone.Mindfulness-Based Stress Reduction (MBSR) is the most evidence-based approach to mindfulness, originally developed by Kabat-Zinn in the late 1970s. This method aims to reduce stresses that trouble us for a prolonged period. When stress is dragged out, it can have a massive impact on both your mental and physical health, so trying to avoid this by practicing mindfulness can be incredibly valuable. MBSR involves meditation, yoga and other mind-body exercises, and can help you learn about the best ways to cope with stress by addressing negative thought patterns.Cognitive Behavioural Therapy (CBT) is one of the most commonly discussed elements of psychology, but when we incorporate mindfulness, it becomes Mindfulness-Based Cognitive Therapy (MBCT). MBCT was based on the principles of MBSR but focuses on helping people who suffer from recurrent bouts of depression. This technique was designed to help patients pay attention to the present moment, rather than dwelling on the past or worrying about the future.Acceptance and Commitment Therapy (ACT) is another approach to mindfulness which aims to teach individuals the skills they need to deal with negative thoughts and help clarify what is truly meaningful. One of the core values of ACT is that you should accept what is out of your personal control and commit to actions that will improve or enrich your life. Breaking mindfulness down into three different categories, ACT helps patients focus on letting go of unhelpful thoughts, make room for negative or distressing feelings, and engage fully with the present through a range of different therapy courses.Practicing mindfulness might not be easy, but it can be incredibly valuable, and making it a habit is really worth investing your time into. Whether you suffer with stress, anxiety or depression, or would just like to spend more time focusing on the important things in life, there will be a way to achieve mindfulness that suits you. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/what-is-mindfulness" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsWhat is mindfulness and how is it practiced?What is mindfulness and how is it practiced?by Tracey Moggeridge, Mindfulness Practitioner, Pearn KandolaYou’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about it on your timeline. But what does it really mean?Essentially, mindfulness is about being present in the moment; stopping to smell the roses along your way in life and improving your self-awareness. All in all, mindfulness isn’t an overly complicated concept, but there can be a lot to it.In 1994, Jon Kabat-Zinn, scientist, writer and meditation teacher, identified the nine attitudes of mindfulness, defining it as “paying attention in a particular way: on purpose, in the present moment, and non-judgementally.” Kabat-Zinn described the process of practicing mindfulness as removing a lens of distortion and learning more about ourselves as individuals, enabling us to notice and cope with the uncomfortable situations that we’re often dealt in daily life.The concept of experienceWhen we talk about experience, it’s important to note that there are two types: primary and secondary.Say, for example, that you’re taking a driving test. You’re aware of the other cars on the road, the instructor sitting beside you and the sound and feel of the engine in your car. Your immediate feeling might be one of nervousness or anxiety. This awareness of “the here and now” is known as primary experience; the things that you can see and feel around you.Secondary experience, on the other hand, refers to the additional thoughts and feelings that we layer on top of the primary experience. In the driving test scenario, for example, you might be worried about the pressure you feel to pass, the number of your friends that have already passed first time and whether you could afford to pay for another test if you fail. The reality, however, is that you are simply sitting in a car with your examiner, about to take a test, and are feeling nervous.Mindfulness is all about helping to distinguish between these two types of experience and learning to bring yourself back to your primary experience.Misconceptions about mindfulnessMindfulness has become a popular topic, but many of the opinions that people invest in aren’t given by real experts, meaning there are a number of misconceptions about how to practice it.One common misconception is that practicing mindfulness is easy. For some, being more mindful is much simpler than for others, but that’s not to say that it isn’t still difficult. Being able to focus only on your primary experience takes practice and consistency. Many feel that their efforts make little difference in the beginning, but in the same way that it does while learning any new skill or technique, practice really does pay off.Similarly, many believe that practicing mindfulness is an occasional activity or a hobby; one that doesn’t require regular attention. Having a routine or plan is essential, though. You wouldn’t expect to be able to run a marathon without training for it first, and mindfulness is the same. You won’t feel the benefits of a calmer state of mind or less negativity in your thinking if you only meditate once in a blue moon. It’s a form of mental exercise that should be built into your day.There’s also a tendency to think of mindfulness as simply a form of meditation. Although meditation practices like a ‘body scan’ are certainly some of the most common ways to practice mindfulness, it’s important to remember that it can actually involve a range of different practices, such as yoga.Finally, we need to dispel the myth that mindfulness can be used as a remedy for various different ailments. Indeed, someone who has suffered some form of mental trauma might actually find that a mindfulness practice causes more harm. In many cases, mindfulness requires sensitivity, and to be delivered by a qualified teacher.How to practice mindfulnessMindfulness doesn’t have to be one-dimensional; it can be achieved in a whole host of different environments. You could practice on a walk, at work or even at the dinner table. I, personally, like to practice mindfulness when I’m brushing my teeth. Wherever you might be, try to slow down and use all of your senses to really notice what is happening around you in that moment. What sounds can you hear? What smells, colours and textures are present?Not only are there many different environments for you to practice mindfulness in, but there are also a range of different techniques and routes to go down, so there really is something for everyone.Mindfulness-Based Stress Reduction (MBSR) is the most evidence-based approach to mindfulness, originally developed by Kabat-Zinn in the late 1970s. This method aims to reduce stresses that trouble us for a prolonged period. When stress is dragged out, it can have a massive impact on both your mental and physical health, so trying to avoid this by practicing mindfulness can be incredibly valuable. MBSR involves meditation, yoga and other mind-body exercises, and can help you learn about the best ways to cope with stress by addressing negative thought patterns.Cognitive Behavioural Therapy (CBT) is one of the most commonly discussed elements of psychology, but when we incorporate mindfulness, it becomes Mindfulness-Based Cognitive Therapy (MBCT). MBCT was based on the principles of MBSR but focuses on helping people who suffer from recurrent bouts of depression. This technique was designed to help patients pay attention to the present moment, rather than dwelling on the past or worrying about the future.Acceptance and Commitment Therapy (ACT) is another approach to mindfulness which aims to teach individuals the skills they need to deal with negative thoughts and help clarify what is truly meaningful. One of the core values of ACT is that you should accept what is out of your personal control and commit to actions that will improve or enrich your life. Breaking mindfulness down into three different categories, ACT helps patients focus on letting go of unhelpful thoughts, make room for negative or distressing feelings, and engage fully with the present through a range of different therapy courses.Practicing mindfulness might not be easy, but it can be incredibly valuable, and making it a habit is really worth investing your time into. Whether you suffer with stress, anxiety or depression, or would just like to spend more time focusing on the important things in life, there will be a way to achieve mindfulness that suits you. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/what-is-mindfulness" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee EngagementWhy new fathers are too scared to take paternity leaveWhy new fathers are too scared to take paternity leaveby Nic Hammarling, Head of Diversity, Pearn KandolaA troubling statistic from 2018 suggested that as few as one-in-50 men were taking advantage of a Government scheme designed to make it easier for new fathers to take paternity leave. The scheme allows parents to share 50 weeks of leave, 37 of which are with pay, which at first sounds like a fantastic initiative. However, of the 285,000 couples eligible, only 2% were actually taking it up.Troubling as this statistic is, it isn’t particularly surprising. The fact that men appear to be reluctant to take paternity leave is a significant, yet massively unrecognised issue.Societal pressuresA common assumption, driven by societal norms and stereotypes, is that men aren’t interested in taking time off work following the birth of a child. There is a widespread belief that women are biologically programmed to want to take time off to be with a child, that they are somehow automatically better at playing dressing up and that they are less likely than men to want to bang their head against a wall when their three-year-old wants to rerun the same dialogue with their superhero figures for the twentieth time. The truth of the matter is that these assumptions are simply incorrect.Often, men want the opportunity to take a more active role in caring for their children, but many are intimidated by the idea of asking their employer for time off work. In a workplace environment, to be nurturing and caring isn’t often expected of men, and as such, many are wary of the backlash they may receive for asking for time away in order to be with their children.Flexible workingAnother source of pressure is the extent to which flexible working policies are being pushed towards women. It’s fantastic that such progress has been made in recent years for women to take maternity leave without disrupting their careers. However, this progress, which subtly reinforces the idea that taking care of a child is a mother’s role, is to the detriment of men who wish to spend time with their children.Indeed, there is such a focus in organisations on encouraging women to take maternity leave that it’s actually quite common for men to be unsure of whether they are even entitled to paternity leave, let alone shared leave.The bottom line is that drastic change must take place if we are to address the problems with paternity leave; and the responsibility for ushering that change doesn’t lie solely with one party.Political policyThe UK government should consider a parental leave policy which looks at equal entitlement for both parents, similar to that of Sweden, for example. It’s a Swedish legal requirement that each parent is entitled to three months of parental leave, with 80% of their salaries paid. However, the caveat is that this time is non-transferable. In other words, you use it or you lose it. They are also looking at introducing an additional three months of leave which could be shared or transferred.The crucial focus of this policy is that it creates an expectation that men and women will be equally involved in their child’s care and upbringing. The policy put in place by our own government in 2018 is failing – at least in part – because it’s optional and because organisations are scared of what will happen if they encourage their male employees to take this option. The (often unspoken) pressure to not take parental leave is at such a level that men will commonly turn it down or take only a portion of what they are entitled to, even though they would prefer to seize it with both hands.This policy, whilst a step in the right direction, is nothing more than that. Whilst change cannot occur overnight – if compulsory paternity leave was announced without warning, such a rapid chance of pace would be received with uproar by the business community – the government must put more effort into providing support for men who wish to take leave, in the same way that has been done for women.Society needs to alter its mindset as well In addition, we must see a myriad of changes taking place across society as a whole. We must see the myth that women are automatically better than men at looking after children debunked, organisations must make sure that flexible working policies are accessible and that new fathers are aware of the rights they are entitled to, and experts in diversity and inclusion must make sure that they aren’t providing consultation which benefits women to the detriment of men.Finally, there is an urgent need for more men to act as role models to their colleagues. Men must show that it is not only acceptable to take time off work in order to be fathers, but also be open about the benefits that they can currently feel shy about discussing with others.To truly change, we must all take stock of the insecurities that are holding men back from being present, caring fathers. The more we think of childcare as a woman’s responsibility, the more entrenched we become and the harder it will be for men to grasp the opportunities that they are so desperately looking for. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/paternity-leave" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee Engagement Employee Engagement Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work “Making it Real” at all stages of selection with Situational Judgement Tests As Diversity and Inclusion has become a key priority, it is time to re-examine accepted assessment and selection practices. View more Tackling monotony and boredom On the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be... View more Why new fathers are too scared to take paternity leave The fact that men appear to be reluctant to take paternity leave is a significant, yet massively unrecognised issue. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee EngagementWhy new fathers are too scared to take paternity leaveWhy new fathers are too scared to take paternity leaveby Nic Hammarling, Head of Diversity, Pearn KandolaA troubling statistic from 2018 suggested that as few as one-in-50 men were taking advantage of a Government scheme designed to make it easier for new fathers to take paternity leave. The scheme allows parents to share 50 weeks of leave, 37 of which are with pay, which at first sounds like a fantastic initiative. However, of the 285,000 couples eligible, only 2% were actually taking it up.Troubling as this statistic is, it isn’t particularly surprising. The fact that men appear to be reluctant to take paternity leave is a significant, yet massively unrecognised issue.Societal pressuresA common assumption, driven by societal norms and stereotypes, is that men aren’t interested in taking time off work following the birth of a child. There is a widespread belief that women are biologically programmed to want to take time off to be with a child, that they are somehow automatically better at playing dressing up and that they are less likely than men to want to bang their head against a wall when their three-year-old wants to rerun the same dialogue with their superhero figures for the twentieth time. The truth of the matter is that these assumptions are simply incorrect.Often, men want the opportunity to take a more active role in caring for their children, but many are intimidated by the idea of asking their employer for time off work. In a workplace environment, to be nurturing and caring isn’t often expected of men, and as such, many are wary of the backlash they may receive for asking for time away in order to be with their children.Flexible workingAnother source of pressure is the extent to which flexible working policies are being pushed towards women. It’s fantastic that such progress has been made in recent years for women to take maternity leave without disrupting their careers. However, this progress, which subtly reinforces the idea that taking care of a child is a mother’s role, is to the detriment of men who wish to spend time with their children.Indeed, there is such a focus in organisations on encouraging women to take maternity leave that it’s actually quite common for men to be unsure of whether they are even entitled to paternity leave, let alone shared leave.The bottom line is that drastic change must take place if we are to address the problems with paternity leave; and the responsibility for ushering that change doesn’t lie solely with one party.Political policyThe UK government should consider a parental leave policy which looks at equal entitlement for both parents, similar to that of Sweden, for example. It’s a Swedish legal requirement that each parent is entitled to three months of parental leave, with 80% of their salaries paid. However, the caveat is that this time is non-transferable. In other words, you use it or you lose it. They are also looking at introducing an additional three months of leave which could be shared or transferred.The crucial focus of this policy is that it creates an expectation that men and women will be equally involved in their child’s care and upbringing. The policy put in place by our own government in 2018 is failing – at least in part – because it’s optional and because organisations are scared of what will happen if they encourage their male employees to take this option. The (often unspoken) pressure to not take parental leave is at such a level that men will commonly turn it down or take only a portion of what they are entitled to, even though they would prefer to seize it with both hands.This policy, whilst a step in the right direction, is nothing more than that. Whilst change cannot occur overnight – if compulsory paternity leave was announced without warning, such a rapid chance of pace would be received with uproar by the business community – the government must put more effort into providing support for men who wish to take leave, in the same way that has been done for women.Society needs to alter its mindset as well In addition, we must see a myriad of changes taking place across society as a whole. We must see the myth that women are automatically better than men at looking after children debunked, organisations must make sure that flexible working policies are accessible and that new fathers are aware of the rights they are entitled to, and experts in diversity and inclusion must make sure that they aren’t providing consultation which benefits women to the detriment of men.Finally, there is an urgent need for more men to act as role models to their colleagues. Men must show that it is not only acceptable to take time off work in order to be fathers, but also be open about the benefits that they can currently feel shy about discussing with others.To truly change, we must all take stock of the insecurities that are holding men back from being present, caring fathers. The more we think of childcare as a woman’s responsibility, the more entrenched we become and the harder it will be for men to grasp the opportunities that they are so desperately looking for. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/paternity-leave" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipWhat is inclusive leadership and how can you foster it?What is inclusive leadership and how can you foster it?by Stuart Duff, Head of Development, Pearn KandolaIt’s not only a diverse workforce that is needed to facilitate a deep sharing of knowledge and ideas. Inclusivity is just as important, and all employees should feel a shared sense of belonging which, in turn, enables them to feel comfortable, confident and inspired.Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? Inclusive leadership is, in essence, a management technique that helps all members of a team to feel as though they’re treated with respect and equality.It may sound simple to implement, however, many employees, such as those from BAME (black, Asian and minority ethnic) backgrounds, often struggle. Being part of a minority in a crowd can both increase stress and have a profound effect on our behaviour as a whole. It can lead individuals to speak less or even withdraw totally from a situation, having a negative effect on their confidence. Some people feel this on a daily basis within their workplace, making them feel disconnected and excluded from the majority group.Are you an inclusive leader?For many leaders, identifying ways in which your actions and decisions will have significant consequences for minorities can be difficult. All human beings are biased in one way or another, whether they consider themselves to be or not. This is because we have created mental shortcuts to help us deal with decisions quickly, but it is those shortcuts that cause leaders to make decisions that are more subjective than objective – and are therefore not wholly inclusive.How can you foster an inclusive culture?Being an inclusive leader doesn’t have to be overly complicated. There are three key steps that can bring staff together, help them create new bonds and feel included.1.Help your employees feel safe and valuedGroupthink theory demonstrates a key barrier to inclusion within the workplace. In essence, it is the feeling of uneasiness and tension that employees get when they disagree with the ideas that others are presenting, but don’t feel comfortable pitching an idea of their own. Preventing employees from expressing their own ideas and creativity, groupthink can leave some staff feeling isolated and undervalued.As an inclusive leader, it’s your job to ensure that employees can share their opinions without fear that they will be labelled as rude or disruptive. Inviting staff who are more reserved with their opinions to speak up is a vital but simple way to tackle this issue.Publicly recognising the successes of the individuals who deserve it can be another great way to help employees in minority groups feel valued. Highlighting their strengths and capabilities can improve confidence and foster a feeling of self-worth.2. Assess your relationships with various team membersWithout meaning to, we’re able to form positive relationships more easily with people who we perceive as being similar or having something in common with us, but this isn’t a justifiable basis for building workplace relationships. One of the most important qualities of an inclusive leader, therefore, is being aware of both personal biases and those that stretch throughout the business.Within an organisation, it’s vital to build relationships with others who are different to you, offering a fresh perspective and a different outlook on ideas. Analysing your relationships and identifying people who might bring value to your team or project but are often left out can bring huge benefit, not only to the individuals – who will feel more included – but also to the business as a whole, which benefits from increased creativity and better decision-making.Sharing your experience and insight with under-represented groups can help employees feel valued and trusted, too.3. Consider your office environmentBeing an inclusive leader isn’t necessarily all about engaging with staff personally, but can involve improving your office environment as well. Having a communal space within your office is a great way of improving relationships between co-workers, allowing them to take their breaks away from their desk and interact with individuals that they don’t usually work with.One of the main reasons this is so important is that we work best with colleagues who we trust. It’s difficult to get to know co-workers over email or even in a face-to-face meeting, though. We need genuine human interactions to read others and connect on a personal level. Being trusted in a job also makes a huge difference to how included we feel within an organisation.Similarly, livening up the office environment and allowing employees to get involved and network between themselves can make staff who previously felt undervalued and unincluded feel part of the wider team. Putting on non-work activities like a sports day or company trip can help individuals communicate with co-workers and enables them to be part of a new team.Leadership is tough. There’ll never be a single, straightforward approach that you can simply follow in order to get it right, but there are a few philosophies that nearly all successful leaders will practice. Diversity should, of course, be strived for. But to create the happiest and most innovative team possible, inclusivity is essential. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/inclusive-leadership" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipWhat is inclusive leadership and how can you foster it?What is inclusive leadership and how can you foster it?by Stuart Duff, Head of Development, Pearn KandolaIt’s not only a diverse workforce that is needed to facilitate a deep sharing of knowledge and ideas. Inclusivity is just as important, and all employees should feel a shared sense of belonging which, in turn, enables them to feel comfortable, confident and inspired.Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? Inclusive leadership is, in essence, a management technique that helps all members of a team to feel as though they’re treated with respect and equality.It may sound simple to implement, however, many employees, such as those from BAME (black, Asian and minority ethnic) backgrounds, often struggle. Being part of a minority in a crowd can both increase stress and have a profound effect on our behaviour as a whole. It can lead individuals to speak less or even withdraw totally from a situation, having a negative effect on their confidence. Some people feel this on a daily basis within their workplace, making them feel disconnected and excluded from the majority group.Are you an inclusive leader?For many leaders, identifying ways in which your actions and decisions will have significant consequences for minorities can be difficult. All human beings are biased in one way or another, whether they consider themselves to be or not. This is because we have created mental shortcuts to help us deal with decisions quickly, but it is those shortcuts that cause leaders to make decisions that are more subjective than objective – and are therefore not wholly inclusive.How can you foster an inclusive culture?Being an inclusive leader doesn’t have to be overly complicated. There are three key steps that can bring staff together, help them create new bonds and feel included.1.Help your employees feel safe and valuedGroupthink theory demonstrates a key barrier to inclusion within the workplace. In essence, it is the feeling of uneasiness and tension that employees get when they disagree with the ideas that others are presenting, but don’t feel comfortable pitching an idea of their own. Preventing employees from expressing their own ideas and creativity, groupthink can leave some staff feeling isolated and undervalued.As an inclusive leader, it’s your job to ensure that employees can share their opinions without fear that they will be labelled as rude or disruptive. Inviting staff who are more reserved with their opinions to speak up is a vital but simple way to tackle this issue.Publicly recognising the successes of the individuals who deserve it can be another great way to help employees in minority groups feel valued. Highlighting their strengths and capabilities can improve confidence and foster a feeling of self-worth.2. Assess your relationships with various team membersWithout meaning to, we’re able to form positive relationships more easily with people who we perceive as being similar or having something in common with us, but this isn’t a justifiable basis for building workplace relationships. One of the most important qualities of an inclusive leader, therefore, is being aware of both personal biases and those that stretch throughout the business.Within an organisation, it’s vital to build relationships with others who are different to you, offering a fresh perspective and a different outlook on ideas. Analysing your relationships and identifying people who might bring value to your team or project but are often left out can bring huge benefit, not only to the individuals – who will feel more included – but also to the business as a whole, which benefits from increased creativity and better decision-making.Sharing your experience and insight with under-represented groups can help employees feel valued and trusted, too.3. Consider your office environmentBeing an inclusive leader isn’t necessarily all about engaging with staff personally, but can involve improving your office environment as well. Having a communal space within your office is a great way of improving relationships between co-workers, allowing them to take their breaks away from their desk and interact with individuals that they don’t usually work with.One of the main reasons this is so important is that we work best with colleagues who we trust. It’s difficult to get to know co-workers over email or even in a face-to-face meeting, though. We need genuine human interactions to read others and connect on a personal level. Being trusted in a job also makes a huge difference to how included we feel within an organisation.Similarly, livening up the office environment and allowing employees to get involved and network between themselves can make staff who previously felt undervalued and unincluded feel part of the wider team. Putting on non-work activities like a sports day or company trip can help individuals communicate with co-workers and enables them to be part of a new team.Leadership is tough. There’ll never be a single, straightforward approach that you can simply follow in order to get it right, but there are a few philosophies that nearly all successful leaders will practice. Diversity should, of course, be strived for. But to create the happiest and most innovative team possible, inclusivity is essential. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/inclusive-leadership" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasAre gender roles learned or innate?Are gender roles learned or innate?by Professor Binna Kandola, Senior Partner and Co-Founder, Pearn KandolaMuch has been said these past few years about gender parity in the workplace, and the need to overthrow the archaic stereotypes that are associated with men and women. In the not-too-distant past, we were attuned on a societal level to the idea that a woman’s role was in the home, caring for the family, while men were the breadwinners. Men were meant to provide, and women were meant to be supported.Many people would like to think that we are now so modern in our thinking, so aware and enlightened, that stereotyping such as this couldn’t possibly be an issue in our society. After all, there are more women in work than ever before. It wasn’t so long ago that we had a female prime minister, who, among other initiatives, announced measures to ensure that pregnant women will enjoy greater protection against unfair dismissal from employers.However, the evidence of our inherent biases can be seen at all levels of the workplace.Women in the workplace Consider the gender pay gap, for example. It’s believed that one of the key contributors to the gender pay gap is the increased responsibility that women shoulder for childcare, with two-thirds of women returning to work part-time after having a child and earning 30% less than full-time working women.Another factor is that too few women achieve the highest-ranking positions, which are, in most cases, the highest-paying. Indeed, a study released in 2018 claimed that there were more FTSE 100 companies led by men called David or Steve than those led by women or people from minority ethnic backgrounds.This particular problem stems directly from the unconscious belief that women are less qualified for leadership than men. On an impulsive level, members of both sexes more readily associate men with leadership qualities, expecting men to be assertive and rational, and women to be caring and sensitive. So, we should not lull ourselves into the belief that it is only men who have gender bias.What changes can we make?How can we ensure that when our children grow up and enter the workplace, they don’t carry these biases with them? Some would argue that fiction has a role to play, and there has certainly been a conscious effort in recent years for children’s films, television programmes and books to portray more women in leading roles.Many people will, for example, be optimistic that the first-ever female Doctor Who or the creation of a Little Miss Inventor character will encourage more young girls to consider pursuing STEM subjects. Perhaps they will. After all, we are a story-telling species. We learn lessons that stay with us throughout our entire lives from fictional characters. My opinion, however, is that real-life influences have more of an impact.The most important change that we can make is to stop seeing the workplace as a man’s domain, and to stop associating certain roles with specific genders. We must create workplaces where a female board member or CEO is not a novelty, but is a role model that young women can aspire to live up to.Setting an example A perfect example of this mentality is when The West Midlands’ Fire Service tweeted that it had received the following message; “My 4yr old came home saying she wished she was a boy so she could be a fireman. When I said girls can be firefighters too, she said ‘I’ve seen in books they are all boys – I don’t want to be the only girl’.”Female members of The West Midlands’ Fire Service quickly took to Twitter to share messages of support and show the child that her goal was indeed attainable. It didn’t stop there though, with female firefighters from around the world joining in the discussion to offer words of encouragement.This is the example that we need to set for younger generations. It’s all very well presenting children with female role models in a fictional context, but it’s stories such as this, that prove to girls that they can achieve real success, which are going to make a tangible difference. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/gender-roles-learned-innate" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasAre gender roles learned or innate?Are gender roles learned or innate?by Professor Binna Kandola, Senior Partner and Co-Founder, Pearn KandolaMuch has been said these past few years about gender parity in the workplace, and the need to overthrow the archaic stereotypes that are associated with men and women. In the not-too-distant past, we were attuned on a societal level to the idea that a woman’s role was in the home, caring for the family, while men were the breadwinners. Men were meant to provide, and women were meant to be supported.Many people would like to think that we are now so modern in our thinking, so aware and enlightened, that stereotyping such as this couldn’t possibly be an issue in our society. After all, there are more women in work than ever before. It wasn’t so long ago that we had a female prime minister, who, among other initiatives, announced measures to ensure that pregnant women will enjoy greater protection against unfair dismissal from employers.However, the evidence of our inherent biases can be seen at all levels of the workplace.Women in the workplace Consider the gender pay gap, for example. It’s believed that one of the key contributors to the gender pay gap is the increased responsibility that women shoulder for childcare, with two-thirds of women returning to work part-time after having a child and earning 30% less than full-time working women.Another factor is that too few women achieve the highest-ranking positions, which are, in most cases, the highest-paying. Indeed, a study released in 2018 claimed that there were more FTSE 100 companies led by men called David or Steve than those led by women or people from minority ethnic backgrounds.This particular problem stems directly from the unconscious belief that women are less qualified for leadership than men. On an impulsive level, members of both sexes more readily associate men with leadership qualities, expecting men to be assertive and rational, and women to be caring and sensitive. So, we should not lull ourselves into the belief that it is only men who have gender bias.What changes can we make?How can we ensure that when our children grow up and enter the workplace, they don’t carry these biases with them? Some would argue that fiction has a role to play, and there has certainly been a conscious effort in recent years for children’s films, television programmes and books to portray more women in leading roles.Many people will, for example, be optimistic that the first-ever female Doctor Who or the creation of a Little Miss Inventor character will encourage more young girls to consider pursuing STEM subjects. Perhaps they will. After all, we are a story-telling species. We learn lessons that stay with us throughout our entire lives from fictional characters. My opinion, however, is that real-life influences have more of an impact.The most important change that we can make is to stop seeing the workplace as a man’s domain, and to stop associating certain roles with specific genders. We must create workplaces where a female board member or CEO is not a novelty, but is a role model that young women can aspire to live up to.Setting an example A perfect example of this mentality is when The West Midlands’ Fire Service tweeted that it had received the following message; “My 4yr old came home saying she wished she was a boy so she could be a fireman. When I said girls can be firefighters too, she said ‘I’ve seen in books they are all boys – I don’t want to be the only girl’.”Female members of The West Midlands’ Fire Service quickly took to Twitter to share messages of support and show the child that her goal was indeed attainable. It didn’t stop there though, with female firefighters from around the world joining in the discussion to offer words of encouragement.This is the example that we need to set for younger generations. It’s all very well presenting children with female role models in a fictional context, but it’s stories such as this, that prove to girls that they can achieve real success, which are going to make a tangible difference. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/gender-roles-learned-innate" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow imposter syndrome and racism overlap – and what can be done to tackle itHow imposter syndrome and racism overlap – and what can be done to tackle itby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola At some point during the last few years, you have probably come across the term ‘imposter syndrome’. If you’re not familiar with the term though, it is the belief that you are less capable than those around you, that your success is the result of luck or other external factors and that you will be discovered as a fraudster.  The workplace impact of these beliefs can be significant. To overcome their feelings of inadequacy, people struggling with imposter syndrome might overwork themselves or develop a harmful tendency towards perfectionism. They will find it difficult to recover from setbacks and in the long-term, their career development will begin to wane, as they will hold themselves back from pursuing personal ambitions or opportunities to progress.But where do these feelings come from? There are several different contributing factors. For example, if the person is of a different demographic to those who tend to obtain certain roles, they may be stereotyped or feel a lack role models and colleagues with a similar background to admire and connect with. These insecurities can foster a powerful feeling of self-doubt, ultimately culminating in imposter syndrome.Who is it likely to impact? Millennials are often spoken about as being particularly at risk, with one survey finding that, due to feeling intimidated in the workplace, as many as a third struggle with imposter syndrome. However, there is one group in our society that is often overlooked as victims of imposter syndrome; namely, the BAME (Black, Asian & Minority Ethnic) community.One study found that despite making up 14% of the UK population, just 3% of the country’s most powerful individuals are BAME. With such a severe lack of representation, especially at senior levels, it’s no wonder that so many BAME workers struggle with imposter syndrome. But you may be wondering how this is an example of racism. Well, to fully understand how racism and imposter syndrome intersect, we must first understand how racism itself has changed.Modern racismThe vast majority of us would like to think that racism no longer has a place in our society. In reality, it has evolved to survive in more subtle forms, going largely unopposed but remaining present. For example, not only are we becoming increasingly aware of the race pay gap and the lack of BAME representation at senior organisational levels, but our own research at Pearn Kandola has found that three-in-five (59%) BAME employees actually feel that colleagues have made assumptions about their ability, character or behaviour, based on their ethnicity.It’s no wonder, therefore, that so many BAME workers are feeling the effects of imposter syndrome. With a severe shortage of role models to aspire to emulate, as well as the constant reminder that they are different to the vast majority of their colleagues, they can easily start to feel as though they don’t belong.There are strategies that anyone can use to help tackle imposter syndrome:Think positivePositive emotions enhance our sense of capability, empowering us to achieve more than when we focus on negative thoughts. Visualise your goal and think about what you need to do in order to reach it.Be realistic.People suffering from imposter syndrome often hold themselves to unrealistic standards and are then irreparably disheartened when they fail to live up to them. Remind yourself that you can succeed and that you deserve your success, but crucially, create a series of achievable goals to work towards.Examine our self-talkThese are the thoughts that we have about ourselves. Stewing on negative feelings will only cause them to fester, so the first thing we must do is stop thinking like this.Writing persistent negative thoughts down can be a beneficial way of externalising and putting them into perspective. Once you’ve written down your worries, you can look at how these thoughts can be turned into positives. For example, you may think: “I don’t deserve to be in this job.” On writing it down and examining it, you would say: “The people who selected me to do this have confidence in my abilities.”Remember your achievements, successes or qualifications.Whatever it is that makes you proud or gives you confidence, keep it to hand, so that it can be utilised when required.There’s no denying that in the modern workplace, imposter syndrome poses a significant challenge for employees and employers alike. What we must ensure though, is that we aren’t dwelling solely on millennials, politicians and celebrities. There is a much wider conversation to be had about how we can make BAME workers feel just as valued and included as their white colleagues. It may be uncomfortable at first, but only by acknowledging that for many people, racism and imposter syndrome come in hand-in-hand, can we create a better workplace for all. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/imposter-syndrome" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow imposter syndrome and racism overlap – and what can be done to tackle itHow imposter syndrome and racism overlap – and what can be done to tackle itby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola At some point during the last few years, you have probably come across the term ‘imposter syndrome’. If you’re not familiar with the term though, it is the belief that you are less capable than those around you, that your success is the result of luck or other external factors and that you will be discovered as a fraudster.  The workplace impact of these beliefs can be significant. To overcome their feelings of inadequacy, people struggling with imposter syndrome might overwork themselves or develop a harmful tendency towards perfectionism. They will find it difficult to recover from setbacks and in the long-term, their career development will begin to wane, as they will hold themselves back from pursuing personal ambitions or opportunities to progress.But where do these feelings come from? There are several different contributing factors. For example, if the person is of a different demographic to those who tend to obtain certain roles, they may be stereotyped or feel a lack role models and colleagues with a similar background to admire and connect with. These insecurities can foster a powerful feeling of self-doubt, ultimately culminating in imposter syndrome.Who is it likely to impact? Millennials are often spoken about as being particularly at risk, with one survey finding that, due to feeling intimidated in the workplace, as many as a third struggle with imposter syndrome. However, there is one group in our society that is often overlooked as victims of imposter syndrome; namely, the BAME (Black, Asian & Minority Ethnic) community.One study found that despite making up 14% of the UK population, just 3% of the country’s most powerful individuals are BAME. With such a severe lack of representation, especially at senior levels, it’s no wonder that so many BAME workers struggle with imposter syndrome. But you may be wondering how this is an example of racism. Well, to fully understand how racism and imposter syndrome intersect, we must first understand how racism itself has changed.Modern racismThe vast majority of us would like to think that racism no longer has a place in our society. In reality, it has evolved to survive in more subtle forms, going largely unopposed but remaining present. For example, not only are we becoming increasingly aware of the race pay gap and the lack of BAME representation at senior organisational levels, but our own research at Pearn Kandola has found that three-in-five (59%) BAME employees actually feel that colleagues have made assumptions about their ability, character or behaviour, based on their ethnicity.It’s no wonder, therefore, that so many BAME workers are feeling the effects of imposter syndrome. With a severe shortage of role models to aspire to emulate, as well as the constant reminder that they are different to the vast majority of their colleagues, they can easily start to feel as though they don’t belong.There are strategies that anyone can use to help tackle imposter syndrome:Think positivePositive emotions enhance our sense of capability, empowering us to achieve more than when we focus on negative thoughts. Visualise your goal and think about what you need to do in order to reach it.Be realistic.People suffering from imposter syndrome often hold themselves to unrealistic standards and are then irreparably disheartened when they fail to live up to them. Remind yourself that you can succeed and that you deserve your success, but crucially, create a series of achievable goals to work towards.Examine our self-talkThese are the thoughts that we have about ourselves. Stewing on negative feelings will only cause them to fester, so the first thing we must do is stop thinking like this.Writing persistent negative thoughts down can be a beneficial way of externalising and putting them into perspective. Once you’ve written down your worries, you can look at how these thoughts can be turned into positives. For example, you may think: “I don’t deserve to be in this job.” On writing it down and examining it, you would say: “The people who selected me to do this have confidence in my abilities.”Remember your achievements, successes or qualifications.Whatever it is that makes you proud or gives you confidence, keep it to hand, so that it can be utilised when required.There’s no denying that in the modern workplace, imposter syndrome poses a significant challenge for employees and employers alike. What we must ensure though, is that we aren’t dwelling solely on millennials, politicians and celebrities. There is a much wider conversation to be had about how we can make BAME workers feel just as valued and included as their white colleagues. It may be uncomfortable at first, but only by acknowledging that for many people, racism and imposter syndrome come in hand-in-hand, can we create a better workplace for all. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/imposter-syndrome" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipDoes the Old Boys’ Network still exist?Does the Old Boys’ Network still exist?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network that enables them to achieve positions of influence or seniority.A study by the London School of Economics though, found in 2017 that alumni from the UK’s nine leading public schools are 94 times more likely to reach the elite than those who attended other schools. This is despite the fact that those schools have traditionally educated fewer than one in 500 (0.15%) pupils aged between 13 and 18.Likewise, a study by the Equality and Human Rights Commission (EHRC) in 2016 found that nearly a third of the UK’s biggest companies largely rely on personal networks to identify new board members.It seems, therefore, that these networks are very much alive and well.Group behaviourFrom a psychological point of view, what we’re seeing here is group behaviour. We instinctively gravitate towards people who we perceive as being similar to us, and within the resulting groups, members will see each other as more talented, more capable or as having more potential. They will also see people outside the group as lacking in those qualities.Within many organisations, there will be a dominant group, which tends to be largely made up of white men. It is usually other white men, therefore, who are welcomed into the group.There are two problems here. Firstly, people will be chosen for a job or a position of responsibility based on how well connected they are, as opposed to on their skills and experience. The second problem is that in the majority of instances, as a result of this group behaviour, it will be white men who are selected for the plum roles.We can see the effects of this theory in the stark shortage of women at board level. One study found that in 2018, women made up just 22% of Fortune 500 board members and 5% of CEOs.What can we do to change the status quo? Some organisations have attempted to combat the notion of an Old Boys’ Network by setting up exclusive networking groups for women. On one level, such groups serve a valuable purpose: the group members can support one another and there is a place where some sensitive topics can be discussed. The importance of this should not be under-estimated.However, on another level, this approach entirely misses the point, as it encourages members of the outgroup to meet and network with each other, rather than with members of the dominant group. They may strengthen their personal connections, but they are no closer to breaking into the dominant group.We need to take an honest, frank look at the group behaviour that is taking place within our own organisations.Consider parliament, for example. It’s easy to switch on the television or pick up a newspaper, look at the front benches of the House of Commons and declare that there is clear evidence of group behaviour. It’s more difficult to look within our own organisations – even at our own interactions with our colleagues – and identify the same tell-tale signs.One method that we use to expose these kinds of groups is to ask everyone within a team to answer two simple questions; who they contact the most and who they value the most. The results of this test are often shocking for the participants, quickly revealing that even within a smaller team, ingroups and outgroups can form very easily. So, while we are becoming less tolerant as a society of archaic traditions such as the Old Boys’ Network, the truth is that they are still very much alive.Does this extend to women?Because women tend to have less success joining the dominant group within their own organisations, they will form stronger connections in various outgroups. As a result, when women move on to a new organisation, they are able to build on existing connections and strengthen their position. Men, meanwhile, become so invested in their resident ingroup that when they leave an organisation, they can struggle to establish themselves because they lack that extended network.Taking a look at a BBC shortlist of the 28 most influential people of the 20th century, in which 12 of the 28 chosen figures are female, it seems we’re getting somewhere. It’s clear, however, that the battle for equality continues. We need to ensure we continue on a path where the spotlight is being shone on the gender imbalance and that archaic traditions like this are eradicated once and for all. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/old-boys-network" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipDoes the Old Boys’ Network still exist?Does the Old Boys’ Network still exist?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network that enables them to achieve positions of influence or seniority.A study by the London School of Economics though, found in 2017 that alumni from the UK’s nine leading public schools are 94 times more likely to reach the elite than those who attended other schools. This is despite the fact that those schools have traditionally educated fewer than one in 500 (0.15%) pupils aged between 13 and 18.Likewise, a study by the Equality and Human Rights Commission (EHRC) in 2016 found that nearly a third of the UK’s biggest companies largely rely on personal networks to identify new board members.It seems, therefore, that these networks are very much alive and well.Group behaviourFrom a psychological point of view, what we’re seeing here is group behaviour. We instinctively gravitate towards people who we perceive as being similar to us, and within the resulting groups, members will see each other as more talented, more capable or as having more potential. They will also see people outside the group as lacking in those qualities.Within many organisations, there will be a dominant group, which tends to be largely made up of white men. It is usually other white men, therefore, who are welcomed into the group.There are two problems here. Firstly, people will be chosen for a job or a position of responsibility based on how well connected they are, as opposed to on their skills and experience. The second problem is that in the majority of instances, as a result of this group behaviour, it will be white men who are selected for the plum roles.We can see the effects of this theory in the stark shortage of women at board level. One study found that in 2018, women made up just 22% of Fortune 500 board members and 5% of CEOs.What can we do to change the status quo? Some organisations have attempted to combat the notion of an Old Boys’ Network by setting up exclusive networking groups for women. On one level, such groups serve a valuable purpose: the group members can support one another and there is a place where some sensitive topics can be discussed. The importance of this should not be under-estimated.However, on another level, this approach entirely misses the point, as it encourages members of the outgroup to meet and network with each other, rather than with members of the dominant group. They may strengthen their personal connections, but they are no closer to breaking into the dominant group.We need to take an honest, frank look at the group behaviour that is taking place within our own organisations.Consider parliament, for example. It’s easy to switch on the television or pick up a newspaper, look at the front benches of the House of Commons and declare that there is clear evidence of group behaviour. It’s more difficult to look within our own organisations – even at our own interactions with our colleagues – and identify the same tell-tale signs.One method that we use to expose these kinds of groups is to ask everyone within a team to answer two simple questions; who they contact the most and who they value the most. The results of this test are often shocking for the participants, quickly revealing that even within a smaller team, ingroups and outgroups can form very easily. So, while we are becoming less tolerant as a society of archaic traditions such as the Old Boys’ Network, the truth is that they are still very much alive.Does this extend to women?Because women tend to have less success joining the dominant group within their own organisations, they will form stronger connections in various outgroups. As a result, when women move on to a new organisation, they are able to build on existing connections and strengthen their position. Men, meanwhile, become so invested in their resident ingroup that when they leave an organisation, they can struggle to establish themselves because they lack that extended network.Taking a look at a BBC shortlist of the 28 most influential people of the 20th century, in which 12 of the 28 chosen figures are female, it seems we’re getting somewhere. It’s clear, however, that the battle for equality continues. We need to ensure we continue on a path where the spotlight is being shone on the gender imbalance and that archaic traditions like this are eradicated once and for all. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/old-boys-network" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe skill of leading through uncertaintyThe skill of leading through uncertaintyA lot of Pearn Kandola’s work in leadership development involves testing and challenging leaders in unfamiliar situations. We can gain a great deal of insight into a leader’s behaviour, mindset and decision making style when they are stretched and taken outside of the usual zones of familiarity. This is because intense pressure causes people to revert to a range of personal strategies that will either increase or reduce leadership effectiveness.Many studies have made strong links between the ability to cope with uncertainty and our personality, while other studies have linked the use of positive affect and reframing (the capacity to see situations from a wide range of perspectives) as being critical to handling uncertainty. From years of observing leadership in action, however, there are a number of very important and practical strategies, some of which may seem counter-intuitive, that lead to greater effectiveness in leading others. These are:Be awareThe strongest leaders have the ability to reflect on what they are thinking and feeling (it’s called meta-cognition) in a way that gives them more choices in their response and enables the leader to adapt and learn more quickly than their peers.Zoom outOne of the hardest transitions for any leader is moving from being the expert to being responsible for experts. A strong temptation for many under pressure is to resort to seeking details and clinging to facts, in order to prove worth to others. Instead, this gets in the way of focusing on what people really need – greater vision, strategic plans and support.Ease offSome leaders, under pressure, feel an overwhelming need to take greater control. While clarity and direction from leaders can of course be important in handling uncertainty, taking control from others simply undermines the self-belief of followers at a time when they need opportunities to build and sustain personal confidence.Be openThe temptation for many is to shoulder fears and concerns about the future. Again, nobody appreciates ranting or screaming in pressured situations, but being open about fears and seeking opinions and ideas from others enhances, rather than diminishes effectiveness as a leader.Over-communicateThe final point is the need for communication. Effective leaders know that followers need to hear and know what is going on. Bluffing, covering up or giving half-truths are obvious ways to destroy trust in teams – the only option is to communicate openly, honestly and frequently.It is during times of turbulence, such as the collapse of the banking and finance system in 2008 and the decision to leave the EU, that organisations learn about the qualities of leadership. In the past, ‘charismatic’ and ‘inspirational’ leadership models were held to describe the essence of leadership, based on the notion that having certain (often male) characteristics was essential to leading others. In recent times, however, responsible, ethical and moral leadership have taken centre stage. Perhaps from here, in the constantly changing and uncertain times ahead, we will see an increasing focus on connected and inclusive leadership?Develop your leadership skills with the award winning iLEAD Toolkit, edited by Stuart Duff and available in books or on-line. Stuart Duff Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} Racism through exclusion ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/breaking-brexit-the-skill-of-leading-through-uncertainty" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe skill of leading through uncertaintyThe skill of leading through uncertaintyA lot of Pearn Kandola’s work in leadership development involves testing and challenging leaders in unfamiliar situations. We can gain a great deal of insight into a leader’s behaviour, mindset and decision making style when they are stretched and taken outside of the usual zones of familiarity. This is because intense pressure causes people to revert to a range of personal strategies that will either increase or reduce leadership effectiveness.Many studies have made strong links between the ability to cope with uncertainty and our personality, while other studies have linked the use of positive affect and reframing (the capacity to see situations from a wide range of perspectives) as being critical to handling uncertainty. From years of observing leadership in action, however, there are a number of very important and practical strategies, some of which may seem counter-intuitive, that lead to greater effectiveness in leading others. These are:Be awareThe strongest leaders have the ability to reflect on what they are thinking and feeling (it’s called meta-cognition) in a way that gives them more choices in their response and enables the leader to adapt and learn more quickly than their peers.Zoom outOne of the hardest transitions for any leader is moving from being the expert to being responsible for experts. A strong temptation for many under pressure is to resort to seeking details and clinging to facts, in order to prove worth to others. Instead, this gets in the way of focusing on what people really need – greater vision, strategic plans and support.Ease offSome leaders, under pressure, feel an overwhelming need to take greater control. While clarity and direction from leaders can of course be important in handling uncertainty, taking control from others simply undermines the self-belief of followers at a time when they need opportunities to build and sustain personal confidence.Be openThe temptation for many is to shoulder fears and concerns about the future. Again, nobody appreciates ranting or screaming in pressured situations, but being open about fears and seeking opinions and ideas from others enhances, rather than diminishes effectiveness as a leader.Over-communicateThe final point is the need for communication. Effective leaders know that followers need to hear and know what is going on. Bluffing, covering up or giving half-truths are obvious ways to destroy trust in teams – the only option is to communicate openly, honestly and frequently.It is during times of turbulence, such as the collapse of the banking and finance system in 2008 and the decision to leave the EU, that organisations learn about the qualities of leadership. In the past, ‘charismatic’ and ‘inspirational’ leadership models were held to describe the essence of leadership, based on the notion that having certain (often male) characteristics was essential to leading others. In recent times, however, responsible, ethical and moral leadership have taken centre stage. Perhaps from here, in the constantly changing and uncertain times ahead, we will see an increasing focus on connected and inclusive leadership?Develop your leadership skills with the award winning iLEAD Toolkit, edited by Stuart Duff and available in books or on-line. Stuart Duff Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} Racism through exclusion ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/breaking-brexit-the-skill-of-leading-through-uncertainty" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society?Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society?Football and racism have been making headlines lately, and thanks to social media, players are beginning to speak up against racism. Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion doesn’t end up as meaningless hashtags and campaigns, but translate into action? Vivienne Aiyela, Tajean Hutton and John Barnes all join me for this passionate and fascinating discussion.“Pivotal parts of history have never been addressed, never been answered. People are expected to just move on with it.” – Tajean HuttonVivienne Aiyela is a diversity & inclusion consultant and Non Executive Director at the London Football Association. Tajean Hutton is the grassroots manager at the anti-discrimination campaign and charity Kick it Out, and the president of the local grassroots club AFC London. John Barnes MBE, a Former England international, joined me for the second part of the podcast.We cover a wide range of topics, including:How much sport mirrors societyIs there is undue public pressure on this particular sport?The lack of visibility in women’s sportHow should sportspeople respond to racism?Is the lack of BAME representation at management level a clear evidence of modern racism in football?Would it be fair to say that racism in sport is more readily noticed than racism in business?The ‘black sporting role model’ and how it can be problematicHow talent can get separated from the person“If you speak up you’re considered to be a troublemaker. “ – Vivienne AiyelaAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the showGrassroots football [1:15]ACAS disciplinary investigation [1:35]Non-executive director [1:55]Paul Canoville: Chelsea pioneer on racism, rehab and redemption [3:07]John Barnes [3:09]Raheem Sterling, Danny Rose [4:55]Women’s football ban [11:50]FIFA Conference for Equality and Inclusion [12:20]Discrimination reports continue to rise in English football, Kick it Out [13:30]The glass ceiling in European football report [19:35]Chris Hughton’s Brighton sacking, Darren Moore’s West Brom sacking [23:10]‘Rooney rule’ introduced to ‘address under-representation’ of BAME managers [30:52] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-6-racism-in-sport" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society?Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society?Football and racism have been making headlines lately, and thanks to social media, players are beginning to speak up against racism. Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion doesn’t end up as meaningless hashtags and campaigns, but translate into action? Vivienne Aiyela, Tajean Hutton and John Barnes all join me for this passionate and fascinating discussion.“Pivotal parts of history have never been addressed, never been answered. People are expected to just move on with it.” – Tajean HuttonVivienne Aiyela is a diversity & inclusion consultant and Non Executive Director at the London Football Association. Tajean Hutton is the grassroots manager at the anti-discrimination campaign and charity Kick it Out, and the president of the local grassroots club AFC London. John Barnes MBE, a Former England international, joined me for the second part of the podcast.We cover a wide range of topics, including:How much sport mirrors societyIs there is undue public pressure on this particular sport?The lack of visibility in women’s sportHow should sportspeople respond to racism?Is the lack of BAME representation at management level a clear evidence of modern racism in football?Would it be fair to say that racism in sport is more readily noticed than racism in business?The ‘black sporting role model’ and how it can be problematicHow talent can get separated from the person“If you speak up you’re considered to be a troublemaker. “ – Vivienne AiyelaAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the showGrassroots football [1:15]ACAS disciplinary investigation [1:35]Non-executive director [1:55]Paul Canoville: Chelsea pioneer on racism, rehab and redemption [3:07]John Barnes [3:09]Raheem Sterling, Danny Rose [4:55]Women’s football ban [11:50]FIFA Conference for Equality and Inclusion [12:20]Discrimination reports continue to rise in English football, Kick it Out [13:30]The glass ceiling in European football report [19:35]Chris Hughton’s Brighton sacking, Darren Moore’s West Brom sacking [23:10]‘Rooney rule’ introduced to ‘address under-representation’ of BAME managers [30:52] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-6-racism-in-sport" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace?Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace?Harry and I discussed the role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. We also asked how, in order to combat this growing threat, we can all improve our knowledge of the issue and reduce the likelihood of these biases taking hold.“We’ve got to ensure that when we’re training algorithms to make decisions on our behalf that we’re not giving it biased training that we can’t undo. ” – Harry GaskellHarry Gaskell is the Chief Innovation Officer and a Partner at EY UK&I. He is also a Chair at the Employers Network for Equality & Inclusion (enei). You can follow Harry on LinkedIn.We cover a wide range of topics, including:How AI can be used to empower our workplace.Could be AI be fairer than humans?Sources of bias for AI we need to combatWhat is required to properly train unbiased AIChallenges of undoing bias in AICan AI facilitate a fair selection of senior leaders?Examples of how AI can fail to tell differencesWho should be held responsible for AI from a legal perspectivePotential actions we can implement to make AI systems more accurateIs an international standard required to regulate AI?Social responsibility and AI“If we’re not careful we might start building AI which is around for decades that was never built around principles such as ethics, social responsibility, accountability, explainability, reliability, lineage.” – Harry GaskellAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the showHistory of AI in healthcare [9:35]Amazon scraps secret AI recruiting tool that showed bias against women [11:50]Google ‘fixed’ its racist algorithm by removing gorillas from its image-labeling tech [13:32]Is this a wolf? Understanding bias in machine learning [25:03]AI is the future – but where are the women? [31:45]Trusted AI – IBM Research [34:15]Putting artificial intelligence (AI) to work by EY [34:20] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-5-ai-bias" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace?Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace?Harry and I discussed the role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. We also asked how, in order to combat this growing threat, we can all improve our knowledge of the issue and reduce the likelihood of these biases taking hold.“We’ve got to ensure that when we’re training algorithms to make decisions on our behalf that we’re not giving it biased training that we can’t undo. ” – Harry GaskellHarry Gaskell is the Chief Innovation Officer and a Partner at EY UK&I. He is also a Chair at the Employers Network for Equality & Inclusion (enei). You can follow Harry on LinkedIn.We cover a wide range of topics, including:How AI can be used to empower our workplace.Could be AI be fairer than humans?Sources of bias for AI we need to combatWhat is required to properly train unbiased AIChallenges of undoing bias in AICan AI facilitate a fair selection of senior leaders?Examples of how AI can fail to tell differencesWho should be held responsible for AI from a legal perspectivePotential actions we can implement to make AI systems more accurateIs an international standard required to regulate AI?Social responsibility and AI“If we’re not careful we might start building AI which is around for decades that was never built around principles such as ethics, social responsibility, accountability, explainability, reliability, lineage.” – Harry GaskellAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the showHistory of AI in healthcare [9:35]Amazon scraps secret AI recruiting tool that showed bias against women [11:50]Google ‘fixed’ its racist algorithm by removing gorillas from its image-labeling tech [13:32]Is this a wolf? Understanding bias in machine learning [25:03]AI is the future – but where are the women? [31:45]Trusted AI – IBM Research [34:15]Putting artificial intelligence (AI) to work by EY [34:20] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-5-ai-bias" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students?Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students?Jason and I discussed how racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. Increased reporting and social media access may even make it feel as though it’s getting worse. With simple, clear steps towards progress, funding in the right areas, collective awakening to the extent of the problems, it’s something that can be addressed in an intersectional way.“You’re asking the oppressed to relieve themselves of their own burden. It doesn’t make any sense to me whatsoever.” – Dr. Jason ArdayDr Jason Arday is a Senior Lecturer in Education at Roehampton University, School of Education, a Visiting Research Fellow at The Ohio State University in the Office of Diversity and Inclusion and a Trustee of the Runnymede Trust, the UK’s leading Race Equality Thinktank.We cover a wide range of topics, including:Why is racism at universities still so prevalent, what are the conditions that allow this to happen?What’s the impact of racism on BAME students?The role of the curriculum and why it should reflect the lived experience of a much broader range of students than a largely Euro-centric one.Why is there such an attainment gap?Staff in academia; the shockingly low levels of BAME representation and the impact of racism and bias on staff wellbeing, including lack of opportunity for BAME students to progress beyond degree level and into academia.The importance of intersectionality when addressing equality and how different groups have different funding attached to its progress is problematic.“There’s responsibility on us as individuals to equip ourselves with the best knowledge available to navigate a multi-cultural society.” – Dr. Jason ArdayAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the showThe Macpherson report [1:49]The Runneymede report [2:16]Advanced HE Race Equality Charter [21:31]Athena Swan – Equality Challenge Unit [22:36]Black in Academia [25:40] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-4-racism-in-universities" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students?Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students?Jason and I discussed how racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. Increased reporting and social media access may even make it feel as though it’s getting worse. With simple, clear steps towards progress, funding in the right areas, collective awakening to the extent of the problems, it’s something that can be addressed in an intersectional way.“You’re asking the oppressed to relieve themselves of their own burden. It doesn’t make any sense to me whatsoever.” – Dr. Jason ArdayDr Jason Arday is a Senior Lecturer in Education at Roehampton University, School of Education, a Visiting Research Fellow at The Ohio State University in the Office of Diversity and Inclusion and a Trustee of the Runnymede Trust, the UK’s leading Race Equality Thinktank.We cover a wide range of topics, including:Why is racism at universities still so prevalent, what are the conditions that allow this to happen?What’s the impact of racism on BAME students?The role of the curriculum and why it should reflect the lived experience of a much broader range of students than a largely Euro-centric one.Why is there such an attainment gap?Staff in academia; the shockingly low levels of BAME representation and the impact of racism and bias on staff wellbeing, including lack of opportunity for BAME students to progress beyond degree level and into academia.The importance of intersectionality when addressing equality and how different groups have different funding attached to its progress is problematic.“There’s responsibility on us as individuals to equip ourselves with the best knowledge available to navigate a multi-cultural society.” – Dr. Jason ArdayAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the showThe Macpherson report [1:49]The Runneymede report [2:16]Advanced HE Race Equality Charter [21:31]Athena Swan – Equality Challenge Unit [22:36]Black in Academia [25:40] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-4-racism-in-universities" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 3: Education – trusting children with the truthRacism at Work Podcast Episode 3: Education – trusting children with the truthWhen should we start teaching children about racism, is it ever too early? Young people are living in the same world; they learn about racial difference regardless. Is proper education about racism and its origins the key to unpicking it? Karen Murphy and I discussed how racism shaped history and how it permeates our lives as adults.“In history there are victims, there are perpetrators, and there are people who don’t do anything. Bystanders have shaped history by their inaction.” – Karen MurphyKaren Murphy is the Director of International Strategy for Facing History and Ourselves. Karen is immersed in a longitudinal study of adolescents from divided societies with identity-based conflicts (South Africa, Northern Ireland, and the United States), and the ways these young people develop as civic actors, including the factors that impede and support their development.We cover a wide range of topics, including:Identity and belonging: the role they play in the development of societies.The idea of racism throughout history in different places across the world.Informal or formal rules of membership in our communities and countries.Where should facing history in ourselves begin.The importance of trusting young people with the truth about history and how to approach the conversation.Creating an environment which facilitates discussion about race.Is it possible to simply “get over” acts of abuse throughout our history?The role each of us plays in our own communities to combat acts of racism.“We do have to trust children with hard conversations. There’s this idea that they are innocents and by delaying a conversation is somehow protecting them.” – Karen MurphyAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the showUS modern era [2:25]Amendment XIV [2:30]Amendment XIII [2:40]Jim Crow laws [3:00]Eugenics [6:05]Apartheid [6:55]Northern Ireland sectarian conflict [7:38]Treyvon Martin [18:10]Democratic citizenship [21:05]History of slavery, the Atlantic slave trade, American Civil War, British Empire [24:45]How slavery shaped American universities [26:45]Voting Rights Act of 1965, Shelby County v. Holder [27:32]Affirmative action [29:00]Murder of Kitty Genovese, Genovese syndrome/bystander effect [32:00]Srebrenica Genocide, Rwandan genocide, Samantha Power’s work about genocide [33:50] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-3-education" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 3: Education – trusting children with the truthRacism at Work Podcast Episode 3: Education – trusting children with the truthWhen should we start teaching children about racism, is it ever too early? Young people are living in the same world; they learn about racial difference regardless. Is proper education about racism and its origins the key to unpicking it? Karen Murphy and I discussed how racism shaped history and how it permeates our lives as adults.“In history there are victims, there are perpetrators, and there are people who don’t do anything. Bystanders have shaped history by their inaction.” – Karen MurphyKaren Murphy is the Director of International Strategy for Facing History and Ourselves. Karen is immersed in a longitudinal study of adolescents from divided societies with identity-based conflicts (South Africa, Northern Ireland, and the United States), and the ways these young people develop as civic actors, including the factors that impede and support their development.We cover a wide range of topics, including:Identity and belonging: the role they play in the development of societies.The idea of racism throughout history in different places across the world.Informal or formal rules of membership in our communities and countries.Where should facing history in ourselves begin.The importance of trusting young people with the truth about history and how to approach the conversation.Creating an environment which facilitates discussion about race.Is it possible to simply “get over” acts of abuse throughout our history?The role each of us plays in our own communities to combat acts of racism.“We do have to trust children with hard conversations. There’s this idea that they are innocents and by delaying a conversation is somehow protecting them.” – Karen MurphyAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the showUS modern era [2:25]Amendment XIV [2:30]Amendment XIII [2:40]Jim Crow laws [3:00]Eugenics [6:05]Apartheid [6:55]Northern Ireland sectarian conflict [7:38]Treyvon Martin [18:10]Democratic citizenship [21:05]History of slavery, the Atlantic slave trade, American Civil War, British Empire [24:45]How slavery shaped American universities [26:45]Voting Rights Act of 1965, Shelby County v. Holder [27:32]Affirmative action [29:00]Murder of Kitty Genovese, Genovese syndrome/bystander effect [32:00]Srebrenica Genocide, Rwandan genocide, Samantha Power’s work about genocide [33:50] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-3-education" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 2: Leadership – diversity and the tone at the topRacism at Work Podcast Episode 2: Leadership – diversity and the tone at the topIn the second episode of the Racism at Work podcast we discuss the qualities, stereotypes and accountability associated with leadership, before delving into the lack of BAME representation at senior level. The role organisations need their leaders to play to drive the vital change we need to have the right conversations, treat diversity as a priority and how effective things like mentorships, sponsorship and networks can be in accelerating development.“Stereotypical image of a leader? We call them ‘snowy white peaks’. People working in that organisation must see those images and think one has to be like that to make it.” – Tola AyoolaTola Ayoola, is the META Programme Lead at the Cabinet Office. You can connect with Tola on LinkedIn. Chika Aghadiuno, Group Risk Strategy & Analysis Director at Aviva and you can follow her updates on LinkedIn as well.We cover a wide range of topics, including:Leadership prototypes: how they shape our expectations and assumptions in terms of how leaders should be role modelsWhy is there such a lack of BAME people in leaderships roles?What tangible changes can or should happen at both an individual level, or a systemic level in order for us to see progress in the future for equal opportunities?Why diversity is of staff is a strategic imperative for businessesHow we can apply a Diversity and Inclusion lens to all steps of the recruitment processesDo BAME employee development programs work in accelerating development?What can be done to enable BAME people to be more confident in putting themselves forward for more leadership rolesThe legacies that leaders leave behind themWhat’s the role of networks, mentors and sponsors in progression of our talent”“You can tell the difference between an organisation that truly ‘gets it’, and one where they’re just complying and paying lip service. One will have traction and the other will not.” – Chika AghadiunoAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-2-leadership" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 2: Leadership – diversity and the tone at the topRacism at Work Podcast Episode 2: Leadership – diversity and the tone at the topIn the second episode of the Racism at Work podcast we discuss the qualities, stereotypes and accountability associated with leadership, before delving into the lack of BAME representation at senior level. The role organisations need their leaders to play to drive the vital change we need to have the right conversations, treat diversity as a priority and how effective things like mentorships, sponsorship and networks can be in accelerating development.“Stereotypical image of a leader? We call them ‘snowy white peaks’. People working in that organisation must see those images and think one has to be like that to make it.” – Tola AyoolaTola Ayoola, is the META Programme Lead at the Cabinet Office. You can connect with Tola on LinkedIn. Chika Aghadiuno, Group Risk Strategy & Analysis Director at Aviva and you can follow her updates on LinkedIn as well.We cover a wide range of topics, including:Leadership prototypes: how they shape our expectations and assumptions in terms of how leaders should be role modelsWhy is there such a lack of BAME people in leaderships roles?What tangible changes can or should happen at both an individual level, or a systemic level in order for us to see progress in the future for equal opportunities?Why diversity is of staff is a strategic imperative for businessesHow we can apply a Diversity and Inclusion lens to all steps of the recruitment processesDo BAME employee development programs work in accelerating development?What can be done to enable BAME people to be more confident in putting themselves forward for more leadership rolesThe legacies that leaders leave behind themWhat’s the role of networks, mentors and sponsors in progression of our talent”“You can tell the difference between an organisation that truly ‘gets it’, and one where they’re just complying and paying lip service. One will have traction and the other will not.” – Chika AghadiunoAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-2-leadership" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeingRacism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeingMicro-incivilities by their name are small but have a cumulative effect on the individual. Kiran, Rob and I talk about and how they affect self-esteem, how perpetrators may not even realise they’re doing it, making them problematic to identify, report and address. Is the workplace ready – equipped with the knowledge, understanding and language – to even have this conversation yet?“Until we regard our BAME staff networks as business-critical entities, we will fall short of what our business is capable of.” – Rob Neil OBEKiran Daurka is a Discrimination & employment lawyer and Partner at Leigh Day. You can connect with her on LinkedIn. Rob Neil OBE is the Chair of the Ministry of Justice UK Diverse Leaders Taskforce. Rob is present on LinkedIn.We cover a wide range of topics, including:Kiran and Rob’s witnessing or experiencing this type of behaviour in and outside the workplace.How aware people in the workplace usually are about micro-incivilities.Are BAME people more likely to be aware of them?Are micro-incivilities proactively counteracted in your workplace or industry?The effectiveness of current measures meant to address workplace micro-incivilities.What has the potential to stop people from reporting these incidents?How damaging this type of behaviour could be compared to more overt acts of racism.Short and long term effects of being subjected to micro-incivilities as an individual.How do we bring unconsciousness or benevolent behaviour into or consciousness.Changes which should happen at individual and systemic level to progress in this area.“If your non-white friends are not talking to you about race, it doesn’t mean there’s not a problem, it means you’re not part of that conversation. They are talking about it elsewhere.” – Kiran DaurkaAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the episodeBias in Britain [23:30]Let’s Talk Race [28:10]Complaint as Diversity Work [37:50]Race Disparity Unit [45:15] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-1-micro-incivilities" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsRacism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeingRacism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeingMicro-incivilities by their name are small but have a cumulative effect on the individual. Kiran, Rob and I talk about and how they affect self-esteem, how perpetrators may not even realise they’re doing it, making them problematic to identify, report and address. Is the workplace ready – equipped with the knowledge, understanding and language – to even have this conversation yet?“Until we regard our BAME staff networks as business-critical entities, we will fall short of what our business is capable of.” – Rob Neil OBEKiran Daurka is a Discrimination & employment lawyer and Partner at Leigh Day. You can connect with her on LinkedIn. Rob Neil OBE is the Chair of the Ministry of Justice UK Diverse Leaders Taskforce. Rob is present on LinkedIn.We cover a wide range of topics, including:Kiran and Rob’s witnessing or experiencing this type of behaviour in and outside the workplace.How aware people in the workplace usually are about micro-incivilities.Are BAME people more likely to be aware of them?Are micro-incivilities proactively counteracted in your workplace or industry?The effectiveness of current measures meant to address workplace micro-incivilities.What has the potential to stop people from reporting these incidents?How damaging this type of behaviour could be compared to more overt acts of racism.Short and long term effects of being subjected to micro-incivilities as an individual.How do we bring unconsciousness or benevolent behaviour into or consciousness.Changes which should happen at individual and systemic level to progress in this area.“If your non-white friends are not talking to you about race, it doesn’t mean there’s not a problem, it means you’re not part of that conversation. They are talking about it elsewhere.” – Kiran DaurkaAnd much more. Please enjoy, and be sure to grab a copy of Racism at Work: The Danger of Indifference and connect with Professor Binna Kandola OBE on LinkedIn to join the conversation or share your thoughts.You can also listen on Apple Podcasts, Spotify, Stitcher, TuneIn or in any other podcasting app by searching for “Racism at Work Podcast“, or simply by asking Siri and Alexa to “play the Racism at Work podcast“.Mentioned in the episodeBias in Britain [23:30]Let’s Talk Race [28:10]Complaint as Diversity Work [37:50]Race Disparity Unit [45:15] Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/racism-at-work-podcast-episode-1-micro-incivilities" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhat is modern racism? How and why racism has mutatedWhat is modern racism? How and why racism has mutatedby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment[1]. Its mutation is made harder to observe by it being deeply embedded, not only in our traditions and institutions, but also in our unconscious lives.Behaviours can be separated into those which are under our conscious control and those which are not; and these two types of behaviour are not necessarily related to each another[2].It could be argued that conscious behaviours – the ones we find easier to recognise and control – represent the real person, and the others are bogus. Nevertheless, those with whom we interact pick up on and identify our unconscious behaviours.How our attitudes towards race have evolvedOur public attitudes to race have certainly changed, and surveys have measured this evolution over many decades. Today, people in the majority group make far fewer overt hostile actions towards minorities. When racist acts do occur, they are widely condemned rather than being condoned as they were in the past. These positive changes are due to a widespread disapproval of racist activities in society: it is no longer socially acceptable to express racism directly.Explicit attitudes towards race have been measured consistently over many decades, so it is possible to track how they have changed. For example, in 1942, 44% of people in the USA were willing to accept integrated transport. By 1970, the figure was 88%[3]. Changes in attitude, in all age groups and religions, have also occurred in relation to issues such as education and intermarriage[4].Even in the 1970s, however, a note of caution was sounded by attitude researchers, who said that answers to their survey questions ‘may well indicate not what the American really feels in his heart of hearts, but what he thinks he ought to say’[5]. They go on to say that while changes in attitude are not necessarily indicative of changes in behaviour, changes in general opinion do create a context in which changes in behaviour are more likely to occur.The lack of tolerance for racist behaviour makes navigating one’s way through daily life, for visible minorities, less hazardous than it once was.Unfortunately, the impact of negative images and stereotypes we have inherited from the past is more difficult to eradicate. A lack of tolerance of hostile behaviours is not necessarily the same as genuine equality of opportunity. A reduction of racist acts does not automatically mean black people will feel they are being fairly treated in the workplace.— Use our Digital Solutions to find out how inclusive your organisation is —What is modern racism and why is it harder to detect?The forms of prejudice we live with today have different names, one being modern racism. Modern racists neither express nor endorse racist views and stereotypes. They believe in greater integration between people. However, modern racists also believe racial equality has been achieved and that we need no further policies to promote equality. If racism has been neutralised, then it’s reasonable to maintain the status quo. For people who think in this way, racism is over and there’s nothing left to discuss. Modern racism reveals itself at opportune moments, is more oblique than confrontational, and often leads to a conflict in our own personal values.In other words, racial prejudice has not disappeared, it has mutated. Today, racism manifests itself in numerous ways:First, avoiding any meaningful contact with the minority groupSecond, practising racial discrimination when the circumstances allow itThird, rather than criticising a minority group, those with racist beliefs will attack a policy or action, and use that as an outlet for their attitudesFourth, making a distinction between groups in terms of their ‘values’Put simply, overt and obvious forms of prejudice are witnessed less than they were and it is comforting to believe that racism is becoming a thing of the past; that somehow we live in an enlightened age where judging people by the colour of their skin is no longer acceptable.Why our understanding must become more nuanced Unfortunately, this is far from the truth. Today, prejudiced attitudes are expressed in more subtle and nuanced ways. For some of the points, valid claims can be made that this is not racism at all. Disagreeing with a policy (for example, on target setting) or an action (for example, players taking the knee during the national anthem in American football) is not prejudiced. That is correct of course, but the fact is it could be, and it is this ambiguity about the position taken which demonstrates the subtlety of the behaviour.An unwillingness to examine our own motives and attitudes often leads to people adopting a supposedly colour-blind approach. It’s as if we pass legislation on ourselves and the job is done: ‘I don’t notice a person’s colour’[6].Our understanding of racism needs to become much more sophisticated in order to match its increased subtlety and elusiveness.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon. [1] Dovidio, J. F. & Gaertner, S. L. Aversive racism and selection decisions: 1989 and 1999. Psychol. Sci. 11, 315–319 (2000)[2] Brown, R. Prejudice: Its Social Psychology. (Blackwell, 1995)[3] Greeley, A. M. & Sheatsley, P. B. Attitudes Toward Desegregation. (1971)[4] Brown, R. Prejudice: Its Social Psychology. (Blackwell, 1995)[5] Greeley, A. M. & Sheatsley, P. B. Attitudes Toward Desegregation. (1971)[6] Bonilla-Silva, E. Racism Without Racists: Color-Blind Racism and the Persistence of Racial Inequality in America. (Rowman and Littlefield, 2010) Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. 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Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. 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They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubRacism at Work Racism at Work Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. 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If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhat is modern racism? How and why racism has mutatedWhat is modern racism? How and why racism has mutatedby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment[1]. Its mutation is made harder to observe by it being deeply embedded, not only in our traditions and institutions, but also in our unconscious lives.Behaviours can be separated into those which are under our conscious control and those which are not; and these two types of behaviour are not necessarily related to each another[2].It could be argued that conscious behaviours – the ones we find easier to recognise and control – represent the real person, and the others are bogus. Nevertheless, those with whom we interact pick up on and identify our unconscious behaviours.How our attitudes towards race have evolvedOur public attitudes to race have certainly changed, and surveys have measured this evolution over many decades. Today, people in the majority group make far fewer overt hostile actions towards minorities. When racist acts do occur, they are widely condemned rather than being condoned as they were in the past. These positive changes are due to a widespread disapproval of racist activities in society: it is no longer socially acceptable to express racism directly.Explicit attitudes towards race have been measured consistently over many decades, so it is possible to track how they have changed. For example, in 1942, 44% of people in the USA were willing to accept integrated transport. By 1970, the figure was 88%[3]. Changes in attitude, in all age groups and religions, have also occurred in relation to issues such as education and intermarriage[4].Even in the 1970s, however, a note of caution was sounded by attitude researchers, who said that answers to their survey questions ‘may well indicate not what the American really feels in his heart of hearts, but what he thinks he ought to say’[5]. They go on to say that while changes in attitude are not necessarily indicative of changes in behaviour, changes in general opinion do create a context in which changes in behaviour are more likely to occur.The lack of tolerance for racist behaviour makes navigating one’s way through daily life, for visible minorities, less hazardous than it once was.Unfortunately, the impact of negative images and stereotypes we have inherited from the past is more difficult to eradicate. A lack of tolerance of hostile behaviours is not necessarily the same as genuine equality of opportunity. A reduction of racist acts does not automatically mean black people will feel they are being fairly treated in the workplace.— Use our Digital Solutions to find out how inclusive your organisation is —What is modern racism and why is it harder to detect?The forms of prejudice we live with today have different names, one being modern racism. Modern racists neither express nor endorse racist views and stereotypes. They believe in greater integration between people. However, modern racists also believe racial equality has been achieved and that we need no further policies to promote equality. If racism has been neutralised, then it’s reasonable to maintain the status quo. For people who think in this way, racism is over and there’s nothing left to discuss. Modern racism reveals itself at opportune moments, is more oblique than confrontational, and often leads to a conflict in our own personal values.In other words, racial prejudice has not disappeared, it has mutated. Today, racism manifests itself in numerous ways:First, avoiding any meaningful contact with the minority groupSecond, practising racial discrimination when the circumstances allow itThird, rather than criticising a minority group, those with racist beliefs will attack a policy or action, and use that as an outlet for their attitudesFourth, making a distinction between groups in terms of their ‘values’Put simply, overt and obvious forms of prejudice are witnessed less than they were and it is comforting to believe that racism is becoming a thing of the past; that somehow we live in an enlightened age where judging people by the colour of their skin is no longer acceptable.Why our understanding must become more nuanced Unfortunately, this is far from the truth. Today, prejudiced attitudes are expressed in more subtle and nuanced ways. For some of the points, valid claims can be made that this is not racism at all. Disagreeing with a policy (for example, on target setting) or an action (for example, players taking the knee during the national anthem in American football) is not prejudiced. That is correct of course, but the fact is it could be, and it is this ambiguity about the position taken which demonstrates the subtlety of the behaviour.An unwillingness to examine our own motives and attitudes often leads to people adopting a supposedly colour-blind approach. It’s as if we pass legislation on ourselves and the job is done: ‘I don’t notice a person’s colour’[6].Our understanding of racism needs to become much more sophisticated in order to match its increased subtlety and elusiveness.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon. [1] Dovidio, J. F. & Gaertner, S. L. Aversive racism and selection decisions: 1989 and 1999. Psychol. Sci. 11, 315–319 (2000)[2] Brown, R. Prejudice: Its Social Psychology. (Blackwell, 1995)[3] Greeley, A. M. & Sheatsley, P. B. Attitudes Toward Desegregation. (1971)[4] Brown, R. Prejudice: Its Social Psychology. (Blackwell, 1995)[5] Greeley, A. M. & Sheatsley, P. B. Attitudes Toward Desegregation. (1971)[6] Bonilla-Silva, E. Racism Without Racists: Color-Blind Racism and the Persistence of Racial Inequality in America. (Rowman and Littlefield, 2010) Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/what-is-modern-racism" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasClosing the HE attainment gap in psychologyClosing the HE attainment gap in psychologyAn open letter to:Sarb Bajwa, Chief Executive, British Psychological SocietyDavid Murphy, Current President, British Psychological SocietyWe read with great interest the Universities UK ‘Closing the Gap‘ report focused on the need for HE action to close the Black, Asian and Minority Ethnic attainment gap.We request that the BPS:Explicitly communicate that we welcome and support this initiative.Commit to building a transparent database that documents access, progression and completion by ethnicity across the courses that we accredit.Outline the psychologically informed practical approaches we are developing to put this support into action.We consider that such a statement backed up by transparency and practical action is timely for The Society as it is both in keeping with the structural shift in the BPS to be explicitly member supporting, and is also aligned the theme of this years very well received annual conference: ‘The Psychology of Inequality’.As members of a professional body that accredits both undergraduate and post-graduate degrees in psychology this initiative is in an area where we can bring our influence to bear to improve equalities in the UK. We would call for us to model the level of transparency required to make these changes to mitigate the current loss of potential and also document the extent to which our codes of practice and professional requirements to justice, fairness and ethics are adhered to across the institutions we accredit.In addition to being explicit about equalities in our accreditation requirements (which has increasingly been stressed in our accreditation communications) our contribution plays to our two key strengths:The explicit use of our research expertise in understanding the extent and drivers of the problem on the courses we accredit. We are not sure how well developed the BPS monitoring and reporting is on access, progression and completion for accredited courses or how this is broken down by sub-discipline and ethnicity. However, we would suggest that these figures should be an explicit requirement for programme accreditation. We understand that the BPS already holds some clear evidence from HESA that indicates undergraduate psychology students from minority backgrounds are subject to this systemic institutional unfairness and that this has serious knock on consequences for the possibility of representation in the various professional Post Graduate programmes. We are also aware that that important gaps remain in terms of completion rates by ethnicity and intersectional factors.  We are also aware that the Division of Clinical Psychology is currently taking this matter very seriously, due to substantial under-representation of Black and Asian students on Clinical Programmes.The deployment of our policy and practice expertise in two areas. One is to design BPS approaches to provide peer support to minority students studying on our accredited courses, including an independent escalation route for safe reporting of concerns about unfair treatment. The other is to provide guidance and support to institutions that need to change, which will include the reporting protocols required and the organisational actions they can take to improve their equalities outcomes. This will also cover the extension of these practices into those domains such as the NHS that provide placement experiences as a requirement of the accrediting body.We are aware that there have been various, somewhat disconnected efforts across the Society and its divisions that have attempted to increase the representation of Black, Asian and Minority Ethnic Psychologists on our accredited programmes.  This means that there is commitment and good practice in place to build on, but the fragmented nature of this means that we have not yet gained the traction we need and our proposed actions would enable this.Our focus is not only on our members, but also is on the long-term contribution to the wider society that will be achieved through the fair representation in psychology research and practice. We are inspired by the positive impact that fair attainment and representation in our profession will have for how all people are treated at work, how they are cared for when they are sick, how they are treated in the criminal justice system, how educational practice can become more accommodating and nurturing of the mental health of all our young, and how the fair treatment of all sports people will be enhanced.Yours sincerely,Prof Binna KandolaGuilaine KinouaniDr Joanna WildeDr Grace Mansah-OwusuPlease add your signature below Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/closing-the-he-attainment-gap-in-psychology" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasClosing the HE attainment gap in psychologyClosing the HE attainment gap in psychologyAn open letter to:Sarb Bajwa, Chief Executive, British Psychological SocietyDavid Murphy, Current President, British Psychological SocietyWe read with great interest the Universities UK ‘Closing the Gap‘ report focused on the need for HE action to close the Black, Asian and Minority Ethnic attainment gap.We request that the BPS:Explicitly communicate that we welcome and support this initiative.Commit to building a transparent database that documents access, progression and completion by ethnicity across the courses that we accredit.Outline the psychologically informed practical approaches we are developing to put this support into action.We consider that such a statement backed up by transparency and practical action is timely for The Society as it is both in keeping with the structural shift in the BPS to be explicitly member supporting, and is also aligned the theme of this years very well received annual conference: ‘The Psychology of Inequality’.As members of a professional body that accredits both undergraduate and post-graduate degrees in psychology this initiative is in an area where we can bring our influence to bear to improve equalities in the UK. We would call for us to model the level of transparency required to make these changes to mitigate the current loss of potential and also document the extent to which our codes of practice and professional requirements to justice, fairness and ethics are adhered to across the institutions we accredit.In addition to being explicit about equalities in our accreditation requirements (which has increasingly been stressed in our accreditation communications) our contribution plays to our two key strengths:The explicit use of our research expertise in understanding the extent and drivers of the problem on the courses we accredit. We are not sure how well developed the BPS monitoring and reporting is on access, progression and completion for accredited courses or how this is broken down by sub-discipline and ethnicity. However, we would suggest that these figures should be an explicit requirement for programme accreditation. We understand that the BPS already holds some clear evidence from HESA that indicates undergraduate psychology students from minority backgrounds are subject to this systemic institutional unfairness and that this has serious knock on consequences for the possibility of representation in the various professional Post Graduate programmes. We are also aware that that important gaps remain in terms of completion rates by ethnicity and intersectional factors.  We are also aware that the Division of Clinical Psychology is currently taking this matter very seriously, due to substantial under-representation of Black and Asian students on Clinical Programmes.The deployment of our policy and practice expertise in two areas. One is to design BPS approaches to provide peer support to minority students studying on our accredited courses, including an independent escalation route for safe reporting of concerns about unfair treatment. The other is to provide guidance and support to institutions that need to change, which will include the reporting protocols required and the organisational actions they can take to improve their equalities outcomes. This will also cover the extension of these practices into those domains such as the NHS that provide placement experiences as a requirement of the accrediting body.We are aware that there have been various, somewhat disconnected efforts across the Society and its divisions that have attempted to increase the representation of Black, Asian and Minority Ethnic Psychologists on our accredited programmes.  This means that there is commitment and good practice in place to build on, but the fragmented nature of this means that we have not yet gained the traction we need and our proposed actions would enable this.Our focus is not only on our members, but also is on the long-term contribution to the wider society that will be achieved through the fair representation in psychology research and practice. We are inspired by the positive impact that fair attainment and representation in our profession will have for how all people are treated at work, how they are cared for when they are sick, how they are treated in the criminal justice system, how educational practice can become more accommodating and nurturing of the mental health of all our young, and how the fair treatment of all sports people will be enhanced.Yours sincerely,Prof Binna KandolaGuilaine KinouaniDr Joanna WildeDr Grace Mansah-OwusuPlease add your signature below Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/closing-the-he-attainment-gap-in-psychology" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasIntersectionality: What is it and how does it affect the workplace?  Intersectionality: What is it and how does it affect the workplace?  by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola Imagine several groups of people drawn as circles or ovals. If the resulting diagram is to be representative of real life, there will be overlaps. No one is ‘just’ black, or female, or Muslim, or disabled. The more distinct groups we recognise, the greater the number of potential overlaps, and in the terminology of set theory, an overlap is called an intersection.Individual identityWhile society has made progress in recognising gender and BAME (Black, Asian and Minority Ethnic) groups in their own respective rights, recognition of intersectionality is still patchy. For example, we tend to assume that racism affects men and women equally, and in the same manner. We also assume that gender discrimination affects white and BAME women in the same way. However, these assumptions overlook the intersection of race and gender.To fully grasp the concept of intersectionality, it’s important that we consider how dual identities overlap to create unique subsets of stereotypes for men and women from different racial groups. To focus on race and gender is too simplistic. There is a wide spectrum of sub-identities within all groups, so it’s important to take a holistic approach.We must question how the perceptions of these unique subgroups influence the perceptions, judgements and decisions made about them. Race and gender are not the same, and the ways in which we tackle racism and sexism have to take account of this fact.The double bind of BAME womenThere is a commonly held belief that, owing to their dual minority identities, BAME women will experience double the discrimination that single minority status individuals (such as white women or black men) suffer. This is referred to as the double jeopardy hypothesis, and it treats prejudice as additive; the more minority characteristics a person has, the more discrimination they will encounter. For example, there is considerable evidence to suggest that BAME women experience more harassment than BAME men or white men and women. Employers have also been found to expect black women to be paid less than white women or married black men, and to penalise black female leaders more severely for mistakes than black male and white female leaders. The unsettling effects of this dual minority status are far-reaching, with some research showing that black and Latina women earn the lowest wages, have the least authority in the workplace and are employed in more undesirable jobs. Man to man power strugglesDespite some research suggesting that BAME women face the most discrimination in the workplace, there are some who believe that it is actually black men who encounter the most prejudice, as they are perceived as more of a threat to white men.This idea is based on social dominance theory, which suggests that power struggles between men and women are seen as less important than those between in-group and out-group men. White men perceive BAME men as more of a threat than BAME women. Therefore, BAME men are punished for displaying agency (that is, a sense of action and purpose) and are rewarded for showing deference.Black men also face a backlash if they display dominance, because this further threatens the power and status of white men.ConclusionThe jury might still be out on whether BAME women experience more discrimination than BAME men, but for me, the question is irrelevant. The experiences of BAME men and women, of white and BAME men, and of white and BAME women are not the same. The biggest danger that diversity strategies face is failing to recognise this.Today, many organisations are building their diversity strategies around gender. It makes sense in many ways; there is considerable gender bias in organisations, which manifests in both blatant and subtle forms. However, ignoring race, or not placing any emphasis on it, means that workplace gender strategies will be focused entirely on white women.Gender strategies must also recognise the discrimination that men face, taking account of the particular difficulties that BAME men face in terms of how they are perceived, stereotyped and discriminated against.To put it more bluntly, to ignore the impact of intersectionality is a clear manifestation of modern racism.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/intersectionality-in-the-workplace" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasIntersectionality: What is it and how does it affect the workplace?  Intersectionality: What is it and how does it affect the workplace?  by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola Imagine several groups of people drawn as circles or ovals. If the resulting diagram is to be representative of real life, there will be overlaps. No one is ‘just’ black, or female, or Muslim, or disabled. The more distinct groups we recognise, the greater the number of potential overlaps, and in the terminology of set theory, an overlap is called an intersection.Individual identityWhile society has made progress in recognising gender and BAME (Black, Asian and Minority Ethnic) groups in their own respective rights, recognition of intersectionality is still patchy. For example, we tend to assume that racism affects men and women equally, and in the same manner. We also assume that gender discrimination affects white and BAME women in the same way. However, these assumptions overlook the intersection of race and gender.To fully grasp the concept of intersectionality, it’s important that we consider how dual identities overlap to create unique subsets of stereotypes for men and women from different racial groups. To focus on race and gender is too simplistic. There is a wide spectrum of sub-identities within all groups, so it’s important to take a holistic approach.We must question how the perceptions of these unique subgroups influence the perceptions, judgements and decisions made about them. Race and gender are not the same, and the ways in which we tackle racism and sexism have to take account of this fact.The double bind of BAME womenThere is a commonly held belief that, owing to their dual minority identities, BAME women will experience double the discrimination that single minority status individuals (such as white women or black men) suffer. This is referred to as the double jeopardy hypothesis, and it treats prejudice as additive; the more minority characteristics a person has, the more discrimination they will encounter. For example, there is considerable evidence to suggest that BAME women experience more harassment than BAME men or white men and women. Employers have also been found to expect black women to be paid less than white women or married black men, and to penalise black female leaders more severely for mistakes than black male and white female leaders. The unsettling effects of this dual minority status are far-reaching, with some research showing that black and Latina women earn the lowest wages, have the least authority in the workplace and are employed in more undesirable jobs. Man to man power strugglesDespite some research suggesting that BAME women face the most discrimination in the workplace, there are some who believe that it is actually black men who encounter the most prejudice, as they are perceived as more of a threat to white men.This idea is based on social dominance theory, which suggests that power struggles between men and women are seen as less important than those between in-group and out-group men. White men perceive BAME men as more of a threat than BAME women. Therefore, BAME men are punished for displaying agency (that is, a sense of action and purpose) and are rewarded for showing deference.Black men also face a backlash if they display dominance, because this further threatens the power and status of white men.ConclusionThe jury might still be out on whether BAME women experience more discrimination than BAME men, but for me, the question is irrelevant. The experiences of BAME men and women, of white and BAME men, and of white and BAME women are not the same. The biggest danger that diversity strategies face is failing to recognise this.Today, many organisations are building their diversity strategies around gender. It makes sense in many ways; there is considerable gender bias in organisations, which manifests in both blatant and subtle forms. However, ignoring race, or not placing any emphasis on it, means that workplace gender strategies will be focused entirely on white women.Gender strategies must also recognise the discrimination that men face, taking account of the particular difficulties that BAME men face in terms of how they are perceived, stereotyped and discriminated against.To put it more bluntly, to ignore the impact of intersectionality is a clear manifestation of modern racism.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. 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They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/intersectionality-in-the-workplace" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhat is considered racism at work and how do I make a complaint?What is considered racism at work and how do I make a complaint?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research that we have conducted at Pearn Kandola has found that this is indeed the case, with 60% of black and 42% of Asian respondents telling us that they have experienced racism at work.You may be reading these figures and wondering how, when we have made so much progress on tackling racist attitudes, they can be so high. The problem hinges, in part, on the fact that racism has evolved. It’s true; we have made progress on tackling overt acts of discrimination. However, racism has undergone its own transformation, to such an extent that it can be difficult to even determine whether an act of discrimination is, indeed, an act of discrimination.So, what exactly should we consider to be racist, and how should we respond?What is considered racism at work?Racism is often understood solely in terms of blatant, overtly hostile behaviours and attitudes. It may take the form of verbal abuse or physical intimidation, for example. The defining characteristic of ‘modern racism’ though, is that it’s subtle and – in many cases – seemingly innocuous.Examples of subtle racism in the workplace might include BAME (Black, Asian and Minority Ethnic) people being ignored, overly criticised or having assumptions made about their abilities. The instigator might think nothing of their actions, but we shouldn’t underestimate their impact. While it may be difficult to view this behaviour in the same light as more overt racism, its can still do long-term emotional and psychological damage.For the person on the receiving end, there’s a dilemma to face. How should they respond to an incident of subtle racism? Should they put up with it or should they call it out?— Use our Digital Solutions to find out how inclusive your organisation is —How common is racism in the workplace?Our research clearly showed that white people experience less racism than their black and Asian colleagues. However, significant numbers of each racial group have witnessed another individual being the victim of racism. To be precise, a shocking 69% of black, 53% of Asian and 45% of white employees have witnessed a racist incident at work.It’s clear, therefore, that we are largely aware of the presence of racism in the workplace. What’s especially concerning though, is that members of all racial groups would be unlikely to classify subtle discrimination as an act of racism. Indeed, the fact that a quarter (25%) of our respondents have witnessed a racist incident but didn’t consider it serious enough to report suggests that we must raise awareness of the real impact of modern racism.How should you respond to racism in the workplace?Having the confidence to stand up to racism can be incredibly difficult. Less than a fifth (17%) of our respondents said that if they witnessed an act of racism in the workplace, they would report it to HR. Two-fifths (39%) wouldn’t report it to anyone at all, for the shocking reason that they would be worried about the consequences of doing so.It’s vital that these attitudes be addressed, if we are to ensure that workplace racism doesn’t go unnoticed, and there are actions that leaders and employees alike can take to make this a reality.Accept there’s a problemRace can be an uncomfortable subject. Indeed, many of us are so concerned about being racist that we will avoid prolonged contact with BAME people altogether (something known as aversive racism). If a racist incident has taken place though, the worst response is to do nothing. While many people are hesitant to report a racist incident, whether it be to HR, a manager or simply another colleague, the only way to combat racism is to make it known.Create an environment of psychological safetyEmployees who have witnessed or experienced an act of racism must feel able to discuss, validate and process it without judgement. Our research found that BAME respondents were significantly less likely to challenge a racist incident, for fear of the consequences that might befall them. We must, therefore, create psychologically safe working environments, in which BAME staff in particular feel comfortable challenging racist behaviour.Make people accountableTo allow someone to get away with an act of racism sends a powerful message – that they can do it again. Leaders must ensure that there are processes in place to make people who have been found to commit racist acts accountable for their actions. Consequences for those who cross the line will indicate to others that racism won’t be tolerated, as well as helping to provide closure for those who have been affected.Everyone has a responsibility to reduce and challenge workplace racismIt can be difficult to judge the best approach when you’re not on the receiving end, or when it’s unclear whether the incident you have just witnessed is, in fact, racist. There are ways in which we can all proactively tackle the issue of modern racism, though.The least effective action in tackling racism was to report it to HR. There is clearly a serious issue which needs to be addressed here by HR professionals and the CIPD. Training and awareness must be addressed as having clear processes around how to respond to a complaint of racism. Staff should also be made aware of the process of anonymously reporting an incident. So many racist incidents go unreported because people lack the confidence to come forward.Leaders should ensure that all reports of racism are taken seriously, and that those who cross the line are made accountable for their actions. They should also seek to help staff develop a better understanding of their own behaviour in the workplace, as subtle acts of racism are often committed without the offender necessarily realising that their actions are offensive. Researching the impact of ‘unconscious bias’ and ‘micro-incivilities’ is a great place to start.The challenge that modern racism poses is its subtlety. Unless we are actively looking for it, it can easily fly under the radar. That’s why we all share a responsibility to stamp it out.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. 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Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubRacism at Work Racism at Work Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. 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If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhat is considered racism at work and how do I make a complaint?What is considered racism at work and how do I make a complaint?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research that we have conducted at Pearn Kandola has found that this is indeed the case, with 60% of black and 42% of Asian respondents telling us that they have experienced racism at work.You may be reading these figures and wondering how, when we have made so much progress on tackling racist attitudes, they can be so high. The problem hinges, in part, on the fact that racism has evolved. It’s true; we have made progress on tackling overt acts of discrimination. However, racism has undergone its own transformation, to such an extent that it can be difficult to even determine whether an act of discrimination is, indeed, an act of discrimination.So, what exactly should we consider to be racist, and how should we respond?What is considered racism at work?Racism is often understood solely in terms of blatant, overtly hostile behaviours and attitudes. It may take the form of verbal abuse or physical intimidation, for example. The defining characteristic of ‘modern racism’ though, is that it’s subtle and – in many cases – seemingly innocuous.Examples of subtle racism in the workplace might include BAME (Black, Asian and Minority Ethnic) people being ignored, overly criticised or having assumptions made about their abilities. The instigator might think nothing of their actions, but we shouldn’t underestimate their impact. While it may be difficult to view this behaviour in the same light as more overt racism, its can still do long-term emotional and psychological damage.For the person on the receiving end, there’s a dilemma to face. How should they respond to an incident of subtle racism? Should they put up with it or should they call it out?— Use our Digital Solutions to find out how inclusive your organisation is —How common is racism in the workplace?Our research clearly showed that white people experience less racism than their black and Asian colleagues. However, significant numbers of each racial group have witnessed another individual being the victim of racism. To be precise, a shocking 69% of black, 53% of Asian and 45% of white employees have witnessed a racist incident at work.It’s clear, therefore, that we are largely aware of the presence of racism in the workplace. What’s especially concerning though, is that members of all racial groups would be unlikely to classify subtle discrimination as an act of racism. Indeed, the fact that a quarter (25%) of our respondents have witnessed a racist incident but didn’t consider it serious enough to report suggests that we must raise awareness of the real impact of modern racism.How should you respond to racism in the workplace?Having the confidence to stand up to racism can be incredibly difficult. Less than a fifth (17%) of our respondents said that if they witnessed an act of racism in the workplace, they would report it to HR. Two-fifths (39%) wouldn’t report it to anyone at all, for the shocking reason that they would be worried about the consequences of doing so.It’s vital that these attitudes be addressed, if we are to ensure that workplace racism doesn’t go unnoticed, and there are actions that leaders and employees alike can take to make this a reality.Accept there’s a problemRace can be an uncomfortable subject. Indeed, many of us are so concerned about being racist that we will avoid prolonged contact with BAME people altogether (something known as aversive racism). If a racist incident has taken place though, the worst response is to do nothing. While many people are hesitant to report a racist incident, whether it be to HR, a manager or simply another colleague, the only way to combat racism is to make it known.Create an environment of psychological safetyEmployees who have witnessed or experienced an act of racism must feel able to discuss, validate and process it without judgement. Our research found that BAME respondents were significantly less likely to challenge a racist incident, for fear of the consequences that might befall them. We must, therefore, create psychologically safe working environments, in which BAME staff in particular feel comfortable challenging racist behaviour.Make people accountableTo allow someone to get away with an act of racism sends a powerful message – that they can do it again. Leaders must ensure that there are processes in place to make people who have been found to commit racist acts accountable for their actions. Consequences for those who cross the line will indicate to others that racism won’t be tolerated, as well as helping to provide closure for those who have been affected.Everyone has a responsibility to reduce and challenge workplace racismIt can be difficult to judge the best approach when you’re not on the receiving end, or when it’s unclear whether the incident you have just witnessed is, in fact, racist. There are ways in which we can all proactively tackle the issue of modern racism, though.The least effective action in tackling racism was to report it to HR. There is clearly a serious issue which needs to be addressed here by HR professionals and the CIPD. Training and awareness must be addressed as having clear processes around how to respond to a complaint of racism. Staff should also be made aware of the process of anonymously reporting an incident. So many racist incidents go unreported because people lack the confidence to come forward.Leaders should ensure that all reports of racism are taken seriously, and that those who cross the line are made accountable for their actions. They should also seek to help staff develop a better understanding of their own behaviour in the workplace, as subtle acts of racism are often committed without the offender necessarily realising that their actions are offensive. Researching the impact of ‘unconscious bias’ and ‘micro-incivilities’ is a great place to start.The challenge that modern racism poses is its subtlety. Unless we are actively looking for it, it can easily fly under the radar. That’s why we all share a responsibility to stamp it out.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/what-is-considered-racism-at-work-how-do-i-make-a-complaint" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow micro-incivilities can impact wellbeingHow micro-incivilities can impact wellbeingby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola What are they? Micro-incivilities, also known as micro-aggressions, are commonplace behaviours or aspects of an environment which signal, wittingly or unwittingly, that someone doesn’t belong, or they’re not welcome.  The intent to harm can be ambiguous in these instances. Discomfort about being around minorities can be displayed in any number of ways; some blatant, others more subtle. It can also lead to people over-compensating and being too friendly. Examples of micro-incivilities include: Being ignored Being talked over Having authority undermined Being constantly criticised for seemingly small issues Having assumptions made about your honesty Noted Indian poet, journalist and social reformer, Benjamin Malibri, on a visit to England in 1890, described well-meaning friends and acquaintances who “overdo their part of friendliness”; saying that “the patronising Englishman does as much harm as he who disparages and decries our merits… We should be treated exactly as equals, if we deserve to be, you must not give us less than our due – equal justice and no more”.  Malibri is referring to something that psychologists have been investigating for quite some time; namely the way that racial prejudice has altered and mutated into “modern racism”, or “everyday racism”. Overt and hostile racism acts are far less likely to occur and where they do, they will be condemned. Today, racism is far more likely to be expressed in more subtle, indirect and nuanced ways. Unconscious behaviours are still felt and understood Whilst we can control certain aspects of our behaviour, other actions may reveal something else entirely. For example, imagine a white doctor talking to a black patient. The doctor could believe the interaction was positive and productive. The patient, on the other hand, may feel completely the opposite. Both parties will agree a lot was said, but while the doctor would have been very aware of what they were saying, they may have sent very different messages with their body language. This may not seem like much; they are micro-behaviours after all. But the messages conveyed are powerful. In the workplace, the impact of the micro-incivilities is long-term, and can affect psychological well-being, resilience and self-confidence. In a piece of research on doctor/patient interactions, patients rated doctors in four dimensions: Interpersonal treatment Communication Trust Contextual knowledge or knowledge of values and beliefs etc  The higher the implicit bias of the doctor (as measured by a test of implicit or unconscious bias), the lower the scores the black patients gave them. Other research has demonstrated the same outcome; that the doctors may conspicuously hold egalitarian values, but their implicit anti-black bias was impacting their non-verbal behaviour and was detected by black patients. The body’s triggered response In his book, Microaggressions in everyday life, Derald Wing Sue describes the longer-term effects of micro-incivilities (or micro-aggressions) by referring to the General Adaptation Syndrome, which describes the way our body reacts to biological stressors.   Stage 1. The alarm stage   People are alerted to a potential stressor. Body temperature and blood pressure fall, while heartbeat and the secretion of corticoid hormones increase. Wing Sue states that with micro-aggressions, people behave more vigilantly, as they have to identify whether they are being personally attacked. Stage 2 – Adaptions or resistance  Does the person accept what has just happened or challenge it? Challenging it causes conflict and tension, and potentially runs the risk of damaging relationships. Acceptance, however, means these feelings can fester for much longer. It can also lead to feelings of guilt (in not having challenged it), weakness and anxiety. Stage 3 – Exhaustion  The effort it takes – physical and emotional – to deal with micro-incivilities can lead to burnout, depression and reduced performance. Race–related stress is one of the greatest sources of stress at work, according to Wing Sue. In other words, dealing with micro-incivilities matters if you are at all interested in having high–performing teams. The cumulative impact on wellbeing  Overt instances of racism, although very unpleasant, can be easier to handle than racism in its more subtle forms. “Attribution ambiguity” – situations where the person is unsure of whether racism occurred, and if it did, how intentional it was – can take a great toll mentally. Anxiety over what their response should have been can stay with someone well beyond the incident itself, when everyone else involved or witnessing it will have forgotten. Overlay this onto other workplace stresses, and it’s no wonder confidence can be dented, even to the point of imposter syndrome. Opposing micro-incivilities Effective teams and organisations have been found to display various proactive, positive behaviours, known as organisational citizenship behaviours (OCBs). These can include helping a colleague, conscientiousness, courtesy and civic virtue. Without these, micro-incivilities can occur. Whether it’s withdrawal of help between colleagues, a lack of common courtesy or complaints about the behaviour of others, it can make for a hostile workplace environment.  When OCBs are in full force, they keep teams motivated and on track by supporting relationships and shared goals. Without these behaviours across teams, friction can occur.  All of us who work in groups – especially leaders – should actively educate ourselves on the experiences of others and try to understand how we can become inclusive. This is the foundation of more powerful and effective teams.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/racism-at-work-micro-incivilities" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow micro-incivilities can impact wellbeingHow micro-incivilities can impact wellbeingby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola What are they? Micro-incivilities, also known as micro-aggressions, are commonplace behaviours or aspects of an environment which signal, wittingly or unwittingly, that someone doesn’t belong, or they’re not welcome.  The intent to harm can be ambiguous in these instances. Discomfort about being around minorities can be displayed in any number of ways; some blatant, others more subtle. It can also lead to people over-compensating and being too friendly. Examples of micro-incivilities include: Being ignored Being talked over Having authority undermined Being constantly criticised for seemingly small issues Having assumptions made about your honesty Noted Indian poet, journalist and social reformer, Benjamin Malibri, on a visit to England in 1890, described well-meaning friends and acquaintances who “overdo their part of friendliness”; saying that “the patronising Englishman does as much harm as he who disparages and decries our merits… We should be treated exactly as equals, if we deserve to be, you must not give us less than our due – equal justice and no more”.  Malibri is referring to something that psychologists have been investigating for quite some time; namely the way that racial prejudice has altered and mutated into “modern racism”, or “everyday racism”. Overt and hostile racism acts are far less likely to occur and where they do, they will be condemned. Today, racism is far more likely to be expressed in more subtle, indirect and nuanced ways. Unconscious behaviours are still felt and understood Whilst we can control certain aspects of our behaviour, other actions may reveal something else entirely. For example, imagine a white doctor talking to a black patient. The doctor could believe the interaction was positive and productive. The patient, on the other hand, may feel completely the opposite. Both parties will agree a lot was said, but while the doctor would have been very aware of what they were saying, they may have sent very different messages with their body language. This may not seem like much; they are micro-behaviours after all. But the messages conveyed are powerful. In the workplace, the impact of the micro-incivilities is long-term, and can affect psychological well-being, resilience and self-confidence. In a piece of research on doctor/patient interactions, patients rated doctors in four dimensions: Interpersonal treatment Communication Trust Contextual knowledge or knowledge of values and beliefs etc  The higher the implicit bias of the doctor (as measured by a test of implicit or unconscious bias), the lower the scores the black patients gave them. Other research has demonstrated the same outcome; that the doctors may conspicuously hold egalitarian values, but their implicit anti-black bias was impacting their non-verbal behaviour and was detected by black patients. The body’s triggered response In his book, Microaggressions in everyday life, Derald Wing Sue describes the longer-term effects of micro-incivilities (or micro-aggressions) by referring to the General Adaptation Syndrome, which describes the way our body reacts to biological stressors.   Stage 1. The alarm stage   People are alerted to a potential stressor. Body temperature and blood pressure fall, while heartbeat and the secretion of corticoid hormones increase. Wing Sue states that with micro-aggressions, people behave more vigilantly, as they have to identify whether they are being personally attacked. Stage 2 – Adaptions or resistance  Does the person accept what has just happened or challenge it? Challenging it causes conflict and tension, and potentially runs the risk of damaging relationships. Acceptance, however, means these feelings can fester for much longer. It can also lead to feelings of guilt (in not having challenged it), weakness and anxiety. Stage 3 – Exhaustion  The effort it takes – physical and emotional – to deal with micro-incivilities can lead to burnout, depression and reduced performance. Race–related stress is one of the greatest sources of stress at work, according to Wing Sue. In other words, dealing with micro-incivilities matters if you are at all interested in having high–performing teams. The cumulative impact on wellbeing  Overt instances of racism, although very unpleasant, can be easier to handle than racism in its more subtle forms. “Attribution ambiguity” – situations where the person is unsure of whether racism occurred, and if it did, how intentional it was – can take a great toll mentally. Anxiety over what their response should have been can stay with someone well beyond the incident itself, when everyone else involved or witnessing it will have forgotten. Overlay this onto other workplace stresses, and it’s no wonder confidence can be dented, even to the point of imposter syndrome. Opposing micro-incivilities Effective teams and organisations have been found to display various proactive, positive behaviours, known as organisational citizenship behaviours (OCBs). These can include helping a colleague, conscientiousness, courtesy and civic virtue. Without these, micro-incivilities can occur. Whether it’s withdrawal of help between colleagues, a lack of common courtesy or complaints about the behaviour of others, it can make for a hostile workplace environment.  When OCBs are in full force, they keep teams motivated and on track by supporting relationships and shared goals. Without these behaviours across teams, friction can occur.  All of us who work in groups – especially leaders – should actively educate ourselves on the experiences of others and try to understand how we can become inclusive. This is the foundation of more powerful and effective teams.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/racism-at-work-micro-incivilities" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHas anything changed? #BritsSoWhiteHas anything changed? #BritsSoWhiteThe music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson, it’s difficult not to consider their influence on modern society. After all, who among us can truly say that their view of the world has not, in some way, been affected by music?However, contrary to its open-minded appearance, in recent years, numerous BAME (black, Asian and minority ethnic) artists have spoken out about racism in the music industry. The BRIT Awards, for example, were heavily criticised in 2016, when the infamous hashtag #BritsSoWhite highlighted the fact that just four of the 48 nominees were BAME. Three years later, in the wake of the 2019 ceremony, how much has changed?Throughout its 42-year history, the BRITs has had a clear issue with racial bias. New research that we have conducted at Pearn Kandola has found that, prior to this year’s awards, only 14% of all winners have been black. In fact, only a fifth (21%) of the winners of British Female Solo Artist and just one-in-ten (8%) of the British Male Solo Artist winners have been black. Indeed, Stormzy’s success in this category in 2018 was the first time that a black artist had won the award since 2010.Not only does this data highlight a severe shortage of black winners, as well as a tendency on the part of the BRITs to recognise the achievements of female black artists more readily than male black artists, but our analysis has also found that black artists are more likely to be recognised if they are not British.Incredibly, more than half (57%) of all International Male Solo Artist winners have been black, compared with just 8% of British Male Solo Artist winners. The divide was less severe but still visible for black women, who made up a quarter (25%) of International Female Solo Artist winners. These findings may suggest that on a subconscious level, we are more accepting and therefore more likely to reward the achievements of BAME artists when we aren’t required to perceive them as British.In response to the issue, in 2016, the BPI (British Phonographic Industry) transformed the BRITs’ voting panel. 700 new members were invited to join, increasing BAME representation to just below 24% and reducing the male-to-female ratio from 70:30 to 52:48.Change didn’t come straightaway, though. In 2017, Emeli Sandé was the only black British winner. Some might claim that the results were skewed by the fact that David Bowie, who had died a year earlier, won more awards than all British BAME artists put together. However you interpret the results though, the new, “diverse” BRIT Awards were not off to a good start.Instead, the shift that we had waited for came in 2018. 42% of all nominees were BAME, Stormzy won two prizes and for the first time, the British Breakthrough category had no white male artists. Change, it seemed, was underway.What I find encouraging about this story is that once the criticism was made, the BPI responded very quickly. There’s a tendency among organisations and industries facing criticism on the grounds of diversity to “um” and “ah,” using carefully worded press statements to explain that reviews are required. Investigations will be made. The BRITs, in a bold, refreshing move, did none of this. They simply took the problem and did something about it.Now though, in the wake of 2019’s awards, we must ask whether that change has been sustainable or if it was simply a reflex action to the disparity of 2016 and 2017. I’m sorry to say that while this year’s results may appear diverse, the sad truth is that they were entirely predictable; reinforcing a very familiar pattern.Aside from British Female Solo Artist, which was won by Jorja Smith, all of the major awards for British artists went to white nominees, with British Male Solo Artist going to George Ezra, British Breakthrough Act to Tom Walker and British Group to The 1975. Continuing the pattern, the majority of the international awards were given to BAME artists, with International Male Solo Artist going to Drake and International Group to The Carters.I do admire the action that the BRITs has taken to improve its diversity, and I would advise other organisations that are grappling with similar issues to take note. There’s no tiptoeing around the issue of racism if we really want to see change. It requires organisations to take an honest, often painful look at their own shortcomings and say, “This is what we’re going to do about it.”What I can’t help but feel discouraged by when it comes to the BRITs though, is that despite a solid commitment to change, this year’s results have demonstrated just how resilient bias can be. While there is a responsibility on the part of organisations that are wrestling with racism to take immediate, decisive action, the lesson that we must take away from the BRITs is that achieving real, lasting change takes time. 2016’s transformation of the voting panel was a step in the right direction for the BRITs, but we must remember that it takes more than a single grand gesture to overturn years of unconscious bias.  Binna Kandola Senior Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/britssowhite-anything-changed" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHas anything changed? #BritsSoWhiteHas anything changed? #BritsSoWhiteThe music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson, it’s difficult not to consider their influence on modern society. After all, who among us can truly say that their view of the world has not, in some way, been affected by music?However, contrary to its open-minded appearance, in recent years, numerous BAME (black, Asian and minority ethnic) artists have spoken out about racism in the music industry. The BRIT Awards, for example, were heavily criticised in 2016, when the infamous hashtag #BritsSoWhite highlighted the fact that just four of the 48 nominees were BAME. Three years later, in the wake of the 2019 ceremony, how much has changed?Throughout its 42-year history, the BRITs has had a clear issue with racial bias. New research that we have conducted at Pearn Kandola has found that, prior to this year’s awards, only 14% of all winners have been black. In fact, only a fifth (21%) of the winners of British Female Solo Artist and just one-in-ten (8%) of the British Male Solo Artist winners have been black. Indeed, Stormzy’s success in this category in 2018 was the first time that a black artist had won the award since 2010.Not only does this data highlight a severe shortage of black winners, as well as a tendency on the part of the BRITs to recognise the achievements of female black artists more readily than male black artists, but our analysis has also found that black artists are more likely to be recognised if they are not British.Incredibly, more than half (57%) of all International Male Solo Artist winners have been black, compared with just 8% of British Male Solo Artist winners. The divide was less severe but still visible for black women, who made up a quarter (25%) of International Female Solo Artist winners. These findings may suggest that on a subconscious level, we are more accepting and therefore more likely to reward the achievements of BAME artists when we aren’t required to perceive them as British.In response to the issue, in 2016, the BPI (British Phonographic Industry) transformed the BRITs’ voting panel. 700 new members were invited to join, increasing BAME representation to just below 24% and reducing the male-to-female ratio from 70:30 to 52:48.Change didn’t come straightaway, though. In 2017, Emeli Sandé was the only black British winner. Some might claim that the results were skewed by the fact that David Bowie, who had died a year earlier, won more awards than all British BAME artists put together. However you interpret the results though, the new, “diverse” BRIT Awards were not off to a good start.Instead, the shift that we had waited for came in 2018. 42% of all nominees were BAME, Stormzy won two prizes and for the first time, the British Breakthrough category had no white male artists. Change, it seemed, was underway.What I find encouraging about this story is that once the criticism was made, the BPI responded very quickly. There’s a tendency among organisations and industries facing criticism on the grounds of diversity to “um” and “ah,” using carefully worded press statements to explain that reviews are required. Investigations will be made. The BRITs, in a bold, refreshing move, did none of this. They simply took the problem and did something about it.Now though, in the wake of 2019’s awards, we must ask whether that change has been sustainable or if it was simply a reflex action to the disparity of 2016 and 2017. I’m sorry to say that while this year’s results may appear diverse, the sad truth is that they were entirely predictable; reinforcing a very familiar pattern.Aside from British Female Solo Artist, which was won by Jorja Smith, all of the major awards for British artists went to white nominees, with British Male Solo Artist going to George Ezra, British Breakthrough Act to Tom Walker and British Group to The 1975. Continuing the pattern, the majority of the international awards were given to BAME artists, with International Male Solo Artist going to Drake and International Group to The Carters.I do admire the action that the BRITs has taken to improve its diversity, and I would advise other organisations that are grappling with similar issues to take note. There’s no tiptoeing around the issue of racism if we really want to see change. It requires organisations to take an honest, often painful look at their own shortcomings and say, “This is what we’re going to do about it.”What I can’t help but feel discouraged by when it comes to the BRITs though, is that despite a solid commitment to change, this year’s results have demonstrated just how resilient bias can be. While there is a responsibility on the part of organisations that are wrestling with racism to take immediate, decisive action, the lesson that we must take away from the BRITs is that achieving real, lasting change takes time. 2016’s transformation of the voting panel was a step in the right direction for the BRITs, but we must remember that it takes more than a single grand gesture to overturn years of unconscious bias.  Binna Kandola Senior Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/britssowhite-anything-changed" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhy the race pay gap deserves the same attention as the gender pay gapWhy the race pay gap deserves the same attention as the gender pay gapby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies, or well-known figures like Jodie Whittaker confirming that she’ll receive the same pay for her role as Doctor Who as her male predecessors, the pressure has been rising and change seems to have begun.But gender is not the only cause of pay discrepancy; there’s another pay gap just as damaging that hasn’t received anywhere near as much media attention. That is, until Theresa May announced that businesses may have to reveal their race pay gap, in the same way that they did their gender pay gap.There’s a long history of BAME (black, Asian and minority ethnic) people being paid less than their white colleagues. Analyses of pay by race have been carried out in many countries, and the similarity of the results is striking. Generally speaking, in every walk of life, in every craft and profession, minorities are consistently paid less than white people.In November 2017, the BBC found itself at the centre of a significant gender pay gap scandal. Whilst its race pay gap was just as, if not more, prevalent, far less attention was given to it. The average white male earned:four and a half times more than the highest earning white femaleseven and a half times more than the highest paid minority malenine times more than the highest paid minority femaleThe BBC is by no means a lone example, though. Independent Television News (ITN) IN 2018  revealed mean ethnicity pay gap of 16% which rose to 66% for bonus paymentsThe lack of attention given to the race pay gap is highlighted when one looks at organisations’  responses to dealing with it. Global professional services firm, PwC, also revealed a pay gap of 13% between its BAME and white staff. This gap is almost as substantial as the firm’s gender pay gap of 14%.As conversation has turned to opposing this injustice, we must ask why it exists in the first place. PwC’s senior partner, Kevin Ellis, commented on his company’s race pay gap that it “is entirely driven by the fact that there are more non-BAME staff in senior higher-paid roles and more BAME staff in junior administrative roles.”This admission suggests that people are in fact being paid the same, regardless of race. Minority and majority staff simply happen to be doing different jobs – and so it’s nothing to do with racism. This complacent and comforting (to PwC’s partners at least) theory forces us to ask another question; why are the majority of BAME people not achieving the same opportunities as their white colleagues?The BBC responded to the issue by introducing a ban on all-white shortlists for jobs above a certain grade. PwC has taken a similar approach in response to its gender pay gap, banning all-male shortlists to boost its number of senior women, though it hasn’t taken steps to address its race pay gap. So whilst PwC saw the need to address the gender pay gap, its response to its race pay gap was characterised by its inaction.We also need to ask the question as to whether targets will resolve the problem.First we must recognise that targets and quotas are not new. What’s new is the way that both PwC and the BBC have reframed their policies to create more impact. Rather than simply saying “we must always have a diverse shortlist,” they’re actively getting rid of shortlists that are all-white and all-male.Second, we must understand that it’s relatively easy to subvert these policies. Advocates might refer to the Rooney Rule in the US, which was passed to ensure that more BAME candidates were being considered to coach NFL teams. Whilst there is success in American football, elsewhere, experience tells us there are more failures than successes. Having someone on a shortlist is not the same as appointing them. To address the race pay gap, as well as the gender pay gap, we need to look at the way we assess performance, develop people and provide opportunities for progression.The truth is, we’re all at risk of biasThere’s a tendency, possibly unwitting, in the workplace for managers to evaluate favourably someone who is like them. Based on superficial characteristics such as skin colour, it is assumed that they will have more in common with someone similar to them. In turn this makes it easier to connect on a personal level and the individual will glean more opportunities for mentorship, to take on more responsibility and to prove themselves.Considering that the majority of senior roles are filled by white people, this would suggest that white staff are given preferential treatment and are able to climb the ladder more quickly. For example, research has shown that minorities are less likely to be given timely and accurate performance feedback by managers. This could happen because managers are wary of giving negative feedback for fear of being accused of discrimination, however it could also indicate that the manager’s not as aware or concerned in improving the person’s performance and developing them further. Both have the same impact and can prevent the employee’s earning potential and opportunities to progress.Lack of development means lack of opportunities for progressionBias can still occur in even the most systematic and formalised of assessment and evaluation purposes simply because people themselves are the problem within these processes, and businesses can be reluctant to confront that fact. None of us is as objective as we believe we are, and none of us wants to believe that we make judgements about people based on their ethnicity. As a consequence, minorities are more likely to be found in roles which have fewer opportunities for progression and which ultimately pay less.The Prime Minister rightly recognised and pledged to tackle the race pay gap. It’s an issue that should be opposed as passionately as the gender pay gap. If businesses are made to publicly reveal the difference between their white and BAME employees’ pay, I’m sure it would come as just as much of a revelation as the gender pay gap did last year. Once the full scale of its injustice was cast in the cold light of day, pressure would need to be applied to the offending organisations to correct it.Eye-catching as target setting policies are, to truly solve this problem, we must address the lack of opportunity for BAME people to advance to more senior positions. Performance evaluations, career development and line manager support are all crucial ingredients, and the people operating these systems must receive the training and support required to conduct these processes with career and accuracy.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/race-pay-gap-deserves-attention-gender-pay-gap" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhy the race pay gap deserves the same attention as the gender pay gapWhy the race pay gap deserves the same attention as the gender pay gapby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies, or well-known figures like Jodie Whittaker confirming that she’ll receive the same pay for her role as Doctor Who as her male predecessors, the pressure has been rising and change seems to have begun.But gender is not the only cause of pay discrepancy; there’s another pay gap just as damaging that hasn’t received anywhere near as much media attention. That is, until Theresa May announced that businesses may have to reveal their race pay gap, in the same way that they did their gender pay gap.There’s a long history of BAME (black, Asian and minority ethnic) people being paid less than their white colleagues. Analyses of pay by race have been carried out in many countries, and the similarity of the results is striking. Generally speaking, in every walk of life, in every craft and profession, minorities are consistently paid less than white people.In November 2017, the BBC found itself at the centre of a significant gender pay gap scandal. Whilst its race pay gap was just as, if not more, prevalent, far less attention was given to it. The average white male earned:four and a half times more than the highest earning white femaleseven and a half times more than the highest paid minority malenine times more than the highest paid minority femaleThe BBC is by no means a lone example, though. Independent Television News (ITN) IN 2018  revealed mean ethnicity pay gap of 16% which rose to 66% for bonus paymentsThe lack of attention given to the race pay gap is highlighted when one looks at organisations’  responses to dealing with it. Global professional services firm, PwC, also revealed a pay gap of 13% between its BAME and white staff. This gap is almost as substantial as the firm’s gender pay gap of 14%.As conversation has turned to opposing this injustice, we must ask why it exists in the first place. PwC’s senior partner, Kevin Ellis, commented on his company’s race pay gap that it “is entirely driven by the fact that there are more non-BAME staff in senior higher-paid roles and more BAME staff in junior administrative roles.”This admission suggests that people are in fact being paid the same, regardless of race. Minority and majority staff simply happen to be doing different jobs – and so it’s nothing to do with racism. This complacent and comforting (to PwC’s partners at least) theory forces us to ask another question; why are the majority of BAME people not achieving the same opportunities as their white colleagues?The BBC responded to the issue by introducing a ban on all-white shortlists for jobs above a certain grade. PwC has taken a similar approach in response to its gender pay gap, banning all-male shortlists to boost its number of senior women, though it hasn’t taken steps to address its race pay gap. So whilst PwC saw the need to address the gender pay gap, its response to its race pay gap was characterised by its inaction.We also need to ask the question as to whether targets will resolve the problem.First we must recognise that targets and quotas are not new. What’s new is the way that both PwC and the BBC have reframed their policies to create more impact. Rather than simply saying “we must always have a diverse shortlist,” they’re actively getting rid of shortlists that are all-white and all-male.Second, we must understand that it’s relatively easy to subvert these policies. Advocates might refer to the Rooney Rule in the US, which was passed to ensure that more BAME candidates were being considered to coach NFL teams. Whilst there is success in American football, elsewhere, experience tells us there are more failures than successes. Having someone on a shortlist is not the same as appointing them. To address the race pay gap, as well as the gender pay gap, we need to look at the way we assess performance, develop people and provide opportunities for progression.The truth is, we’re all at risk of biasThere’s a tendency, possibly unwitting, in the workplace for managers to evaluate favourably someone who is like them. Based on superficial characteristics such as skin colour, it is assumed that they will have more in common with someone similar to them. In turn this makes it easier to connect on a personal level and the individual will glean more opportunities for mentorship, to take on more responsibility and to prove themselves.Considering that the majority of senior roles are filled by white people, this would suggest that white staff are given preferential treatment and are able to climb the ladder more quickly. For example, research has shown that minorities are less likely to be given timely and accurate performance feedback by managers. This could happen because managers are wary of giving negative feedback for fear of being accused of discrimination, however it could also indicate that the manager’s not as aware or concerned in improving the person’s performance and developing them further. Both have the same impact and can prevent the employee’s earning potential and opportunities to progress.Lack of development means lack of opportunities for progressionBias can still occur in even the most systematic and formalised of assessment and evaluation purposes simply because people themselves are the problem within these processes, and businesses can be reluctant to confront that fact. None of us is as objective as we believe we are, and none of us wants to believe that we make judgements about people based on their ethnicity. As a consequence, minorities are more likely to be found in roles which have fewer opportunities for progression and which ultimately pay less.The Prime Minister rightly recognised and pledged to tackle the race pay gap. It’s an issue that should be opposed as passionately as the gender pay gap. If businesses are made to publicly reveal the difference between their white and BAME employees’ pay, I’m sure it would come as just as much of a revelation as the gender pay gap did last year. Once the full scale of its injustice was cast in the cold light of day, pressure would need to be applied to the offending organisations to correct it.Eye-catching as target setting policies are, to truly solve this problem, we must address the lack of opportunity for BAME people to advance to more senior positions. Performance evaluations, career development and line manager support are all crucial ingredients, and the people operating these systems must receive the training and support required to conduct these processes with career and accuracy.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/race-pay-gap-deserves-attention-gender-pay-gap" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow Raheem Sterling is shining a spotlight on modern racismHow Raheem Sterling is shining a spotlight on modern racismby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling, after he was the victim of racist abuse during a game against Chelsea.Instances such as this must be challenged, and the club was quick to respond, banning the two fans who were involved from attending any future games and stating that it was “fully supporting” a police investigation. This case though, not only highlights the prevalence of racism in football, but also the fact that we only tend to combat racism when it is so overt, it simply can’t be denied.We could believe that because everyone is outspoken in opposing incidents like this, racism is on its way out, but that is not the case. We might not tolerate racist language or blatant discrimination against BAME (black, Asian and minority ethnic) people any longer, but at all levels of football, as well as in wider society, racism has evolved to persist in more covert, subtle ways.What is “Modern Racism”?The phenomenon that psychologists call “modern racism” is something Raheem Sterling has referred to publicly. Just the day after the Chelsea incident, he used Instagram to address the incredibly negative way that the media had reported a black football player purchasing a house for his mother, demonstrating that when a white player had done the same thing, the language used in the headline was very different. This is a perfect example of modern racism, whereby a BAME person’s actions are perceived as negative when a white person’s would not.Modern Racism and LeadershipThis isn’t the only way that modern racism can impact football, though. Our own analysis of the 2015-16 season revealed that in the Premier League, not only that there were no black coaches but that there was no black person in any management position.It would be a grave error to think that these forms of racism are only a problem in football. We should use the public discussion to help us reflect on what may be going on in our own organisations. I was asked to talk about racism in one of the Big Four accountancy firms. One person said that the reason there are so many more black players than there are coaches is because it’s a “different skill set,” implying that black players don’t possess the necessary skills for leadership, and ignores the real systemic reasons behind that statistic. Having that opinion is sadly more common than we would like to believe. However what was entirely more shocking was that no-one-including the few partners present-even identified as a racist sentiment. His remarks were challenged by me but by no-one in the firm. This highlights one of the principle problems: do people who are in the majority even spot racism when it occurs in front of them? In all walks of life, not just in football, high-achieving BAME individuals will rarely receive recognition for their efforts. When a black leader is successful, their success is attributed to factors other than their decision-making or leadership skills. But when their team fails, it’s seen as a failure of leadership, and evidence of incompetence.This is modern racism in its purest form; an example of black people being weighed down with stereotypes and negative connotations that the vast majority of us don’t even realise we believe.Ian Wright recently hit the nail squarely on the head, by speaking about the fact that no matter what Raheem Sterling does, or no matter how high he reaches, it seems as though people simply want to keep him down. Wright says that it’s as if people don’t want him to succeed, and that these attitudes are “tinged with racism.” While he was speaking specifically about Sterling’s recent experiences, it seems to me that he has summed up the challenges faced by all BAME people.So yes, we do need to eradicate racism on the pitch. But this is only a small – albeit important – part of the problem. To begin to even address this issue, we need to develop awareness of our own unconscious bias, how that plays out in our actions and the impact that has on the recipient. In addition, we face a further challenge to make these changes stick. Former England player, Stan Collymore, has written that the outcry in response to Raheem Sterling’s treatment at Chelsea is hollow. He said it will all be forgotten in a few days, and nothing will change. How, then, can we tackle the racism that people don’t even realise they are guilty of?Bias can be changedWe can take some comfort in the fact that it is possible to change our biases, even if we might not previously be aware that we ever held them. It requires us to be honest with ourselves, though. We must challenge ourselves to reflect on our decisions and why we might instinctively expect some people to achieve success; or be surprised by that achieved by others. We must consider and analyse our behaviour and judgements, and be honest as to whether our decisions are based on genuine evidence of an individual’s ability or bias.What was so clear to Raheem Sterling’s personal experience, was news to lots of people – with some people denying his point altogether. Raheem Sterling was brave for addressing these issues so publicly and using his platform to highlight an all-too-common challenge for BAME people. We need to keep the dialogue open and honest in order to level the playing field for everyone.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/raheem-sterling-shining-spotlight-modern-racism" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow Raheem Sterling is shining a spotlight on modern racismHow Raheem Sterling is shining a spotlight on modern racismby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling, after he was the victim of racist abuse during a game against Chelsea.Instances such as this must be challenged, and the club was quick to respond, banning the two fans who were involved from attending any future games and stating that it was “fully supporting” a police investigation. This case though, not only highlights the prevalence of racism in football, but also the fact that we only tend to combat racism when it is so overt, it simply can’t be denied.We could believe that because everyone is outspoken in opposing incidents like this, racism is on its way out, but that is not the case. We might not tolerate racist language or blatant discrimination against BAME (black, Asian and minority ethnic) people any longer, but at all levels of football, as well as in wider society, racism has evolved to persist in more covert, subtle ways.What is “Modern Racism”?The phenomenon that psychologists call “modern racism” is something Raheem Sterling has referred to publicly. Just the day after the Chelsea incident, he used Instagram to address the incredibly negative way that the media had reported a black football player purchasing a house for his mother, demonstrating that when a white player had done the same thing, the language used in the headline was very different. This is a perfect example of modern racism, whereby a BAME person’s actions are perceived as negative when a white person’s would not.Modern Racism and LeadershipThis isn’t the only way that modern racism can impact football, though. Our own analysis of the 2015-16 season revealed that in the Premier League, not only that there were no black coaches but that there was no black person in any management position.It would be a grave error to think that these forms of racism are only a problem in football. We should use the public discussion to help us reflect on what may be going on in our own organisations. I was asked to talk about racism in one of the Big Four accountancy firms. One person said that the reason there are so many more black players than there are coaches is because it’s a “different skill set,” implying that black players don’t possess the necessary skills for leadership, and ignores the real systemic reasons behind that statistic. Having that opinion is sadly more common than we would like to believe. However what was entirely more shocking was that no-one-including the few partners present-even identified as a racist sentiment. His remarks were challenged by me but by no-one in the firm. This highlights one of the principle problems: do people who are in the majority even spot racism when it occurs in front of them? In all walks of life, not just in football, high-achieving BAME individuals will rarely receive recognition for their efforts. When a black leader is successful, their success is attributed to factors other than their decision-making or leadership skills. But when their team fails, it’s seen as a failure of leadership, and evidence of incompetence.This is modern racism in its purest form; an example of black people being weighed down with stereotypes and negative connotations that the vast majority of us don’t even realise we believe.Ian Wright recently hit the nail squarely on the head, by speaking about the fact that no matter what Raheem Sterling does, or no matter how high he reaches, it seems as though people simply want to keep him down. Wright says that it’s as if people don’t want him to succeed, and that these attitudes are “tinged with racism.” While he was speaking specifically about Sterling’s recent experiences, it seems to me that he has summed up the challenges faced by all BAME people.So yes, we do need to eradicate racism on the pitch. But this is only a small – albeit important – part of the problem. To begin to even address this issue, we need to develop awareness of our own unconscious bias, how that plays out in our actions and the impact that has on the recipient. In addition, we face a further challenge to make these changes stick. Former England player, Stan Collymore, has written that the outcry in response to Raheem Sterling’s treatment at Chelsea is hollow. He said it will all be forgotten in a few days, and nothing will change. How, then, can we tackle the racism that people don’t even realise they are guilty of?Bias can be changedWe can take some comfort in the fact that it is possible to change our biases, even if we might not previously be aware that we ever held them. It requires us to be honest with ourselves, though. We must challenge ourselves to reflect on our decisions and why we might instinctively expect some people to achieve success; or be surprised by that achieved by others. We must consider and analyse our behaviour and judgements, and be honest as to whether our decisions are based on genuine evidence of an individual’s ability or bias.What was so clear to Raheem Sterling’s personal experience, was news to lots of people – with some people denying his point altogether. Raheem Sterling was brave for addressing these issues so publicly and using his platform to highlight an all-too-common challenge for BAME people. We need to keep the dialogue open and honest in order to level the playing field for everyone.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/raheem-sterling-shining-spotlight-modern-racism" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhat exactly is unconscious bias?What exactly is unconscious bias?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola What does the term “unconscious bias” mean?Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and a society, our implicit attitudes are often directly at odds with our consciously-held beliefs. We might not like to think about it, but the moment we set eyes on someone, we begin to form an impression of them that is based on the colour of their skin, their gender – even their name. This is unconscious bias.We acquire stereotypes throughout our lives: from the people around us, the media, interactions with others and our personal experiences. We are constantly acquiring information that affects our perspective on the world around us, and while we can consciously explore the impact and meaning of these influences, it’s naïve to think we have somehow inoculated ourselves against their power. We seem to be telling ourselves that because we no longer consciously indulge racist or sexist attitudes, they have disappeared. In reality, at a deeper, unconscious level, bias continues to shape our world.What are some of the ways that modern racism occurs?Modern forms of racism are much subtler than the overt acts of the past and are more likely to emerge in actions which are less consciously controllable. There are, however, several under-the-radar reactions which can provide insights into our unconscious behaviours. These include:Speech errors, which give an indication of nervousnessEye contact, which suggests trust, attraction and respectRates of blinking: more blinking is an indication of tensionThe relevance of material discussed in a conversation-minorities will more often find themselves engaging in pleasant conversations at work but with little purposeThe amount of time spent in conversation-conversations with minorities tend to be shorterIt is possible therefore that two people will leave a work-related conversation with entirely different views about it. The white person will feel that it was a perfectly satisfactory, friendly conversation. The minority person may have sensed tension via the person’s body language, felt excluded because of the lack of eye contact and that the conversation was not focussed or helpful.How can the workplace be affected?Bias affects every stage of the employee life cycle. So much so, that even before an employee has joined a business, they are likely to fall victim to bias. Research has found that when presented with two CVs that are identical in every detail except the name of the candidate, those with names that were suggestive of a white person, such as Emily, Neil or Todd, were approximately 50% more likely to be invited to an interview than those with names that were suggestive of a black person, such as Aisha, Jamal and Hakin.Further down the employee life cycle, bias goes on to impact factors such as promotion, partly because managers are likely to evaluate someone who is similar to them more favourably. They will find it easier to connect on a personal level and the individual will ultimately have more opportunities to take on responsibility and prove themselves, as well as greater access to informal mentoring and support networks.Considering that in most organisations, the majority of senior roles are filled by white people, this would suggest that white staff are given preferential treatment and are able to climb the ladder more quickly.How can we change things?It’s not the human brain that’s at fault for our biased behaviour; it’s the ideas, associations and stereotypes that we acquire and pass on. We are predisposed to react, think and feel in ways that are deeply embedded. The good news however is that since we have conditioned ourselves to think in these ways, we can think our way out of them – if we are sufficiently motivated to do so.Today’s psychologists have a remarkable array of technology at their disposal to explore unconscious or implicit attitudes and associations. Some measure physiological data, such as heart rate, skin reactions or the electrical activity of muscle tissue. Others measure reaction times to various stimuli in order to determine the mental associations we make between a particular group and a set of characteristics.So, it’s possible to change our biases once we are aware of them, but that doesn’t mean that simply making people aware of their biases will empower them to manage them. The reality is that unconscious biases affect most of our everyday decision making, and that what you are trying to achieve is a form of behavior change – fairer judgements, fairer evaluations and fairer decisions. In order to achieve that, we have to give people knowledge and tools that actively reduce opportunities for bias.In an interview scenario, for example, recruiters can be trained to ask candidates questions that help candidates provide as detailed responses as possible. Vague or ambiguous answers leave the door open for bias to fill in the missing details with assumptions that are based on stereotypes. Therefore, encouraging recruiters to be as factual and objective as possible in their approach will help to reduce the opportunity for bias to creep into their work.It is grossly arrogant to assume that we may not be susceptible to race bias. It is complacent to believe that racial prejudice is not our problem. It is naïve, bordering on stupid to suggest that racism is not present in society today. Indifference to these issues is the precondition for the perpetuation of racism.We can draw hope from the fact that many different ways of reducing both implicit and explicit biases have been explored. Before we can change our biases though, we need to challenge them. This requires a willingness to engage with them, to own them, and to be open to new ways of examining our behaviour, thoughts and feelings.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/what-is-unconscious-bias" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasWhat exactly is unconscious bias?What exactly is unconscious bias?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola What does the term “unconscious bias” mean?Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and a society, our implicit attitudes are often directly at odds with our consciously-held beliefs. We might not like to think about it, but the moment we set eyes on someone, we begin to form an impression of them that is based on the colour of their skin, their gender – even their name. This is unconscious bias.We acquire stereotypes throughout our lives: from the people around us, the media, interactions with others and our personal experiences. We are constantly acquiring information that affects our perspective on the world around us, and while we can consciously explore the impact and meaning of these influences, it’s naïve to think we have somehow inoculated ourselves against their power. We seem to be telling ourselves that because we no longer consciously indulge racist or sexist attitudes, they have disappeared. In reality, at a deeper, unconscious level, bias continues to shape our world.What are some of the ways that modern racism occurs?Modern forms of racism are much subtler than the overt acts of the past and are more likely to emerge in actions which are less consciously controllable. There are, however, several under-the-radar reactions which can provide insights into our unconscious behaviours. These include:Speech errors, which give an indication of nervousnessEye contact, which suggests trust, attraction and respectRates of blinking: more blinking is an indication of tensionThe relevance of material discussed in a conversation-minorities will more often find themselves engaging in pleasant conversations at work but with little purposeThe amount of time spent in conversation-conversations with minorities tend to be shorterIt is possible therefore that two people will leave a work-related conversation with entirely different views about it. The white person will feel that it was a perfectly satisfactory, friendly conversation. The minority person may have sensed tension via the person’s body language, felt excluded because of the lack of eye contact and that the conversation was not focussed or helpful.How can the workplace be affected?Bias affects every stage of the employee life cycle. So much so, that even before an employee has joined a business, they are likely to fall victim to bias. Research has found that when presented with two CVs that are identical in every detail except the name of the candidate, those with names that were suggestive of a white person, such as Emily, Neil or Todd, were approximately 50% more likely to be invited to an interview than those with names that were suggestive of a black person, such as Aisha, Jamal and Hakin.Further down the employee life cycle, bias goes on to impact factors such as promotion, partly because managers are likely to evaluate someone who is similar to them more favourably. They will find it easier to connect on a personal level and the individual will ultimately have more opportunities to take on responsibility and prove themselves, as well as greater access to informal mentoring and support networks.Considering that in most organisations, the majority of senior roles are filled by white people, this would suggest that white staff are given preferential treatment and are able to climb the ladder more quickly.How can we change things?It’s not the human brain that’s at fault for our biased behaviour; it’s the ideas, associations and stereotypes that we acquire and pass on. We are predisposed to react, think and feel in ways that are deeply embedded. The good news however is that since we have conditioned ourselves to think in these ways, we can think our way out of them – if we are sufficiently motivated to do so.Today’s psychologists have a remarkable array of technology at their disposal to explore unconscious or implicit attitudes and associations. Some measure physiological data, such as heart rate, skin reactions or the electrical activity of muscle tissue. Others measure reaction times to various stimuli in order to determine the mental associations we make between a particular group and a set of characteristics.So, it’s possible to change our biases once we are aware of them, but that doesn’t mean that simply making people aware of their biases will empower them to manage them. The reality is that unconscious biases affect most of our everyday decision making, and that what you are trying to achieve is a form of behavior change – fairer judgements, fairer evaluations and fairer decisions. In order to achieve that, we have to give people knowledge and tools that actively reduce opportunities for bias.In an interview scenario, for example, recruiters can be trained to ask candidates questions that help candidates provide as detailed responses as possible. Vague or ambiguous answers leave the door open for bias to fill in the missing details with assumptions that are based on stereotypes. Therefore, encouraging recruiters to be as factual and objective as possible in their approach will help to reduce the opportunity for bias to creep into their work.It is grossly arrogant to assume that we may not be susceptible to race bias. It is complacent to believe that racial prejudice is not our problem. It is naïve, bordering on stupid to suggest that racism is not present in society today. Indifference to these issues is the precondition for the perpetuation of racism.We can draw hope from the fact that many different ways of reducing both implicit and explicit biases have been explored. Before we can change our biases though, we need to challenge them. This requires a willingness to engage with them, to own them, and to be open to new ways of examining our behaviour, thoughts and feelings.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/what-is-unconscious-bias" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership4 ways leaders can build an inclusive culture4 ways leaders can build an inclusive cultureby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear: a more diverse team is a more innovative team. Diversity is good for business.But a common mistake is thinking that building a diverse team is “the job to be done”. In actual fact, it’s only one piece of the puzzle. For a team to truly achieve its potential, leaders must strive to foster a culture that’s not just diverse, but inclusive.Why inclusive is importantIn an inclusive culture, people feel safe to make unusual or different suggestions; to say the thing that everyone in the room is thinking but nobody is saying because they’re worried about how it will be received. Diversity creates the potential for different opinions and ideas, but it’s inclusion that allows for that potential to be realised.So, how can a leader build an inclusive culture? One in which a team of people from different technical and personal backgrounds will openly share a range perspectives and opinions? Well, to successfully create an environment such as this, there are four key actions that I believe must be undertaken.1. Establish ‘psychological safety’Team members should feel as though they can share their thoughts and opinions freely, so everyone feels heard and all ideas are on the table, not just those of a select few. In order for people to feel comfortable doing this, it’s vital that leaders establish a culture of psychological safety. They should consider how regularly they praise and recognise the skills that team members contribute to a session or a piece of work. It’s critical to ensure a leader knows their team well enough that they can connect with everybody, rather than just a select few people.Another thing to consider is self-management. One of the biggest things that undermines psychological safety is a leader who shoots down a contribution in front of the rest of the team, regardless of how outlandish it might be. Likewise, losing their temper or talking to one team member behind another’s back can also jeopardise an atmosphere of psychological safety.It only takes a leader to cross the line once to undermine several months, or even years, of creating a safe environment, not just in meetings but at all times. If a leader does slip up, they have to acknowledge and own it straightaway.Create an Inclusive Culture with PK:INDYNAMICS Teams2. Discourage ‘groupthink’If you’re hiring from a very select pool of people, you won’t get a broad range of different ideas and perspectives, which immediately snuffs out innovation and fosters a phenomenon that psychologists refer to as ‘groupthink’.One of the most counter-intuitive things a recruiter can do if they’re keen to build an inclusive workforce is to think about ‘team fit’. Leaders may think they’re doing the right thing by recruiting someone who will gel with the rest of the team and work in harmony, but they’re essentially hiring people who are likely to think in the same way as the rest of the existing team.Likewise, it’s essential to break up cliques that regularly work together. They might have a great understanding of how each other works, but there’s a good chance that they will have fallen into the groupthink approach. This means their ways of working could be habitual; they’ll think about things from the same perspective and their innovation levels will be lower.3. Encourage ‘servant behaviour’As well as enabling teams to make bold suggestions and challenge one another productively, an inclusive environment will also foster higher levels of servant behaviour, which should not to be confused with servant leadership. Servant behaviour is where team members work collaboratively on behalf of their colleagues. For example, an idea might be initially suggested by one person, but the rest of the team will work on behalf of that idea to bring it to fruition.Rather than the person who originally proposed the idea being competitive about the fact that it’s their idea, or others not being as invested in the idea succeeding, it offers a much more collaborative move towards achieving something great as a team.4. Be honestA leader won’t be able to create a truly diverse environment if they aren’t honest about the action that they’re taking to make it a reality.For example, leaders will often develop strong relationships with some team members but not others. They will believe they are being inclusive because they can point to some relationships where they have frank, open discussion and are happy for their team member to challenge them. However, you have to be able to say that about everyone in your team. If you can only say it about some of them, that is a classic indicator that you are generally not being inclusive.Leaders should regularly engage in self-reflection; especially on their relationships with their team. They can also invite feedback from their employees as well. Frank, honest advice on how you perform against some of these indicators is crucial, but only if you listen and use it to improve your approach.The cornerstone of any inclusive culture is trust. It’s about bringing different people together and making sure that they feel safe enough to openly share the full wealth of their background, knowledge and opinions, both to each other and to their leaders in a healthy, honest environment.Diversity plays a role, and it’s even true that diverse teams are likely to be more inclusive. It’s important to remember though, that it’s part of a wider course of action, as opposed to the only solution. The real secret ingredient when it comes to fostering cutting-edge innovation is inclusion.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related content Find out how inclusive your teams are Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/ways-leaders-can-build-inclusive-culture" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership4 ways leaders can build an inclusive culture4 ways leaders can build an inclusive cultureby Professor Binna Kandola, co-founder and senior partner, Pearn Kandola For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear: a more diverse team is a more innovative team. Diversity is good for business.But a common mistake is thinking that building a diverse team is “the job to be done”. In actual fact, it’s only one piece of the puzzle. For a team to truly achieve its potential, leaders must strive to foster a culture that’s not just diverse, but inclusive.Why inclusive is importantIn an inclusive culture, people feel safe to make unusual or different suggestions; to say the thing that everyone in the room is thinking but nobody is saying because they’re worried about how it will be received. Diversity creates the potential for different opinions and ideas, but it’s inclusion that allows for that potential to be realised.So, how can a leader build an inclusive culture? One in which a team of people from different technical and personal backgrounds will openly share a range perspectives and opinions? Well, to successfully create an environment such as this, there are four key actions that I believe must be undertaken.1. Establish ‘psychological safety’Team members should feel as though they can share their thoughts and opinions freely, so everyone feels heard and all ideas are on the table, not just those of a select few. In order for people to feel comfortable doing this, it’s vital that leaders establish a culture of psychological safety. They should consider how regularly they praise and recognise the skills that team members contribute to a session or a piece of work. It’s critical to ensure a leader knows their team well enough that they can connect with everybody, rather than just a select few people.Another thing to consider is self-management. One of the biggest things that undermines psychological safety is a leader who shoots down a contribution in front of the rest of the team, regardless of how outlandish it might be. Likewise, losing their temper or talking to one team member behind another’s back can also jeopardise an atmosphere of psychological safety.It only takes a leader to cross the line once to undermine several months, or even years, of creating a safe environment, not just in meetings but at all times. If a leader does slip up, they have to acknowledge and own it straightaway.Create an Inclusive Culture with PK:INDYNAMICS Teams2. Discourage ‘groupthink’If you’re hiring from a very select pool of people, you won’t get a broad range of different ideas and perspectives, which immediately snuffs out innovation and fosters a phenomenon that psychologists refer to as ‘groupthink’.One of the most counter-intuitive things a recruiter can do if they’re keen to build an inclusive workforce is to think about ‘team fit’. Leaders may think they’re doing the right thing by recruiting someone who will gel with the rest of the team and work in harmony, but they’re essentially hiring people who are likely to think in the same way as the rest of the existing team.Likewise, it’s essential to break up cliques that regularly work together. They might have a great understanding of how each other works, but there’s a good chance that they will have fallen into the groupthink approach. This means their ways of working could be habitual; they’ll think about things from the same perspective and their innovation levels will be lower.3. Encourage ‘servant behaviour’As well as enabling teams to make bold suggestions and challenge one another productively, an inclusive environment will also foster higher levels of servant behaviour, which should not to be confused with servant leadership. Servant behaviour is where team members work collaboratively on behalf of their colleagues. For example, an idea might be initially suggested by one person, but the rest of the team will work on behalf of that idea to bring it to fruition.Rather than the person who originally proposed the idea being competitive about the fact that it’s their idea, or others not being as invested in the idea succeeding, it offers a much more collaborative move towards achieving something great as a team.4. Be honestA leader won’t be able to create a truly diverse environment if they aren’t honest about the action that they’re taking to make it a reality.For example, leaders will often develop strong relationships with some team members but not others. They will believe they are being inclusive because they can point to some relationships where they have frank, open discussion and are happy for their team member to challenge them. However, you have to be able to say that about everyone in your team. If you can only say it about some of them, that is a classic indicator that you are generally not being inclusive.Leaders should regularly engage in self-reflection; especially on their relationships with their team. They can also invite feedback from their employees as well. Frank, honest advice on how you perform against some of these indicators is crucial, but only if you listen and use it to improve your approach.The cornerstone of any inclusive culture is trust. It’s about bringing different people together and making sure that they feel safe enough to openly share the full wealth of their background, knowledge and opinions, both to each other and to their leaders in a healthy, honest environment.Diversity plays a role, and it’s even true that diverse teams are likely to be more inclusive. It’s important to remember though, that it’s part of a wider course of action, as opposed to the only solution. The real secret ingredient when it comes to fostering cutting-edge innovation is inclusion.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related content Find out how inclusive your teams are Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/ways-leaders-can-build-inclusive-culture" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasAre appointments doomed to bias?Are appointments doomed to bias?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola What is an ‘identity-conscious’ approach?When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. This means that candidate shortlists would have to include a certain number of men, women and different ethnic minority backgrounds, and it seeks to ensure proper consideration is given to females and minority candidates.Does it work in practice?A multinational business, headquartered in the USA, introduced a policy a few years ago that was designed to increase the level of diversity in its senior ranks. When appointing a leadership role, the shortlist of candidates had to include at least two women and one person who was visibly from an ethnic minority background.Despite this policy being in place, there was no significant increase in the number of women or ethnic minority candidates actually being appointed to senior roles. There was a diverse slate of candidates – the policy was adhered to – but ultimately when the final decision was made it was white men who were selected.In practice, compliance with the policy had become nothing more than a box-ticking exercise. I was told by decision-makers in the company that on reviewing the shortlist, they would regularly say, “Oh no, we need to put a minority on the list.” They knew from the start, however, that the person was never going to be appointed.’Identity-conscious’ policies are widely disliked by managers; a common complaint being that they lead to a reduction in the quality of the people appointed, for the sake of meeting a diversity quota. However, when it comes to gender, generally speaking, standards are lowered to allow the appointment of men.Gender stereotypes in leadershipUnconscious biases and stereotypes can get in the way of recruiting for leadership roles.Stereotypically, men are viewed as being egocentric. They are task-focused, assertive, confident and dominant. Women, on the other hand, are stereotypically seen as being more communal, warm, empathetic and caring.To be considered for leadership roles in organisations, there may be pressure or expectation for women to display qualities which go against the stereotype. However, it’s a double-edged sword because in doing so, they risk being seen as difficult to work with and becoming unpopular with their male colleagues.In many modern organisations, there is an emphasis on having more women in the talent pipeline, which is, of course, a good thing. However, this is the equivalent of being placed on the shortlist, and when the actual decisions are made it is still men who are more likely to be forwarded. This has been observed even in settings where women are in the majority; such is the extent of the unconscious perception of leadership among both men and women.Building knowledge and skills for unconscious biasThe ‘identity-conscious’ approach is in contrast to ‘colour-blind’ methods of appointment. Here, those responsible for the hiring process will genuinely believe that they are totally fair and objective in their decisions. You will often hear these individuals say, “It makes no difference to me whether someone is male, female, black, white or green with purple spots.” This statement, while full of good intent, is actually deluded, as these things do matter. Ironically, people who believe they are not biased have been shown to make the most heavily biased decisions. The lack of self-reflection and the denial of even the possibility of bias makes it even more likely to occur.Identity-conscious approaches, therefore, appear to provide an easy, if disliked, solution to an organisation’s lack of diversity. However, such policies miss the point altogether. It seeks to improve the symptoms rather than address the root behavioural causes. Instead, the organisation should strive to improve the knowledge and skills of those involved in the selection process.Increasing accountability for the recruitment processResearch shows that interviewers who understand how bias occurs in the selection process, and that biases operate differently for different groups, make fairer and much more accurate assessments of candidates than untrained ones.Finally, one of the most powerful ways to improve the accuracy of decision-making and to achieve greater diversity is to make those involved in the selection process more accountable for the decisions they make. Asking them to justify their appointments improves diversity, without having to adopt identity conscious policies.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/appointments-doomed-bias" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasAre appointments doomed to bias?Are appointments doomed to bias?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola What is an ‘identity-conscious’ approach?When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. This means that candidate shortlists would have to include a certain number of men, women and different ethnic minority backgrounds, and it seeks to ensure proper consideration is given to females and minority candidates.Does it work in practice?A multinational business, headquartered in the USA, introduced a policy a few years ago that was designed to increase the level of diversity in its senior ranks. When appointing a leadership role, the shortlist of candidates had to include at least two women and one person who was visibly from an ethnic minority background.Despite this policy being in place, there was no significant increase in the number of women or ethnic minority candidates actually being appointed to senior roles. There was a diverse slate of candidates – the policy was adhered to – but ultimately when the final decision was made it was white men who were selected.In practice, compliance with the policy had become nothing more than a box-ticking exercise. I was told by decision-makers in the company that on reviewing the shortlist, they would regularly say, “Oh no, we need to put a minority on the list.” They knew from the start, however, that the person was never going to be appointed.’Identity-conscious’ policies are widely disliked by managers; a common complaint being that they lead to a reduction in the quality of the people appointed, for the sake of meeting a diversity quota. However, when it comes to gender, generally speaking, standards are lowered to allow the appointment of men.Gender stereotypes in leadershipUnconscious biases and stereotypes can get in the way of recruiting for leadership roles.Stereotypically, men are viewed as being egocentric. They are task-focused, assertive, confident and dominant. Women, on the other hand, are stereotypically seen as being more communal, warm, empathetic and caring.To be considered for leadership roles in organisations, there may be pressure or expectation for women to display qualities which go against the stereotype. However, it’s a double-edged sword because in doing so, they risk being seen as difficult to work with and becoming unpopular with their male colleagues.In many modern organisations, there is an emphasis on having more women in the talent pipeline, which is, of course, a good thing. However, this is the equivalent of being placed on the shortlist, and when the actual decisions are made it is still men who are more likely to be forwarded. This has been observed even in settings where women are in the majority; such is the extent of the unconscious perception of leadership among both men and women.Building knowledge and skills for unconscious biasThe ‘identity-conscious’ approach is in contrast to ‘colour-blind’ methods of appointment. Here, those responsible for the hiring process will genuinely believe that they are totally fair and objective in their decisions. You will often hear these individuals say, “It makes no difference to me whether someone is male, female, black, white or green with purple spots.” This statement, while full of good intent, is actually deluded, as these things do matter. Ironically, people who believe they are not biased have been shown to make the most heavily biased decisions. The lack of self-reflection and the denial of even the possibility of bias makes it even more likely to occur.Identity-conscious approaches, therefore, appear to provide an easy, if disliked, solution to an organisation’s lack of diversity. However, such policies miss the point altogether. It seeks to improve the symptoms rather than address the root behavioural causes. Instead, the organisation should strive to improve the knowledge and skills of those involved in the selection process.Increasing accountability for the recruitment processResearch shows that interviewers who understand how bias occurs in the selection process, and that biases operate differently for different groups, make fairer and much more accurate assessments of candidates than untrained ones.Finally, one of the most powerful ways to improve the accuracy of decision-making and to achieve greater diversity is to make those involved in the selection process more accountable for the decisions they make. Asking them to justify their appointments improves diversity, without having to adopt identity conscious policies.This article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/appointments-doomed-bias" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasDoes a racial hierarchy exist in your company?Does a racial hierarchy exist in your company?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a chain of command. Starting at the top with the boardroom, moving down through management to entry-level executive positions; most of us know where we are and where we hope to end up.However, there’s likely to be another covert hierarchy influencing your workplace, and it’s one which you’re probably not even conscious of. Throughout people’s careers, it influences the responsibilities, promotions and pay rises that people earn. It is one concerning race.The theory of racial hierarchy operating in UK workplacesAs with all hierarchies, groups benefit the most the nearer they get to the top.Having looked at the data from many different countries my conclusion is that the most straightforward way to think of this hierarchy is: white people at the top, black people at the bottom and everyone else at various points in between. This basic framework applies to every country I looked at, whether it was in Europe, North and South America, Australasia and even Africa. In the UK for example, white people are at the top, Asian people are in the middle, and black people are at the bottom and there are different characteristics stereotypically associated with each group:White people are associated with positive or neutral stereotypes. They experience very little racism, benefit the most from the hierarchy, and are therefore, motivated to maintain it.Asian people are associated with positive and negative stereotyping. They experience examples of both positive and negative racism, and because they benefit and suffer within the hierarchy, they are motivated to both challenge and reinforce it.Black people are mostly associated with negative stereotypes. They experience the most racism, suffer the most within the hierarchy, and are therefore the most motivated to challenge it.In research we recently conducted, we found evidence of this racial hierarchy at play; a shocking 60% of black and 42% of Asian people had experienced racism at work, compared to just 14% of white people (mostly people from Eastern Europe). Our individual experiences, attitudes and observations of workplace racism influence how prevalent we perceive racism at work to be (if at all in some cases) and crucially how willing we are to discuss it. So, for example, as only 14% of white people had experienced workplace racism, they may be less conscious of it, or disregard it as a problem which needs discussing and addressing.Subtle or benevolent racismOur research found that subtle or benevolent racism was the most commonly experienced form. Subtle racism includes making assumptions based on people’s race, whereas benevolent racism, is superficially positive and usually based on positive stereotypes and favourable attitudes. Both, however, are detrimental as they reinforce and uphold unhelpful racial assumptions.In addition to more subtle forms, we discovered that significant numbers had experienced more overt forms of racism in the workplace. 20% had received verbal or physical abuse, while 29% felt that they had been intentionally excluded from work or social events because of their race. A further 19% believed that they’d been falsely accused or criticised by their colleagues, and as many as 59% also felt that colleagues had made assumptions about their ability, character or behaviour, based on their ethnicity.How we move forwardRacism is still rife throughout the workplace for black and Asian people especially. Such prolific experiences of ‘subtle racism’ and assumptions based on someone’s race show a lack of awareness about these types of actions, and the impact they have.It’s important that we begin to recognise that what to the majority may seem like ‘innocuous’ actions, may be racist. It is critical to work harder to tackle not only instances of overt racism, but also to raise awareness of the more subtle forms of racism that are becoming a daily norm. Abuse and exclusion on racial grounds can do serious harm but the stealthy use of racial stereotypes can do just as much to foster the on-going culture of racism.* The research was carried out in January 2018, including 1,422 respondentsThis article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/secret-racial-hierarchy-exist-company" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubRacism at Work Racism at Work Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasDoes a racial hierarchy exist in your company?Does a racial hierarchy exist in your company?by Professor Binna Kandola, co-founder and senior partner, Pearn Kandola We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a chain of command. Starting at the top with the boardroom, moving down through management to entry-level executive positions; most of us know where we are and where we hope to end up.However, there’s likely to be another covert hierarchy influencing your workplace, and it’s one which you’re probably not even conscious of. Throughout people’s careers, it influences the responsibilities, promotions and pay rises that people earn. It is one concerning race.The theory of racial hierarchy operating in UK workplacesAs with all hierarchies, groups benefit the most the nearer they get to the top.Having looked at the data from many different countries my conclusion is that the most straightforward way to think of this hierarchy is: white people at the top, black people at the bottom and everyone else at various points in between. This basic framework applies to every country I looked at, whether it was in Europe, North and South America, Australasia and even Africa. In the UK for example, white people are at the top, Asian people are in the middle, and black people are at the bottom and there are different characteristics stereotypically associated with each group:White people are associated with positive or neutral stereotypes. They experience very little racism, benefit the most from the hierarchy, and are therefore, motivated to maintain it.Asian people are associated with positive and negative stereotyping. They experience examples of both positive and negative racism, and because they benefit and suffer within the hierarchy, they are motivated to both challenge and reinforce it.Black people are mostly associated with negative stereotypes. They experience the most racism, suffer the most within the hierarchy, and are therefore the most motivated to challenge it.In research we recently conducted, we found evidence of this racial hierarchy at play; a shocking 60% of black and 42% of Asian people had experienced racism at work, compared to just 14% of white people (mostly people from Eastern Europe). Our individual experiences, attitudes and observations of workplace racism influence how prevalent we perceive racism at work to be (if at all in some cases) and crucially how willing we are to discuss it. So, for example, as only 14% of white people had experienced workplace racism, they may be less conscious of it, or disregard it as a problem which needs discussing and addressing.Subtle or benevolent racismOur research found that subtle or benevolent racism was the most commonly experienced form. Subtle racism includes making assumptions based on people’s race, whereas benevolent racism, is superficially positive and usually based on positive stereotypes and favourable attitudes. Both, however, are detrimental as they reinforce and uphold unhelpful racial assumptions.In addition to more subtle forms, we discovered that significant numbers had experienced more overt forms of racism in the workplace. 20% had received verbal or physical abuse, while 29% felt that they had been intentionally excluded from work or social events because of their race. A further 19% believed that they’d been falsely accused or criticised by their colleagues, and as many as 59% also felt that colleagues had made assumptions about their ability, character or behaviour, based on their ethnicity.How we move forwardRacism is still rife throughout the workplace for black and Asian people especially. Such prolific experiences of ‘subtle racism’ and assumptions based on someone’s race show a lack of awareness about these types of actions, and the impact they have.It’s important that we begin to recognise that what to the majority may seem like ‘innocuous’ actions, may be racist. It is critical to work harder to tackle not only instances of overt racism, but also to raise awareness of the more subtle forms of racism that are becoming a daily norm. Abuse and exclusion on racial grounds can do serious harm but the stealthy use of racial stereotypes can do just as much to foster the on-going culture of racism.* The research was carried out in January 2018, including 1,422 respondentsThis article is part of our series about Racism at Work: The Danger of Indifference, our latest book. If you would like to purchase a copy, go to our website or Amazon.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/secret-racial-hierarchy-exist-company" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee Engagement“Making it Real” at all stages of selection with Situational Judgement Tests“Making it Real” at all stages of selection with Situational Judgement TestsAs Diversity and Inclusion has become a key priority, it is time to re-examine accepted assessment and selection practices. Some of our most trusted techniques can be at odds with our aims to attract and select a more diverse talent pool. Driven by time and budget considerations, we have often used a funnel approach with very different tools at each tier to establish what capabilities a candidate could bring to the role; large scale application of ability tests to shortlist, followed by interviews and then perhaps exercises that simulate activities and decision making within the role itself.Ability Tests. If we cannot meet or observe everyone, we might use cognitive tests that can be repeated on a large scale. These measure abstractions of qualities and capabilities, statistically proven to be associated with high performance on the role. They offer a feel of objectivity as the candidate cannot fake their results.Interviews. For a more select group we use interviews to hear where capabilities have been demonstrated in the past. We advise interviewers to avoid hypothetical questions and focus on real life experience to identify what they can bring to the new role.Work Simulations. Where we can afford to, the most compelling evidence is secured by observing candidates carrying out “realistic” samples of the role itself to see first-hand who best demonstrates the relevant capabilities right now within a relevant context.Diversity Risks through the Selection ProcessUsing ability tests at the early stages is cheap and seemingly effective. Unfortunately, our comfort with ability tests comes at a cost to diversity. Research proves that abstracted hard ability tests at a sift stage can cause significant adverse impact and remove high quality people before they get the chance to prove themselves with the more realistic assessments later on. They can also negatively impact the candidate experience; feel mechanistic, deny opportunity for human connection and provide little insight about the company or role, creating a threatening environment that might particularly discourage minority candidates.Interviews create different barriers to diversity. Bias can impact the questions you ask, the rigour with which you explore the answers as well as your interpretation of the answers. A competency-based question schedule can help ensure questions are relevant and consistent for all. However, focusing questions on what candidates have done in the past assumes all have had equal opportunity in the past to exercise those competencies. Unfortunately, we know that stretch opportunities are not experienced equally by all and those in minority groups are further disadvantaged by not having the best relevant past experiences to share.The more real-life an assessment the lower the level of adverse impact as it gives everyone the chance to show what they “could” do if given the chance. However, even work simulations are not immune from bias. As work simulations are observed, typically they focus on observable capabilities and behaviours through role-plays, group discussions and presentations. Well trained observers will be mindful of the impact on unconscious bias in their observations. However, some “thought- based” competencies are less intrinsically observable, and more subject to our assumptions about a candidate’s thought processes.How Pearn Kandola use Situational Judgment TestsPearn Kandola have been working with clients to utilise the power of Situational Judgement Tests (SJTs) to improve assessment quality through all stages of the selection funnel. SJTs provide powerful, “real life” and often cost effective improvements that diminish adverse impact. This improves the quality of each assessment stage by ensuring all the very best candidates are identified and are not unfairly excluded.For large scale assessment, SJTs can be used online to evaluate critical decision-making needed in the role. The judgements not only reflect candidate reasoning ability but also their values which cognitive tests can miss such as ‘integrity’. The tests are less threatening and more accessible than cognitive tests resulting in lower adverse impact. This can be further enhanced by using video to reduce the need to read too much text and to increase the interactive “real-life” feel of the experience. SJTs not only gather input from candidates but they also provide a vehicle to communicate messages about the role and the company. Images can demonstrate a diverse range of people in different roles.Within interviews, SJTs can be incorporated as a vehicle to evaluate important capabilities where past experience may not be able to provide a true picture of longer term potential. This can play an important role in levelling out the playing field where some candidates are able to readily share examples having enjoyed the privilege of suitable stretch opportunities. For example where looking for examples of Strategic Thinking, it can be very difficult to share past examples unless you have already been operating in equivalent roles. Using SJT’s in an interview might challenge our old rules of avoiding the hypothetical “what would you do if” questions. However, where we are trying to evaluate the candidate’s thought process, supplementary questions can reveal useful evidence of thinking skills that goes beyond their ability to spot the text book answer.Within an assessment centre context, there can be an important role for SJTs alongside the more typical interpersonal and task based exercises. Thought based competencies can be extremely challenging to observe and accurately evaluate through interactive role-plays. We inevitably jump to conclusions about the thoughts and motivations that lie behind observable behaviours and these assumptions will be impacted by stereotypes and bias. Meanwhile it can be uncomfortable to avoid reintroduce impersonal cognitive testing at this later stage that might measure reasoning ability and as we have already discussed reintroduce risks of adverse impact. Using SJTs or an SJT Interview provides a valuable objective measures of decision-making ability to complement the assessment of observable behaviour.To talk more about how Pearn Kandola can help your organisation harness Situational Judgment Tests, please call or email James Meachin on 44 (0)1865 399060, jmeachin@pearnkandola.com Laura Haycock Principal Psychologist ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/making-real-stages-selection-situational-judgement-tests" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee Engagement Employee Engagement Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work “Making it Real” at all stages of selection with Situational Judgement Tests As Diversity and Inclusion has become a key priority, it is time to re-examine accepted assessment and selection practices. View more Tackling monotony and boredom On the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be... View more Why new fathers are too scared to take paternity leave The fact that men appear to be reluctant to take paternity leave is a significant, yet massively unrecognised issue. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee Engagement“Making it Real” at all stages of selection with Situational Judgement Tests“Making it Real” at all stages of selection with Situational Judgement TestsAs Diversity and Inclusion has become a key priority, it is time to re-examine accepted assessment and selection practices. Some of our most trusted techniques can be at odds with our aims to attract and select a more diverse talent pool. Driven by time and budget considerations, we have often used a funnel approach with very different tools at each tier to establish what capabilities a candidate could bring to the role; large scale application of ability tests to shortlist, followed by interviews and then perhaps exercises that simulate activities and decision making within the role itself.Ability Tests. If we cannot meet or observe everyone, we might use cognitive tests that can be repeated on a large scale. These measure abstractions of qualities and capabilities, statistically proven to be associated with high performance on the role. They offer a feel of objectivity as the candidate cannot fake their results.Interviews. For a more select group we use interviews to hear where capabilities have been demonstrated in the past. We advise interviewers to avoid hypothetical questions and focus on real life experience to identify what they can bring to the new role.Work Simulations. Where we can afford to, the most compelling evidence is secured by observing candidates carrying out “realistic” samples of the role itself to see first-hand who best demonstrates the relevant capabilities right now within a relevant context.Diversity Risks through the Selection ProcessUsing ability tests at the early stages is cheap and seemingly effective. Unfortunately, our comfort with ability tests comes at a cost to diversity. Research proves that abstracted hard ability tests at a sift stage can cause significant adverse impact and remove high quality people before they get the chance to prove themselves with the more realistic assessments later on. They can also negatively impact the candidate experience; feel mechanistic, deny opportunity for human connection and provide little insight about the company or role, creating a threatening environment that might particularly discourage minority candidates.Interviews create different barriers to diversity. Bias can impact the questions you ask, the rigour with which you explore the answers as well as your interpretation of the answers. A competency-based question schedule can help ensure questions are relevant and consistent for all. However, focusing questions on what candidates have done in the past assumes all have had equal opportunity in the past to exercise those competencies. Unfortunately, we know that stretch opportunities are not experienced equally by all and those in minority groups are further disadvantaged by not having the best relevant past experiences to share.The more real-life an assessment the lower the level of adverse impact as it gives everyone the chance to show what they “could” do if given the chance. However, even work simulations are not immune from bias. As work simulations are observed, typically they focus on observable capabilities and behaviours through role-plays, group discussions and presentations. Well trained observers will be mindful of the impact on unconscious bias in their observations. However, some “thought- based” competencies are less intrinsically observable, and more subject to our assumptions about a candidate’s thought processes.How Pearn Kandola use Situational Judgment TestsPearn Kandola have been working with clients to utilise the power of Situational Judgement Tests (SJTs) to improve assessment quality through all stages of the selection funnel. SJTs provide powerful, “real life” and often cost effective improvements that diminish adverse impact. This improves the quality of each assessment stage by ensuring all the very best candidates are identified and are not unfairly excluded.For large scale assessment, SJTs can be used online to evaluate critical decision-making needed in the role. The judgements not only reflect candidate reasoning ability but also their values which cognitive tests can miss such as ‘integrity’. The tests are less threatening and more accessible than cognitive tests resulting in lower adverse impact. This can be further enhanced by using video to reduce the need to read too much text and to increase the interactive “real-life” feel of the experience. SJTs not only gather input from candidates but they also provide a vehicle to communicate messages about the role and the company. Images can demonstrate a diverse range of people in different roles.Within interviews, SJTs can be incorporated as a vehicle to evaluate important capabilities where past experience may not be able to provide a true picture of longer term potential. This can play an important role in levelling out the playing field where some candidates are able to readily share examples having enjoyed the privilege of suitable stretch opportunities. For example where looking for examples of Strategic Thinking, it can be very difficult to share past examples unless you have already been operating in equivalent roles. Using SJT’s in an interview might challenge our old rules of avoiding the hypothetical “what would you do if” questions. However, where we are trying to evaluate the candidate’s thought process, supplementary questions can reveal useful evidence of thinking skills that goes beyond their ability to spot the text book answer.Within an assessment centre context, there can be an important role for SJTs alongside the more typical interpersonal and task based exercises. Thought based competencies can be extremely challenging to observe and accurately evaluate through interactive role-plays. We inevitably jump to conclusions about the thoughts and motivations that lie behind observable behaviours and these assumptions will be impacted by stereotypes and bias. Meanwhile it can be uncomfortable to avoid reintroduce impersonal cognitive testing at this later stage that might measure reasoning ability and as we have already discussed reintroduce risks of adverse impact. Using SJTs or an SJT Interview provides a valuable objective measures of decision-making ability to complement the assessment of observable behaviour.To talk more about how Pearn Kandola can help your organisation harness Situational Judgment Tests, please call or email James Meachin on 44 (0)1865 399060, jmeachin@pearnkandola.com Laura Haycock Principal Psychologist ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/making-real-stages-selection-situational-judgement-tests" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasMicro-incivilities – Do the little things matter?Micro-incivilities – Do the little things matter?I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good opportunity to share my experience of race and micro-incivilities. It’s a slightly different perspective because, whilst I haven’t been on the receiving end of racial micro-incivilities, I do have personal experience.Micro-incivilities are the small actions that we take, often unconsciously that can make people feel excluded. The discussion in this area was initially focused on race but we know from the research that we behave differently towards members of our ‘in-group’ (to slightly oversimplify – people like me) and our ‘outgroup’ (people not like me). For our in-group members we are more likely to remember their contributions, remember more positive information about them and offer more support to them, amongst other things.When I speak to people about micro-incivilities they ask: Do they really matter these small behaviours? How can such small things possibly make a difference? I suppose if you’re not at the receiving end of them they probably don’t. But if day in, day out people forget your name, forget the points you make in meetings and they don’t give you eye contact in the same way they do to everyone else– then these small behaviours do make a difference. It’s easy to see how they can make you quickly feel invisible.So micro-incivilities do matter. That said, I don’t think the size of the behaviours is the real issue. I think the biggest problem is actually that most of us don’t believe that micro incivilities are relevant to us. We get it in theory but it applies to other people.I certainly don’t consider myself racist, I spend my working life trying to help people understand how to minimise bias and be more fair in their decisions. I couldn’t possibly display any racial micro-incivilities, could I?Actually yes, my own impact was brought into sharp focus for me fairly early in my career when I accompanied my colleague and managing partner to a pitch meeting. The client had wanted to meet the delivery team and I was keen to be involved and delighted to go along to the pitch. Nervous and keen to impress, I had prepared well and felt like I knew my stuff. The pitch seemed to go fairly well and so I was shocked when the feedback came back that we had won the work, but the client had specifically requested that I not be involved. My feedback was that during the pitch all my responses had been directed to the senior white male in the room and that I had made very little contact with the black female who was also part of the client team. That was not what they wanted from a diversity professional (and quite rightly!), so I wasn’t involved in the project.Although I hadn’t had any awareness of the different ways I responded to the two clients in that pitch, the individual who gave the feedback was very aware of the impact. That was a huge wake up call and valuable learning point for which I’m grateful – there are not many other situations where would I have even received that feedback.Despite my very best intentions, I’ve displayed racial micro-incivilities. I didn’t intend to, I didn’t realise I was doing it, but in the end that doesn’t matter – it had an impact.It’s easy to say, “it doesn’t apply to me” or “it’s not something I’d ever do” but that’s the problem – we do respond differently to people who are not part of our ‘in group’. The good news is that we don’t have to passively let it happen. It takes a conscious effort – to notice when we are doing it and then take steps to reverse our behaviour, but we can do it. We have the choice; we don’t have to let the little things become a big thing. Louise Weston Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/micro-incivilities-little-things-matter" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasMicro-incivilities – Do the little things matter?Micro-incivilities – Do the little things matter?I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good opportunity to share my experience of race and micro-incivilities. It’s a slightly different perspective because, whilst I haven’t been on the receiving end of racial micro-incivilities, I do have personal experience.Micro-incivilities are the small actions that we take, often unconsciously that can make people feel excluded. The discussion in this area was initially focused on race but we know from the research that we behave differently towards members of our ‘in-group’ (to slightly oversimplify – people like me) and our ‘outgroup’ (people not like me). For our in-group members we are more likely to remember their contributions, remember more positive information about them and offer more support to them, amongst other things.When I speak to people about micro-incivilities they ask: Do they really matter these small behaviours? How can such small things possibly make a difference? I suppose if you’re not at the receiving end of them they probably don’t. But if day in, day out people forget your name, forget the points you make in meetings and they don’t give you eye contact in the same way they do to everyone else– then these small behaviours do make a difference. It’s easy to see how they can make you quickly feel invisible.So micro-incivilities do matter. That said, I don’t think the size of the behaviours is the real issue. I think the biggest problem is actually that most of us don’t believe that micro incivilities are relevant to us. We get it in theory but it applies to other people.I certainly don’t consider myself racist, I spend my working life trying to help people understand how to minimise bias and be more fair in their decisions. I couldn’t possibly display any racial micro-incivilities, could I?Actually yes, my own impact was brought into sharp focus for me fairly early in my career when I accompanied my colleague and managing partner to a pitch meeting. The client had wanted to meet the delivery team and I was keen to be involved and delighted to go along to the pitch. Nervous and keen to impress, I had prepared well and felt like I knew my stuff. The pitch seemed to go fairly well and so I was shocked when the feedback came back that we had won the work, but the client had specifically requested that I not be involved. My feedback was that during the pitch all my responses had been directed to the senior white male in the room and that I had made very little contact with the black female who was also part of the client team. That was not what they wanted from a diversity professional (and quite rightly!), so I wasn’t involved in the project.Although I hadn’t had any awareness of the different ways I responded to the two clients in that pitch, the individual who gave the feedback was very aware of the impact. That was a huge wake up call and valuable learning point for which I’m grateful – there are not many other situations where would I have even received that feedback.Despite my very best intentions, I’ve displayed racial micro-incivilities. I didn’t intend to, I didn’t realise I was doing it, but in the end that doesn’t matter – it had an impact.It’s easy to say, “it doesn’t apply to me” or “it’s not something I’d ever do” but that’s the problem – we do respond differently to people who are not part of our ‘in group’. The good news is that we don’t have to passively let it happen. It takes a conscious effort – to notice when we are doing it and then take steps to reverse our behaviour, but we can do it. We have the choice; we don’t have to let the little things become a big thing. Louise Weston Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/micro-incivilities-little-things-matter" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasRacism through exclusionRacism through exclusion70% of employees involved in a recent study[1] reported feeling excluded at work in the last six months. Given that our need to fit in is such a fundamental human instinct, this finding has significant implications.Just as feeling included has positive impact on areas such as well-being, engagement and motivation, feeling excluded, can be extremely damaging. Recent research for example has found that not only does exclusion at work have a detrimental impact on commitment, engagement and turnover, but that those who feel excluded are more likely to report health problems. Moreover, these effects are even more detrimental than those of harassment.The ironic thing about inclusion of course is that some employees are significantly more likely to be included than others.Even from the age of two, children begin to show preferences for children and people like themselves. These preferences develop over time, so that children quickly hold value-laden attitudes and beliefs that differentiate between their own group and other groups. By age three, children show more positivity towards—and report more reciprocated friendships with—same-sex peers [2] and by four-five years white children prefer—and express a greater liking for—other white children [3]. Children are not colour blind in the way that we cosily like to assume they are. Worse still, as clearly demonstrated in Binna’s book on Racism at Work, it is the way we socialise children that fuels them to travel from a benign state of recognising race differences to developing value laden inferences and onto discriminatory attitudes and behaviours.The trouble is of course that we are ultimately lazy. We find it much easier to include some people than we do others – indeed we often include people who are like us without ever being consciously aware that we are doing so. We find it easier to communicate with people that we are similar to;we are better able to predict their behaviour, so we feel more comfortable around them. We have higher levels of trust initially for people we are demographically similar to, and stronger relationships. Because this is so much easier with people that we are demographically similar to that means that all too easily, both at work and socially, we stick to people like us.This means that some groups of people are much more likely to feel excluded than others, because they are in the minority. Put simply, those who are in the majority are more likely to experience inclusion simply because they have to work less hard, travel less far, meet fewer people, to find others who are like them. Those who are in the minority, including ethnic minority groups, do not have that day-to-day luxury. They are more likely to feel excluded.At work this plays out in critical areas. We are, for example, more likely to share secrets with someone of the same race as our own[4]. Ethnic minority employees have less access to confidential information, and, not unconnected to this point, are three times more likely than white people to have to apply for an upcoming roles using formal procedures rather than on a who-you-know basis.Similarly, ethnic minority employees are also significantly less likely to have access to mentors at all, let alone senior mentors, again because those connections through the in-crowd. Ethnic minority employees are also significantly less likely than their white counterparts to be sought for work related advice[5].Racism through exclusion is not an unfortunate inevitability that we can shrug our shoulders about in mock desperation. There are things that can be done. Creating an environment, for example, where people feel that it is safe to speak up and challenge at work goes hand-in-hand with feeling included. Ethic minority people are less likely to experience this sense of psychological safety at work. That can be fixed simply by inviting, encouraging and building on opinions rather than dismissing or riding roughshod over them. Chapter 12 in Binna’s book Racism at Work outlines 5 clear rules for Leaders, 5 clear rules for HR, 5 clear rules for L&D specialists and more. The research has been done. The knowledge is there. If only we can be bothered. Our laziness and desire to spend our time in our comfort zone is all that stands in our way.1 O’Reilly, J. et al. (2014). Is Negative Attention Better Than No Attention? The Comparative Effects of Ostracism and Harassment at Work. Organization Science, 26 (3), pp. 774 – 793, permalink: https://doi.org/10.1287/orsc.2014.09002 K. M. Zosuls, C. L. Martin, D. N. Ruble et al., (2011). ‘It’s not that we hate you’: understanding children’s gender attitudes and expectancies about peer relationships,” British Journal of Developmental Psychology, vol. 29, no. 2, pp. 288–304, 2011.3 V. Lam, S. Guerrero, N. Damree, and I. Enesco, (2011). “Young children’s racial awareness and affect and their perceptions about mothers’ racial affect in a multiracial context,” British Journal of Developmental Psychology, vol. 29, no. 4, pp. 842–864, 2011.4 Louch, H. (2000). Personal network integration: transitivity and homophily in strong-tie relations. Social Networks, 22, pp.45 – 64.5 Klein, K.J. et al (2004). How do they get there? An examination of the antecedents of centrality in team networks. Academy of Management Journal, 47 (6), 952–963. Nic Hammarling Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The skill of leading through uncertainty ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/racism-through-exclusion" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasRacism through exclusionRacism through exclusion70% of employees involved in a recent study[1] reported feeling excluded at work in the last six months. Given that our need to fit in is such a fundamental human instinct, this finding has significant implications.Just as feeling included has positive impact on areas such as well-being, engagement and motivation, feeling excluded, can be extremely damaging. Recent research for example has found that not only does exclusion at work have a detrimental impact on commitment, engagement and turnover, but that those who feel excluded are more likely to report health problems. Moreover, these effects are even more detrimental than those of harassment.The ironic thing about inclusion of course is that some employees are significantly more likely to be included than others.Even from the age of two, children begin to show preferences for children and people like themselves. These preferences develop over time, so that children quickly hold value-laden attitudes and beliefs that differentiate between their own group and other groups. By age three, children show more positivity towards—and report more reciprocated friendships with—same-sex peers [2] and by four-five years white children prefer—and express a greater liking for—other white children [3]. Children are not colour blind in the way that we cosily like to assume they are. Worse still, as clearly demonstrated in Binna’s book on Racism at Work, it is the way we socialise children that fuels them to travel from a benign state of recognising race differences to developing value laden inferences and onto discriminatory attitudes and behaviours.The trouble is of course that we are ultimately lazy. We find it much easier to include some people than we do others – indeed we often include people who are like us without ever being consciously aware that we are doing so. We find it easier to communicate with people that we are similar to;we are better able to predict their behaviour, so we feel more comfortable around them. We have higher levels of trust initially for people we are demographically similar to, and stronger relationships. Because this is so much easier with people that we are demographically similar to that means that all too easily, both at work and socially, we stick to people like us.This means that some groups of people are much more likely to feel excluded than others, because they are in the minority. Put simply, those who are in the majority are more likely to experience inclusion simply because they have to work less hard, travel less far, meet fewer people, to find others who are like them. Those who are in the minority, including ethnic minority groups, do not have that day-to-day luxury. They are more likely to feel excluded.At work this plays out in critical areas. We are, for example, more likely to share secrets with someone of the same race as our own[4]. Ethnic minority employees have less access to confidential information, and, not unconnected to this point, are three times more likely than white people to have to apply for an upcoming roles using formal procedures rather than on a who-you-know basis.Similarly, ethnic minority employees are also significantly less likely to have access to mentors at all, let alone senior mentors, again because those connections through the in-crowd. Ethnic minority employees are also significantly less likely than their white counterparts to be sought for work related advice[5].Racism through exclusion is not an unfortunate inevitability that we can shrug our shoulders about in mock desperation. There are things that can be done. Creating an environment, for example, where people feel that it is safe to speak up and challenge at work goes hand-in-hand with feeling included. Ethic minority people are less likely to experience this sense of psychological safety at work. That can be fixed simply by inviting, encouraging and building on opinions rather than dismissing or riding roughshod over them. Chapter 12 in Binna’s book Racism at Work outlines 5 clear rules for Leaders, 5 clear rules for HR, 5 clear rules for L&D specialists and more. The research has been done. The knowledge is there. If only we can be bothered. Our laziness and desire to spend our time in our comfort zone is all that stands in our way.1 O’Reilly, J. et al. (2014). Is Negative Attention Better Than No Attention? The Comparative Effects of Ostracism and Harassment at Work. Organization Science, 26 (3), pp. 774 – 793, permalink: https://doi.org/10.1287/orsc.2014.09002 K. M. Zosuls, C. L. Martin, D. N. Ruble et al., (2011). ‘It’s not that we hate you’: understanding children’s gender attitudes and expectancies about peer relationships,” British Journal of Developmental Psychology, vol. 29, no. 2, pp. 288–304, 2011.3 V. Lam, S. Guerrero, N. Damree, and I. Enesco, (2011). “Young children’s racial awareness and affect and their perceptions about mothers’ racial affect in a multiracial context,” British Journal of Developmental Psychology, vol. 29, no. 4, pp. 842–864, 2011.4 Louch, H. (2000). Personal network integration: transitivity and homophily in strong-tie relations. Social Networks, 22, pp.45 – 64.5 Klein, K.J. et al (2004). How do they get there? An examination of the antecedents of centrality in team networks. Academy of Management Journal, 47 (6), 952–963. Nic Hammarling Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The skill of leading through uncertainty ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/racism-through-exclusion" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipStereotypes, Prototypes and SuperheroesStereotypes, Prototypes and SuperheroesLast week I took my family to see The Black Panther, Marvel’s latest superhero film. I’m not sure that I am the core target audience for the film, but nonetheless I enjoyed myself, as did my wife and daughters. If you haven’t seen it, the film tells the story of T’Challa, Kng of Wakanda, and his battle to save his nation from attack. His powers as the Black Panther – gained through a rare mineral in the ground of Wakanda – enable him to lead the country to safety.I was amazed to hear that the film is Marvel’s 18th superhero film. Just as surprising is that this is the first superhero film with a black lead protagonist. I was struck by the comments of a black female reviewer who revealed that she finally had a brief glimpse of what it must be like for white cinema goers when they go to see a film with a white lead, white cast and – typically – black villain.One of the most revealing chapters in Binna Kandola’s new book: Racism at Work – The Danger of Indifference focuses on race and leadership. The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when it comes to race and leadership.While we actively and publicly seek to address gender imbalance, a similar problem with leadership persists yet is less noticed. Minorities are grossly under-represented in leadership positions. Only 4% of CEOs in the FTSE 100 are minority ethnic, despite the BAME community of the UK making up 14% of the working population. And only 11% of CEOs in the US top 100 companies are people of colour (Diverse Magazine, 2017). As of last month, there were four (yes, four) black CEOs of Fortune 500 businesses but, with Ken Chenault stepping down as the CEO of American Express, that number has fallen by 25% (money.cnn.com, 2017). According to CNN, three black CEOs is ‘particularly staggering’, asking what impact this will have on the pipeline of future generations of black and minority leaders.Clearly there are a wide range of social and political factors influencing the situation, but what are the key psychological factors? Here are just a few that you might want to consider:1.Our images and expectations govern our judgements and decisions of who is likely to be a leader and, likewise, who is not. Beyond everyday racial stereotypes, we all have a picture in our head of what a leader is – known as ‘leadership prototypes’ – and these shape our views of how a leader should act and how they should look. Recent research examining the role of leadership prototypes and race has consistently found a pro-white bias, among white and minority participants.2.Role models shape prototypes. A pro-white bias will have an impact on minorities and their self-perception as a leader, reducing awareness of leadership qualities and increasing the likelihood of not contending for leadership positions.3.Networks matter. The way that we socialise in organisations – the people we spend time with – will influence the way that performance is evaluated and will determine opportunities to progress. Being in a dominant network typically brings the advantages of being more likely to be nominated for a leadership role, being supported by ‘significant others’ in the organisation and having access to more information about forthcoming opportunities.These are just three of many influences – subconscious or unconscious – that shape our beliefs about leaders. Until we begin to openly discuss and become consciously more alert to these, then leadership pipelines will struggle with fair minority representation and organisations will continue to feel frustrated by the inequalities in leadership.Finally, if we rely on time being the cure all to the problem, think again. The film Black Panther took 52 years to get the story to screen. Yes, 52 years. That’s despite attempts in the 90’s to make the film. Why did it take so long? Who knows, but what we do know is that time doesn’t make a film. The actors, directors, crews and producers make it – with vision, tenacity and a lot of conscious effort – which are precisely the qualities that will be needed to achieve race equality in organisational leadership. Stuart Duff Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/stereotypes-prototypes-and-superheroes" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipStereotypes, Prototypes and SuperheroesStereotypes, Prototypes and SuperheroesLast week I took my family to see The Black Panther, Marvel’s latest superhero film. I’m not sure that I am the core target audience for the film, but nonetheless I enjoyed myself, as did my wife and daughters. If you haven’t seen it, the film tells the story of T’Challa, Kng of Wakanda, and his battle to save his nation from attack. His powers as the Black Panther – gained through a rare mineral in the ground of Wakanda – enable him to lead the country to safety.I was amazed to hear that the film is Marvel’s 18th superhero film. Just as surprising is that this is the first superhero film with a black lead protagonist. I was struck by the comments of a black female reviewer who revealed that she finally had a brief glimpse of what it must be like for white cinema goers when they go to see a film with a white lead, white cast and – typically – black villain.One of the most revealing chapters in Binna Kandola’s new book: Racism at Work – The Danger of Indifference focuses on race and leadership. The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when it comes to race and leadership.While we actively and publicly seek to address gender imbalance, a similar problem with leadership persists yet is less noticed. Minorities are grossly under-represented in leadership positions. Only 4% of CEOs in the FTSE 100 are minority ethnic, despite the BAME community of the UK making up 14% of the working population. And only 11% of CEOs in the US top 100 companies are people of colour (Diverse Magazine, 2017). As of last month, there were four (yes, four) black CEOs of Fortune 500 businesses but, with Ken Chenault stepping down as the CEO of American Express, that number has fallen by 25% (money.cnn.com, 2017). According to CNN, three black CEOs is ‘particularly staggering’, asking what impact this will have on the pipeline of future generations of black and minority leaders.Clearly there are a wide range of social and political factors influencing the situation, but what are the key psychological factors? Here are just a few that you might want to consider:1.Our images and expectations govern our judgements and decisions of who is likely to be a leader and, likewise, who is not. Beyond everyday racial stereotypes, we all have a picture in our head of what a leader is – known as ‘leadership prototypes’ – and these shape our views of how a leader should act and how they should look. Recent research examining the role of leadership prototypes and race has consistently found a pro-white bias, among white and minority participants.2.Role models shape prototypes. A pro-white bias will have an impact on minorities and their self-perception as a leader, reducing awareness of leadership qualities and increasing the likelihood of not contending for leadership positions.3.Networks matter. The way that we socialise in organisations – the people we spend time with – will influence the way that performance is evaluated and will determine opportunities to progress. Being in a dominant network typically brings the advantages of being more likely to be nominated for a leadership role, being supported by ‘significant others’ in the organisation and having access to more information about forthcoming opportunities.These are just three of many influences – subconscious or unconscious – that shape our beliefs about leaders. Until we begin to openly discuss and become consciously more alert to these, then leadership pipelines will struggle with fair minority representation and organisations will continue to feel frustrated by the inequalities in leadership.Finally, if we rely on time being the cure all to the problem, think again. The film Black Panther took 52 years to get the story to screen. Yes, 52 years. That’s despite attempts in the 90’s to make the film. Why did it take so long? Who knows, but what we do know is that time doesn’t make a film. The actors, directors, crews and producers make it – with vision, tenacity and a lot of conscious effort – which are precisely the qualities that will be needed to achieve race equality in organisational leadership. Stuart Duff Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/stereotypes-prototypes-and-superheroes" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasDiversity, inclusion and unconscious bias – are you making the progress you need to?Diversity, inclusion and unconscious bias – are you making the progress you need to?If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. You may well also be involved in developing, supporting or leading some initiatives within your own organisation to improve diversity levels or inclusion ratings. But how do you know if you are doing the right thing?One of the very common things we see in the space of diversity, inclusion and bias is that organisations take action or put initiatives in place simply because they see others doing something similar. Or they heard that something works for someone somewhere else. To our mind this is crazy. It’s a bit like taking a random drug because you feel unwell, but you know that the drug in question helped your neighbour when they last felt unwell. You have no real idea why you’re taking it, or what you think it will do, or indeed, what the consequences will be. The same can be said of D&I initiatives that are put in place without a real reason – people aren’t clear about what they’re trying to remedy, or what their action will achieve.Getting the right diagnosis is critical to getting the right remedy and strategy in place, but we also know that undertaking this diagnosis can be somewhat daunting. Which is why we have been busy overhauling our approach to conducting diversity, inclusion and bias reviews to make them really accessible and easy to do. Our newly developed support packages now allow our clients to run diagnostics using four different levels.Comprehensive diversity, inclusion and bias reviewsBased on our research and experience of conducting audits and reviews, our new approach to conducting diversity, inclusion and bias reviews means that these reviews can either be conducted for you by Pearn Kandola diversity specialists, or alternatively by key stakeholders within your organisation.The review process, whether conducted by us or internally by you, addresses 6 critical components of activity that delineate those organisations who are making good progress on diversity, inclusion and bias, from those whose work is somewhat patchy.The review is based around these 6 key components, and comprises a variety of measures, including online opinion sourcing, surveys, checklists, interviews and focus groups.Whether you prefer to collect the date using Pearn Kandola diversity specialists or your own in-house team, we are here to provide practical support with reviewing the data, and developing clear action plans and strategic support. This support is based on over 30 years of experience in helping organisations to shift the dial on diversity and inclusion, and indeed, our insight and support sits behind many of the D&I strategies used by organisations around the world today.Individual measuresTo help individual managers and employees embed their learning around areas such as tackling unconscious bias and building an inclusive culture, we have also developed our own individual measures. These include the Inclusive Leader survey and report, which provides individual leaders with clear strengths and areas for development with regard to their current inclusive leadership style. For more information click here.We have also partnered with The Bias Gym to develop Implicit Association Tests (IATs) for our clients. These tests were developed to measure traditional areas of unconscious bias such as gender or ethnicity, but we are now able to develop specific IATs in line with our clients’ needs. For example, we recently developed an IAT exploring the attitudes of staff in two different, recently merged organisations to provide our client with a great insight into how best to avoid a “them” and “us” culture developing.Live bias reviews of key decisionsFor those who are really looking to diagnose exactly how unconscious bias is affecting the levels of diversity and inclusion across their organisation, live bias reviews are the ultimate diagnostic tool. Put simply, live bias reviews are where an expert in the area of unconscious bias joins a key decision making meeting happening in your organisation, for example a recruitment wash-up, an appraisal or bonus calibration meeting, a succession planning meeting or a promotion panel discussion, with the sole task of identifying the different types of bias that are affecting the decisions made, the cumulative impact of these decisions, as well as the most effective remedies to address them.It is your choice whether a Pearn Kandola diversity specialist joins your meeting as the live bias expert, or if you would prefer us to train a core group of your colleagues to become your own internal live bias experts. Whichever route you go down, this diagnostic tool is extremely effective in helping people to understand exactly how bias, left unchecked, is allowing their decisions to result in less diverse and inclusive organisations. To watch a short video introduction to our live bias reviews click here.For more information about Pearn Kandola’s new diversity, inclusion and bias tools call call our Oxford office on 01865 399060 or email info@pearnkandola.com Nic Hammarling Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/diversity-inclusion-and-unconscious-bias-are-you-making-the-progress-you-need-to" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasDiversity, inclusion and unconscious bias – are you making the progress you need to?Diversity, inclusion and unconscious bias – are you making the progress you need to?If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. You may well also be involved in developing, supporting or leading some initiatives within your own organisation to improve diversity levels or inclusion ratings. But how do you know if you are doing the right thing?One of the very common things we see in the space of diversity, inclusion and bias is that organisations take action or put initiatives in place simply because they see others doing something similar. Or they heard that something works for someone somewhere else. To our mind this is crazy. It’s a bit like taking a random drug because you feel unwell, but you know that the drug in question helped your neighbour when they last felt unwell. You have no real idea why you’re taking it, or what you think it will do, or indeed, what the consequences will be. The same can be said of D&I initiatives that are put in place without a real reason – people aren’t clear about what they’re trying to remedy, or what their action will achieve.Getting the right diagnosis is critical to getting the right remedy and strategy in place, but we also know that undertaking this diagnosis can be somewhat daunting. Which is why we have been busy overhauling our approach to conducting diversity, inclusion and bias reviews to make them really accessible and easy to do. Our newly developed support packages now allow our clients to run diagnostics using four different levels.Comprehensive diversity, inclusion and bias reviewsBased on our research and experience of conducting audits and reviews, our new approach to conducting diversity, inclusion and bias reviews means that these reviews can either be conducted for you by Pearn Kandola diversity specialists, or alternatively by key stakeholders within your organisation.The review process, whether conducted by us or internally by you, addresses 6 critical components of activity that delineate those organisations who are making good progress on diversity, inclusion and bias, from those whose work is somewhat patchy.The review is based around these 6 key components, and comprises a variety of measures, including online opinion sourcing, surveys, checklists, interviews and focus groups.Whether you prefer to collect the date using Pearn Kandola diversity specialists or your own in-house team, we are here to provide practical support with reviewing the data, and developing clear action plans and strategic support. This support is based on over 30 years of experience in helping organisations to shift the dial on diversity and inclusion, and indeed, our insight and support sits behind many of the D&I strategies used by organisations around the world today.Individual measuresTo help individual managers and employees embed their learning around areas such as tackling unconscious bias and building an inclusive culture, we have also developed our own individual measures. These include the Inclusive Leader survey and report, which provides individual leaders with clear strengths and areas for development with regard to their current inclusive leadership style. For more information click here.We have also partnered with The Bias Gym to develop Implicit Association Tests (IATs) for our clients. These tests were developed to measure traditional areas of unconscious bias such as gender or ethnicity, but we are now able to develop specific IATs in line with our clients’ needs. For example, we recently developed an IAT exploring the attitudes of staff in two different, recently merged organisations to provide our client with a great insight into how best to avoid a “them” and “us” culture developing.Live bias reviews of key decisionsFor those who are really looking to diagnose exactly how unconscious bias is affecting the levels of diversity and inclusion across their organisation, live bias reviews are the ultimate diagnostic tool. Put simply, live bias reviews are where an expert in the area of unconscious bias joins a key decision making meeting happening in your organisation, for example a recruitment wash-up, an appraisal or bonus calibration meeting, a succession planning meeting or a promotion panel discussion, with the sole task of identifying the different types of bias that are affecting the decisions made, the cumulative impact of these decisions, as well as the most effective remedies to address them.It is your choice whether a Pearn Kandola diversity specialist joins your meeting as the live bias expert, or if you would prefer us to train a core group of your colleagues to become your own internal live bias experts. Whichever route you go down, this diagnostic tool is extremely effective in helping people to understand exactly how bias, left unchecked, is allowing their decisions to result in less diverse and inclusive organisations. To watch a short video introduction to our live bias reviews click here.For more information about Pearn Kandola’s new diversity, inclusion and bias tools call call our Oxford office on 01865 399060 or email info@pearnkandola.com Nic Hammarling Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/diversity-inclusion-and-unconscious-bias-are-you-making-the-progress-you-need-to" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasShould we let boys be boys and girls be girls?Should we let boys be boys and girls be girls?There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. In a recent example, a well-known shoe retailer was criticised for calling a line of its girl’s school shoes ‘Dolly Babe’, whilst the equivalent boy range was called ‘Leader’. The Guardian newspaper who commented on this also noted that the girl’s version contained pink inserts with hearts, whilst the boy’s version had a blue insert with footballs.These subtle (or not so subtle) messages have always been around and not just in the UK. I shared this story when I was delivering diversity training in India, and one of the participants shared a story about her one year-old son. He had seen a shiny bracelet, and like many kids that age, wanted to play with it. Another mother saw this and said to the infant – ‘Are you a little girl?’ and the little boy immediately dropped it. Research shows that infants as young as three are learning gender stereotypes from their environment. Should a boy like a doll? Should a girl want to play with trucks? Can a boy be a nurse? There’s no doubt that gender stereotypes (and others) have had a role to play in the reality that we have created in organisations.The recent media coverage shows that we are becoming much more attuned to gender stereotyping. Like me, you may have seen a number of posts on social media from parents who have committed to raising their kids without stereotyping. A major retailer in the UK added to this by launching gender neutral clothing – to mixed responses. So what is the answer? Should we be raising gender neutral children?In my opinion – no. There needs to be a balance. Sharing aspects of our identity with others is an important part of our development. Research in the last decade is increasingly showing that having a common identity with others is critical for our self-esteem, developing social skills and well-being. Where social identities (gender or otherwise) become a problem is when people feel that they have to follow the dominant groups (e.g. only boys can play football), or when identities such as gender become associated with certain capabilities or professions. This only serves to close doors and put people into boxes which limits potential.What do you think? Feel free to share your thoughts with me @PK_JonathanT on Twitter. Jonathan Taylor Managing Psychologist Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/should-we-let-boys-be-boys-and-girls-be-girls" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasShould we let boys be boys and girls be girls?Should we let boys be boys and girls be girls?There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. In a recent example, a well-known shoe retailer was criticised for calling a line of its girl’s school shoes ‘Dolly Babe’, whilst the equivalent boy range was called ‘Leader’. The Guardian newspaper who commented on this also noted that the girl’s version contained pink inserts with hearts, whilst the boy’s version had a blue insert with footballs.These subtle (or not so subtle) messages have always been around and not just in the UK. I shared this story when I was delivering diversity training in India, and one of the participants shared a story about her one year-old son. He had seen a shiny bracelet, and like many kids that age, wanted to play with it. Another mother saw this and said to the infant – ‘Are you a little girl?’ and the little boy immediately dropped it. Research shows that infants as young as three are learning gender stereotypes from their environment. Should a boy like a doll? Should a girl want to play with trucks? Can a boy be a nurse? There’s no doubt that gender stereotypes (and others) have had a role to play in the reality that we have created in organisations.The recent media coverage shows that we are becoming much more attuned to gender stereotyping. Like me, you may have seen a number of posts on social media from parents who have committed to raising their kids without stereotyping. A major retailer in the UK added to this by launching gender neutral clothing – to mixed responses. So what is the answer? Should we be raising gender neutral children?In my opinion – no. There needs to be a balance. Sharing aspects of our identity with others is an important part of our development. Research in the last decade is increasingly showing that having a common identity with others is critical for our self-esteem, developing social skills and well-being. Where social identities (gender or otherwise) become a problem is when people feel that they have to follow the dominant groups (e.g. only boys can play football), or when identities such as gender become associated with certain capabilities or professions. This only serves to close doors and put people into boxes which limits potential.What do you think? Feel free to share your thoughts with me @PK_JonathanT on Twitter. Jonathan Taylor Managing Psychologist Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/bias/should-we-let-boys-be-boys-and-girls-be-girls" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipAgile leadershipAgile leadershipLeading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. Without doubt, however, agile working throws up an additional set of challenges and risks that are not always obvious.Our research with agile teams also enabled us to look at how leaders successfully engaged and supported their teams when they were dispersed and agile. We looked at the leadership skills and behaviours that were considered to be the most important for leading remote teams and looked at some of the specific strategies that leaders adopt to make sure that they provide the direction, communication and support needed. We also identified the risks that remote and agile working brings to teams. Here are some of the key findings from our report.The first and perhaps most important finding was the role that trust plays in effective work in dispersed teams. Trust is clearly a vital ingredient in any successful relationship, but it was consistently recognised as being the most important – and the most challenging – aspect of leading remote teams. Indeed, the greatest risks identified by leaders of dispersed teams are a fragile trust and the risk of being misunderstood or misinterpreted by others. Through our research we pinpointed two quite different aspects of trust. There is cognitive trust (where trust is given to someone on the basis of their knowledge, expertise and decision making skills) and there is emotional or affective trust (where trust is given to someone on the basis of how open they are, how supportive and how caring they are in building relationships).Both aspects of trust are important in a productive relationship at work, but we found that less effective leaders over-emphasised cognitive trust at the expense of building emotional trust. Meetings were focused tightly on agenda, facts and decision making, rather than also inviting perspectives or sharing how people were feeling about the issues they were working on. Those leaders who made time for both were seen as being much more successful and effective in their role.Another remarkably consistent finding was that nothing replaces the value and importance of face-to-face contact. This may sound obvious to some, but nowadays there are many easy and efficient ways to communicate through technology. We found that the less effective leaders over-relied on email and voice calls, without making the effort to meet face to face or to use video conferencing wherever possible. What is lost are subtle yet vital elements of communication and contact: body language, tone and many of the factors associated with affective trust.One other important aspect of effective leadership (and something that we hadn’t anticipated) is just how much more organised and planful leaders of remote teams need to be. When teams meet regularly, it is easy to have spontaneous, off the cuff discussions to keep colleagues up dated on what is going on. When meetings are infrequent and remote, however, it becomes essential to invest more time in preparation in order to ensure that time spent as a team is as valuable as it can be.For more information on Pearn Kandola’s research into agile working please contact info@pearnkandola.com Stuart Duff Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/agile-leadership" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipAgile leadershipAgile leadershipLeading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. Without doubt, however, agile working throws up an additional set of challenges and risks that are not always obvious.Our research with agile teams also enabled us to look at how leaders successfully engaged and supported their teams when they were dispersed and agile. We looked at the leadership skills and behaviours that were considered to be the most important for leading remote teams and looked at some of the specific strategies that leaders adopt to make sure that they provide the direction, communication and support needed. We also identified the risks that remote and agile working brings to teams. Here are some of the key findings from our report.The first and perhaps most important finding was the role that trust plays in effective work in dispersed teams. Trust is clearly a vital ingredient in any successful relationship, but it was consistently recognised as being the most important – and the most challenging – aspect of leading remote teams. Indeed, the greatest risks identified by leaders of dispersed teams are a fragile trust and the risk of being misunderstood or misinterpreted by others. Through our research we pinpointed two quite different aspects of trust. There is cognitive trust (where trust is given to someone on the basis of their knowledge, expertise and decision making skills) and there is emotional or affective trust (where trust is given to someone on the basis of how open they are, how supportive and how caring they are in building relationships).Both aspects of trust are important in a productive relationship at work, but we found that less effective leaders over-emphasised cognitive trust at the expense of building emotional trust. Meetings were focused tightly on agenda, facts and decision making, rather than also inviting perspectives or sharing how people were feeling about the issues they were working on. Those leaders who made time for both were seen as being much more successful and effective in their role.Another remarkably consistent finding was that nothing replaces the value and importance of face-to-face contact. This may sound obvious to some, but nowadays there are many easy and efficient ways to communicate through technology. We found that the less effective leaders over-relied on email and voice calls, without making the effort to meet face to face or to use video conferencing wherever possible. What is lost are subtle yet vital elements of communication and contact: body language, tone and many of the factors associated with affective trust.One other important aspect of effective leadership (and something that we hadn’t anticipated) is just how much more organised and planful leaders of remote teams need to be. When teams meet regularly, it is easy to have spontaneous, off the cuff discussions to keep colleagues up dated on what is going on. When meetings are infrequent and remote, however, it becomes essential to invest more time in preparation in order to ensure that time spent as a team is as valuable as it can be.For more information on Pearn Kandola’s research into agile working please contact info@pearnkandola.com Stuart Duff Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/agile-leadership" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipAgile working: Key characteristics of an agile workerAgile working: Key characteristics of an agile workerMany organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom and time/cost efficiency. The immediate focus for these organisations is often on the technology and work space solutions to ensure their teams are equipped to work anywhere with WiFi and a power source.What often gets overlooked or ignored – sometimes because it is simply too difficult – is the way that people respond and adapt to agile working. The psychology behind agile working is interesting and not at all straightforward, and so in this article I will explore some of the important findings from our own research and work with leaders in this field.Over a period of five years we were invited, by one of the world’s leading technology companies, to get involved in researching the impact of agile and remote working on their leaders and teams.We looked in particular at the psychological impact on team members and their leaders, as well as the performance implications and productivity. Through a series of interviews, live observation of interactions between teams that were using video and telecoms technology, as well as gathering data on the personality and attitudes of leaders and their teams, we built a picture of what it takes to be successful in an agile environment.So, lets examine in more detail one of the key findings, which is that there are definite characteristics that enable some people to be better and more effective working in an agile environment.While everyone is capable of working in a more agile way, we found that there are certain personality characteristics that relate to greater effectiveness and higher levels of productivity in agile and remote environments. What are these characteristics?Workers who demonstrate higher levels of ‘conscientiousness’ (a need for rules, regulations and structure) tend to be rated by peers as being more effective in working remotely. At the start of our research, we predicted that we would find the opposite. We believed that workers who are lower in ‘conscientiousness’ (and therefore more flexible in their interpretation of rules, more expedient and less structured) would be quicker to adapt. Instead, it is those who put in place clear and structured processes for themselves who tend to emerge as being better suited to remote working. Clearly, working in an agile way is not about constant flexibility and freedom from rules, but instead requires a great deal of organisation, personal discipline and self-control to be most effective.Workers who demonstrate higher levels of extroversion (those who are sociable, outgoing and talkative) are more effective in working remotely than ‘introverted’ peers (those who tend to reflect and think inwardly, and prefer space and time to reflect). Again, based on what we know about the nature of remote and agile working, we believed that those who are more introverted are likely to adapt to remote working better than those who need the stimulation of others’ company. It seems that the opposite is true. Workers who demonstrate higher levels of extroversion are also considered more effective in remote and agile working. Why is this? We would suggest that they are better at seeking others out, better at using a range of different methods to communicate, and better at proactively getting in touch with others and maintaining contact.In addition, our research found that those who are more effective in agile working are typically more open to new experiences and willing to experiment with new ideas and new ways of working. So no surprises there, particularly as agile working is all about finding new and different ways to achieve objectives while maximising the efficiency of time.This is not to say that employees need to have these attributes to be effective in agile or remote working. But the findings may well help to explain why some people take to agile and flexible working more easily – and effectively – than others. They may also provide team leaders with some useful insights about the individuals in their teams, their preferences for agile working and where they may need some additional support and guidance.For more information on Pearn Kandola’s research into agile working please contact info@pearnkandola.com Stuart Duff Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/agile-working-key-characteristics-of-an-agile-worker" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipAgile working: Key characteristics of an agile workerAgile working: Key characteristics of an agile workerMany organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom and time/cost efficiency. The immediate focus for these organisations is often on the technology and work space solutions to ensure their teams are equipped to work anywhere with WiFi and a power source.What often gets overlooked or ignored – sometimes because it is simply too difficult – is the way that people respond and adapt to agile working. The psychology behind agile working is interesting and not at all straightforward, and so in this article I will explore some of the important findings from our own research and work with leaders in this field.Over a period of five years we were invited, by one of the world’s leading technology companies, to get involved in researching the impact of agile and remote working on their leaders and teams.We looked in particular at the psychological impact on team members and their leaders, as well as the performance implications and productivity. Through a series of interviews, live observation of interactions between teams that were using video and telecoms technology, as well as gathering data on the personality and attitudes of leaders and their teams, we built a picture of what it takes to be successful in an agile environment.So, lets examine in more detail one of the key findings, which is that there are definite characteristics that enable some people to be better and more effective working in an agile environment.While everyone is capable of working in a more agile way, we found that there are certain personality characteristics that relate to greater effectiveness and higher levels of productivity in agile and remote environments. What are these characteristics?Workers who demonstrate higher levels of ‘conscientiousness’ (a need for rules, regulations and structure) tend to be rated by peers as being more effective in working remotely. At the start of our research, we predicted that we would find the opposite. We believed that workers who are lower in ‘conscientiousness’ (and therefore more flexible in their interpretation of rules, more expedient and less structured) would be quicker to adapt. Instead, it is those who put in place clear and structured processes for themselves who tend to emerge as being better suited to remote working. Clearly, working in an agile way is not about constant flexibility and freedom from rules, but instead requires a great deal of organisation, personal discipline and self-control to be most effective.Workers who demonstrate higher levels of extroversion (those who are sociable, outgoing and talkative) are more effective in working remotely than ‘introverted’ peers (those who tend to reflect and think inwardly, and prefer space and time to reflect). Again, based on what we know about the nature of remote and agile working, we believed that those who are more introverted are likely to adapt to remote working better than those who need the stimulation of others’ company. It seems that the opposite is true. Workers who demonstrate higher levels of extroversion are also considered more effective in remote and agile working. Why is this? We would suggest that they are better at seeking others out, better at using a range of different methods to communicate, and better at proactively getting in touch with others and maintaining contact.In addition, our research found that those who are more effective in agile working are typically more open to new experiences and willing to experiment with new ideas and new ways of working. So no surprises there, particularly as agile working is all about finding new and different ways to achieve objectives while maximising the efficiency of time.This is not to say that employees need to have these attributes to be effective in agile or remote working. But the findings may well help to explain why some people take to agile and flexible working more easily – and effectively – than others. They may also provide team leaders with some useful insights about the individuals in their teams, their preferences for agile working and where they may need some additional support and guidance.For more information on Pearn Kandola’s research into agile working please contact info@pearnkandola.com Stuart Duff Partner Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/agile-working-key-characteristics-of-an-agile-worker" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeKeep in touchKeep in touch hbspt.forms.create({ region: \"eu1\", portalId: \"25066064\", formId: \"415f27a0-19c8-47b3-b98d-90820309e687\" }); × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. 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Try again", - "https://twitter.com/pearnkandola" - ], - [ - "", - "https://www.youtube.com/channel/UCGq4d9i3-ulIiYI--B9ewmQ" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeCareersCareersWorking at Pearn KandolaWe believe it is the quality and commitment of our people that gives us our leading edge. Consequently we are committed to the ongoing professional development of all our staff. Everyone has an individual development plan with special attention being paid to those working to achieve Chartered Occupational Psychologist status.As an organisation at the forefront of research and practice in diversity and inclusion, we value diversity in our team and welcome applications from all suitably qualified people. Our progressive personnel policies seek to accommodate individual circumstances and requirements. All partners and staff are expected to support and promote the principles of diversity and inclusivity to the full.Pearn Kandola implements a Quality System, certified by QAS according to Standard QAS ISO 27001:2013.Pearn Kandola is accredited under the HM Government’s Cyber Essentials scheme to help organisations protect themselves against common cyber attacks.Current Opportunities What do business psychologists do? × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/careers/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeT&CsT&CsPearn Kandola LLPwww.pearnkandola.com  is a site operated by Pearn Kandola LLP.Registered office detailsPearn Kandola LLP is a limited liability partnership, registered in England and Wales, registered number OC346998.Pearn Kandola LLPLatimer HouseLangford Business ParkKidlingtonOX5 1GGA list of members’ names is available for inspection at this address.Terms and conditionsYour access to this website is subject to these terms and conditions. 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By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/tcs/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomePrivacy PolicyPrivacy PolicyPearn Kandola LLPPrivacy PolicyPearn Kandola LLP is committed to respecting the privacy of all visitors to its website and of its clients and contacts. Please read the following privacy policy to understand how we use and protect the information that you provide to us or that we obtain or hold about you and to understand what your privacy rights are in relation to information that we hold and how the law protects you.Purpose of this Privacy PolicyThe purpose of this privacy policy is to provide you with information on how Pearn Kandola LLP collects and processes your personal data through your use of this website, including any data you may provide through this website when you sign up to our newsletter or webinars or purchase a service or product.This website is not intended for children and we do not knowingly collect data relating to children.It is important that you read this privacy policy together with any other privacy policy or fair processing policy we may provide on specific occasions when we are collecting or processing personal data about you so that you are fully aware of how and why we are using your data. This privacy policy supplements other notices and privacy policies and is not intended to override them.It is also important that the personal data we hold about you is accurate and up to date. Please inform us should your personal data change during your engagement with us.Managing Your Personal InformationIn some areas of our website we ask you to provide information that will enable us to supply you with our services or to contact you.Pearn Kandola LLP is the controller and responsible for your personal data (collectively referred to as “Pearn Kandola”, “we”, “us” or “our” in this privacy policy).If you have any questions about this privacy policy, including any requests to exercise your legal rights, please contact us by email at info@pearnkandola.com or alternatively using the contact details provided in the “How to Contact Us” section below.The data we collectPersonal data, or personal information, means any information about an individual from which that person can be identified. It does not include data where the identity has been removed (i.e. anonymous data).We may collect, use, store and transfer different kinds of personal data about you from a number of different sources, including:Information that you provide to us when you complete our online forms, or register with our website or sign-in to use our online tools;Information about the services we provide to you;Information provided to us by third parties, including organisations with whom you are engaged or employed; andInformation we automatically collect about your visits to our website to enable us to maintain and improve our services and website;Marketing and Communications Data including your preferences in receiving marketing from us and your communication preferences.In addition to information that we collect where we are in control, we may also collect information on behalf of third parties. Where personal information is collected through our online tools (available by registration only), we do this as a data processor on behalf of the organisation that has directed you to our website and services, and this data is managed in accordance with our contractual obligation with that organisation and its own privacy notices, and not our own privacy notice. We require all third parties to respect the security of your personal data and to treat it in accordance with the law. We do not allow our third-party service providers to use your personal data for their own purposes and only permit them to process your personal data for specified purposes and in accordance with our instructions.If you fail to provide personal dataWhere we need to collect personal data by law, or under the terms of a contract we have with you, and you fail to provide that data when requested, we may not be able to perform the contract we have or are trying to enter into with you (for example, to provide you with our services). In this case, we may have to cancel a product or service you have with us but we will notify you if this is the case at the time.The data we collectWe will only use your personal data when the law allows us to. We use your personal data for a number of different lawful purposes including:to provide information and services to you, or your Organisation under the terms of a contract with you;for our legitimate business interests to maintain and improve our website and services including analysis to develop and improve our software, testing, research and surveys. Where possible we use this information in an anonymous and aggregated form to protect your privacy;to comply with any legal obligations that we may have; and/orfor our legitimate interests to keep in touch with you for marketing purposes and let you know about developments in the field of business psychology.In order to protect your privacy, we do not routinely share personal data with third parties. However, we may share your personal data with:our suppliers and contractors who enable us to provide the website and our online tools and materials;our third party partners for analysis and reporting, and where possible we try to do this with anonymous information; and/orif we have a legal duty or obligation to disclose your personal information.We may disclose personal information if we buy or sell relevant business assets which may include your personal information.MarketingWe may also use your personal information to contact you to advise you of other services that may be of interest to you.We have a legitimate interest in using your personal data for promotional purposes (see above: ‘How we use your personal data’). This means we do not usually need your consent to send you marketing information. However, where consent is required, we will ask for your consent clearly and separately.You have the right to opt out and request that we do not use your personal data for marketing. You can exercise this right at any time by contacting us at info@pearnkandola.com.  Where you opt out of receiving marketing messages, this will not apply to personal data provided to us as a result of a service purchase, service experience or other transaction. Further, if you choose not to receive marketing information, we may still contact you to advise you of changes to our website, or security concerns or where permitted by law.Where your personal data is storedPersonal data may be held at our offices and those of our third party agencies, service providers, representatives and agents as described above (see above: ‘How we use your personal data’).Some of these third parties may be based outside the UK/EEA. For more information, including on how we safeguard your personal data when this happens, see below: ‘Transferring your personal data out of the UK and EEA’.Transferring your personal data out of the UK and EEAThe EEA, UK and other Countries outside the EEA and the UK have differing data protection laws, some of which may provide lower levels of protection of privacy.It is sometimes necessary for us to transfer your personal data to countries outside the UK and EEA. In those cases we will comply with applicable UK and EEA laws designed to ensure the privacy of your personal data.We will transfer your personal data to:our service providers located outside the UK in the EEA, New Zealand and United States of America.As we are based in the UK we will also transfer your personal data from the EEA to the UK.Under data protection laws, we can only transfer your personal data to a country outside the UK/EEA where:in the case of transfers subject to UK data protection law, the UK government has decided the particular country ensures an adequate level of protection of personal data (known as an ‘adequacy regulation’) further to Article 45 of the UK GDPR. A list of countries the UK currently has adequacy regulations in relation to is available here. We rely on adequacy regulations for transfers to the following countries: countries in the EEA and New Zealand.in the case of transfers subject to EEA data protection laws, the European Commission has decided that the particular country ensures an adequate level of protection of personal data (known as an ‘adequacy decision’) further to Article 45 of the EU GDPR. A list of countries the European Commission has currently made adequacy decisions in relation to is available here. We rely on adequacy decisions for transfers to the following countries: UK and New Zealand.there are appropriate safeguards in place, together with enforceable rights and effective legal remedies for you; ora specific exception applies under relevant data protection law.Where we transfer your personal data outside the UK, we do so on the basis of an adequacy regulation or (where this is not available) legally-approved standard data protection clauses recognised or issued further to Article 46(2) of the UK GDPR. In the event we cannot or choose not to continue to rely on either of those mechanisms at any time, we will not transfer your personal data outside the UK unless we can do so on the basis of an alternative mechanism or exception provided by UK data protection law and reflected in an update to this policy.Where we transfer your personal data outside the EEA we do so on the basis of an adequacy decision or (where this is not available) legally-approved standard data protection clauses issued further to Article 46(2) of the EU GDPR. In the event we cannot or choose not to continue to rely on either of those mechanisms at any time we will not transfer your personal data outside the EEA unless we can do so on the basis of an alternative mechanism or exception provided by applicable data protection law and reflected in an update to this policy.Any changes to the destinations to which we send personal data or in the transfer mechanisms we rely on to transfer personal data internationally will be notified to you in accordance with the section on ‘Changes to this privacy policy’ below.International transfers of your personal data outside the UK—in more detailMore details about the countries outside the UK to which your personal data is transferred can be provided on request. Transferring your personal data out of the UK and EEA—further informationIf you would like further information about data transferred outside the UK/EEA, please contact (see ‘How to contact us’ below)Protection of your informationThe information you provide will be kept confidential.  We have in place administrative, technical and physical measures on our website and internally designed to guard against and minimise the risk of loss, misuse or unauthorised processing, alteration or disclosure of the personal information that we hold. In addition, we limit access to your personal data to those employees, agents, contractors and other third parties who have a business need to know. They will only process your personal data on our instructions and they are subject to a duty of confidentiality.We do not store your information longer than reasonably necessary in order to fulfil the purposes we collected it for, or to ensure we have appropriate and auditable records.  We generally hold appropriate records for the duration of your engagement with Pearn Kandola and for up to 2 years after (unless agreed otherwise). We may retain your personal data for a longer period in the event of a complaint or if we reasonably believe there is a prospect of litigation in respect to our relationship with you.To determine the appropriate retention period for your personal data, we will consider the amount, nature and sensitivity of the personal data, the potential risk of harm from unauthorised use or disclosure of your personal data, the purposes for which we process your personal data and whether we can achieve those purposes through other means, and the applicable legal, regulatory, tax, accounting or other requirements.When we deem it to be no longer necessary to keep your personal data, we will delete or anonymise it.Linking to external websitesWe may provide links to third party sites. As we do not control these websites, we cannot advise you on the content or nature of their privacy policies (if they have any). We therefore encourage you to look at the relevant privacy policy posted on any third party sites.We do not have any control over the content on these websites and we do not accept any liability arising from your use of the links.Use of this website is subject to English law and the user agrees that the courts of England and Wales will have jurisdiction over any issues relating to the use of the website.CookiesBy using the site the user agrees to the use of cookies.A cookie is a small data file which is placed onto your device (e.g. computer, smartphone, etc.) when you use our website. A cookie file can contain information such as a user ID that the site uses to track the pages you visit. The only personal details a cookie can contain is information you supply yourself.We use cookies on our website. The cookies help us to determine what visitors to our website find useful. We are interested in which pages are most popular and where visitors stay longest. We may use this information to help users to reach these pages quickly.You can withdraw your consent to the use of cookies or manage cookie preferences by setting your browser to refuse all or some browser cookies, or to alert you when websites set or access cookies. If you disable or refuse cookies, please note that some parts of this website may become inaccessible or not function properly.Please see our cookie policy for further details.Third party access to the cookiesThe cookies we use will only be accessed by us and those third parties named in the table above for the purposes referred to in this cookie policy. Those cookies will not be accessed by any other third party.Your legal rightsYou have various legal rights under data protection legislation:the right to request access to your personal information (known as a subject access request);the right to request inaccurate information is corrected;the right to request information is deleted in certain situations;the right to request we stop using your information for certain purposes, including for marketing;the right for decisions not to be made by wholly automated means;the right to request that your personal data be transferred; andthe right to withdraw consent.These rights may not be available in all circumstances, and we will confirm if this is the case.  Where you wish to exercise your rights or gain further information, please contact us via  info@pearnkandola.com and we will respond within the applicable statutory time period. We will not charge a fee should you request to access your personal data providing your request is not clearly unfounded, repetitive or excessive. We may refuse to comply with your request in these circumstances.To protect your privacy and security, we may require you to provide further information in order for us to verify your identity.We will respect your personal information and undertake to comply with all applicable UK  General Data Protection Regulations (UK GDPR), both in respect of the personal information supplied by you on registration or as part of the recruitment process and in respect of any personal information which we may process. We are also subject to the EU General Data Protection Regulation (EU GDPR) in relation to the services we offer to individuals in the European Economic Area (EEA).How to complainIf you are unhappy about the way we are handling your personal data, please contact us via  info@pearnkandola.com.Further details of our and your legal obligations and duties, including details of how to make a complaint, can be found at the Information Commissioner’s website at www.ico.gov.uk/make-a-complaint .Changes to this policyWe may make changes to this policy from time-to-time as our business and internal practices and/or applicable laws change. Any changes will be posted on this page with an updated revision date. We will not make any use of your personal information that is inconsistent with the original purpose(s) for which it was collected or obtained (if we intend to do so, we will notify you in advance wherever possible) or otherwise than is permitted by applicable law.How to contact usIf you have any questions, comments, complaints or requests about this Policy or if you would like us to update information we have about you or your preferences, please contact us by email at  info@pearnkandola.com.Alternatively, please write to us at the following address: Pearn Kandola LLP, Latimer House, Langford Business Park, Kidlington, OX5 1GG or telephone 01865 399060You may also lodge a complaint with the data protection authority in the applicable jurisdiction.Additional supportIf you would like this notice in another format (for example audio, large print, braille) please contact us (see ‘How to contact us’ above).Updated March 2022 × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/privacy-policy/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeCookie PolicyCookie PolicyPearn Kandola LLPCookie PolicyPearn Kandola LLP is committed to respecting the privacy of all visitors to its website and of its clients and contacts.  Please read the following cookie policy carefully to understand how we use cookies on our website. This policy should be read together with our privacy policy which sets out how we use and protect the information that you provide to us or that we obtain or hold about you and to understand what your privacy rights are in relation to information that we hold and how the law protects you.Our websiteThis cookie policy applies when you use any of our Services that refer or link to this notice, including use of our website.Throughout our website we may link to other websites owned and operated by certain trusted third parties to make additional services available to you. These other third party websites may also use cookies or similar technologies in accordance with their own separate policies. We therefore encourage you to look at the relevant policies posted on any third party sites.CookiesBy using the site, the user agrees to the use of cookies.A cookie is a small data file which is placed onto your device (e.g. computer, smartphone, etc.) when you use our website. A cookie file can contain information such as a user ID that the site uses to track the pages you visit. The only personal details a cookie can contain is information you supply yourself.We use cookies on our website. The cookies help us to determine what visitors to our website find useful. We are interested in which pages are most popular and where visitors stay longest. We may use this information to help users to reach these pages quickly.Consent to use cookies and changing settingsYou can withdraw your consent to the use of cookies or manage cookie preferences by setting your browser to refuse all or some browser cookies, or to alert you when websites set or access cookies. If you disable or refuse cookies, please note that some parts of this website may become inaccessible or not function properly.For further information on our use of cookies, including a detailed list of your information which we and others may collect through cookies, please see below.For further information on cookies generally, including how to control and manage them, visit the guidance on cookies published by the UK Information Commissioner’s Office, www.aboutcookies.org or www.allaboutcookies.org.Our use of cookiesThe table below provides more information about the cookies we use and why:The cookies we useNamePurposeWhether the cookie is essential for us to provide you with a service that you have requested and whether we will seek your consent before we place the cookieDoubleclick.netIDEFor Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Google.co.uk1P_JARFor Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Google.co.ukCONSENTFor Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Google.co.ukNIDFor Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Google.com1P_JARFor Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Google.comCONSENTFor Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Google.comNIDFor Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Pearnkandola.com_fbpFor linking to the Facebook websiteNo, we will therefore request your consent before placing this cookie.Pearnkandola.com_gaFor Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Pearnkandola.com_gat_gtag_UA_9511707_1For Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Pearnkandola.com_gidFor Google analytics, for performance monitoringYes, essential (we will therefore not request your consent before placing this cookie).Pearnkandola.comgdpr[allowed_cookies]For cookies consent block to workYes, essential (we will therefore not request your consent before placing this cookie).Pearnkandola.comgdpr[consent_types]For cookies consent block to workYes, essential (we will therefore not request your consent before placing this cookie).c.sharethis.mgr.consensu.orgst_samesiteTo enable the ‘share’ buttons to function on our pagesNo, we will therefore request your consent before placing this cookie.Third party access to the cookiesThe cookies we use will only be accessed by us and those third parties named in the table above for the purposes referred to in this cookie policy. Those cookies will not be accessed by any other third party.How to contact usIf you have any questions or comments about this policy or information we hold about you, please contact us by email at info@pearnkandola.com.Alternatively, please write to us at the following address: Pearn Kandola LLP, Latimer House, Langford Business Park, Kidlington, OX5 1GG or telephone 01865 399060.Additional supportIf you would like this policy in another format (for example audio, large print, braille) please contact us (see ‘How to contact us’ above).Changes to this policyWe may make changes to this policy from time-to-time as our business and internal practices and/or applicable laws change. Any changes will be posted on this page with an updated revision date. × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/cookie-policy/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeSitemapSitemap ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/sitemap/" - ], - [ - "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomePrivacy PolicyPrivacy PolicyPearn Kandola LLPPrivacy PolicyPearn Kandola LLP is committed to respecting the privacy of all visitors to its website and of its clients and contacts. Please read the following privacy policy to understand how we use and protect the information that you provide to us or that we obtain or hold about you and to understand what your privacy rights are in relation to information that we hold and how the law protects you.Purpose of this Privacy PolicyThe purpose of this privacy policy is to provide you with information on how Pearn Kandola LLP collects and processes your personal data through your use of this website, including any data you may provide through this website when you sign up to our newsletter or webinars or purchase a service or product.This website is not intended for children and we do not knowingly collect data relating to children.It is important that you read this privacy policy together with any other privacy policy or fair processing policy we may provide on specific occasions when we are collecting or processing personal data about you so that you are fully aware of how and why we are using your data. This privacy policy supplements other notices and privacy policies and is not intended to override them.It is also important that the personal data we hold about you is accurate and up to date. Please inform us should your personal data change during your engagement with us.Managing Your Personal InformationIn some areas of our website we ask you to provide information that will enable us to supply you with our services or to contact you.Pearn Kandola LLP is the controller and responsible for your personal data (collectively referred to as “Pearn Kandola”, “we”, “us” or “our” in this privacy policy).If you have any questions about this privacy policy, including any requests to exercise your legal rights, please contact us by email at info@pearnkandola.com or alternatively using the contact details provided in the “How to Contact Us” section below.The data we collectPersonal data, or personal information, means any information about an individual from which that person can be identified. It does not include data where the identity has been removed (i.e. anonymous data).We may collect, use, store and transfer different kinds of personal data about you from a number of different sources, including:Information that you provide to us when you complete our online forms, or register with our website or sign-in to use our online tools;Information about the services we provide to you;Information provided to us by third parties, including organisations with whom you are engaged or employed; andInformation we automatically collect about your visits to our website to enable us to maintain and improve our services and website;Marketing and Communications Data including your preferences in receiving marketing from us and your communication preferences.In addition to information that we collect where we are in control, we may also collect information on behalf of third parties. Where personal information is collected through our online tools (available by registration only), we do this as a data processor on behalf of the organisation that has directed you to our website and services, and this data is managed in accordance with our contractual obligation with that organisation and its own privacy notices, and not our own privacy notice. We require all third parties to respect the security of your personal data and to treat it in accordance with the law. We do not allow our third-party service providers to use your personal data for their own purposes and only permit them to process your personal data for specified purposes and in accordance with our instructions.If you fail to provide personal dataWhere we need to collect personal data by law, or under the terms of a contract we have with you, and you fail to provide that data when requested, we may not be able to perform the contract we have or are trying to enter into with you (for example, to provide you with our services). In this case, we may have to cancel a product or service you have with us but we will notify you if this is the case at the time.The data we collectWe will only use your personal data when the law allows us to. We use your personal data for a number of different lawful purposes including:to provide information and services to you, or your Organisation under the terms of a contract with you;for our legitimate business interests to maintain and improve our website and services including analysis to develop and improve our software, testing, research and surveys. Where possible we use this information in an anonymous and aggregated form to protect your privacy;to comply with any legal obligations that we may have; and/orfor our legitimate interests to keep in touch with you for marketing purposes and let you know about developments in the field of business psychology.In order to protect your privacy, we do not routinely share personal data with third parties. However, we may share your personal data with:our suppliers and contractors who enable us to provide the website and our online tools and materials;our third party partners for analysis and reporting, and where possible we try to do this with anonymous information; and/orif we have a legal duty or obligation to disclose your personal information.We may disclose personal information if we buy or sell relevant business assets which may include your personal information.MarketingWe may also use your personal information to contact you to advise you of other services that may be of interest to you.We have a legitimate interest in using your personal data for promotional purposes (see above: ‘How we use your personal data’). This means we do not usually need your consent to send you marketing information. However, where consent is required, we will ask for your consent clearly and separately.You have the right to opt out and request that we do not use your personal data for marketing. You can exercise this right at any time by contacting us at info@pearnkandola.com.  Where you opt out of receiving marketing messages, this will not apply to personal data provided to us as a result of a service purchase, service experience or other transaction. Further, if you choose not to receive marketing information, we may still contact you to advise you of changes to our website, or security concerns or where permitted by law.Where your personal data is storedPersonal data may be held at our offices and those of our third party agencies, service providers, representatives and agents as described above (see above: ‘How we use your personal data’).Some of these third parties may be based outside the UK/EEA. For more information, including on how we safeguard your personal data when this happens, see below: ‘Transferring your personal data out of the UK and EEA’.Transferring your personal data out of the UK and EEAThe EEA, UK and other Countries outside the EEA and the UK have differing data protection laws, some of which may provide lower levels of protection of privacy.It is sometimes necessary for us to transfer your personal data to countries outside the UK and EEA. In those cases we will comply with applicable UK and EEA laws designed to ensure the privacy of your personal data.We will transfer your personal data to:our service providers located outside the UK in the EEA, New Zealand and United States of America.As we are based in the UK we will also transfer your personal data from the EEA to the UK.Under data protection laws, we can only transfer your personal data to a country outside the UK/EEA where:in the case of transfers subject to UK data protection law, the UK government has decided the particular country ensures an adequate level of protection of personal data (known as an ‘adequacy regulation’) further to Article 45 of the UK GDPR. A list of countries the UK currently has adequacy regulations in relation to is available here. We rely on adequacy regulations for transfers to the following countries: countries in the EEA and New Zealand.in the case of transfers subject to EEA data protection laws, the European Commission has decided that the particular country ensures an adequate level of protection of personal data (known as an ‘adequacy decision’) further to Article 45 of the EU GDPR. A list of countries the European Commission has currently made adequacy decisions in relation to is available here. We rely on adequacy decisions for transfers to the following countries: UK and New Zealand.there are appropriate safeguards in place, together with enforceable rights and effective legal remedies for you; ora specific exception applies under relevant data protection law.Where we transfer your personal data outside the UK, we do so on the basis of an adequacy regulation or (where this is not available) legally-approved standard data protection clauses recognised or issued further to Article 46(2) of the UK GDPR. In the event we cannot or choose not to continue to rely on either of those mechanisms at any time, we will not transfer your personal data outside the UK unless we can do so on the basis of an alternative mechanism or exception provided by UK data protection law and reflected in an update to this policy.Where we transfer your personal data outside the EEA we do so on the basis of an adequacy decision or (where this is not available) legally-approved standard data protection clauses issued further to Article 46(2) of the EU GDPR. In the event we cannot or choose not to continue to rely on either of those mechanisms at any time we will not transfer your personal data outside the EEA unless we can do so on the basis of an alternative mechanism or exception provided by applicable data protection law and reflected in an update to this policy.Any changes to the destinations to which we send personal data or in the transfer mechanisms we rely on to transfer personal data internationally will be notified to you in accordance with the section on ‘Changes to this privacy policy’ below.International transfers of your personal data outside the UK—in more detailMore details about the countries outside the UK to which your personal data is transferred can be provided on request. Transferring your personal data out of the UK and EEA—further informationIf you would like further information about data transferred outside the UK/EEA, please contact (see ‘How to contact us’ below)Protection of your informationThe information you provide will be kept confidential.  We have in place administrative, technical and physical measures on our website and internally designed to guard against and minimise the risk of loss, misuse or unauthorised processing, alteration or disclosure of the personal information that we hold. In addition, we limit access to your personal data to those employees, agents, contractors and other third parties who have a business need to know. They will only process your personal data on our instructions and they are subject to a duty of confidentiality.We do not store your information longer than reasonably necessary in order to fulfil the purposes we collected it for, or to ensure we have appropriate and auditable records.  We generally hold appropriate records for the duration of your engagement with Pearn Kandola and for up to 2 years after (unless agreed otherwise). We may retain your personal data for a longer period in the event of a complaint or if we reasonably believe there is a prospect of litigation in respect to our relationship with you.To determine the appropriate retention period for your personal data, we will consider the amount, nature and sensitivity of the personal data, the potential risk of harm from unauthorised use or disclosure of your personal data, the purposes for which we process your personal data and whether we can achieve those purposes through other means, and the applicable legal, regulatory, tax, accounting or other requirements.When we deem it to be no longer necessary to keep your personal data, we will delete or anonymise it.Linking to external websitesWe may provide links to third party sites. As we do not control these websites, we cannot advise you on the content or nature of their privacy policies (if they have any). We therefore encourage you to look at the relevant privacy policy posted on any third party sites.We do not have any control over the content on these websites and we do not accept any liability arising from your use of the links.Use of this website is subject to English law and the user agrees that the courts of England and Wales will have jurisdiction over any issues relating to the use of the website.CookiesBy using the site the user agrees to the use of cookies.A cookie is a small data file which is placed onto your device (e.g. computer, smartphone, etc.) when you use our website. A cookie file can contain information such as a user ID that the site uses to track the pages you visit. The only personal details a cookie can contain is information you supply yourself.We use cookies on our website. The cookies help us to determine what visitors to our website find useful. We are interested in which pages are most popular and where visitors stay longest. We may use this information to help users to reach these pages quickly.You can withdraw your consent to the use of cookies or manage cookie preferences by setting your browser to refuse all or some browser cookies, or to alert you when websites set or access cookies. If you disable or refuse cookies, please note that some parts of this website may become inaccessible or not function properly.Please see our cookie policy for further details.Third party access to the cookiesThe cookies we use will only be accessed by us and those third parties named in the table above for the purposes referred to in this cookie policy. Those cookies will not be accessed by any other third party.Your legal rightsYou have various legal rights under data protection legislation:the right to request access to your personal information (known as a subject access request);the right to request inaccurate information is corrected;the right to request information is deleted in certain situations;the right to request we stop using your information for certain purposes, including for marketing;the right for decisions not to be made by wholly automated means;the right to request that your personal data be transferred; andthe right to withdraw consent.These rights may not be available in all circumstances, and we will confirm if this is the case.  Where you wish to exercise your rights or gain further information, please contact us via  info@pearnkandola.com and we will respond within the applicable statutory time period. We will not charge a fee should you request to access your personal data providing your request is not clearly unfounded, repetitive or excessive. We may refuse to comply with your request in these circumstances.To protect your privacy and security, we may require you to provide further information in order for us to verify your identity.We will respect your personal information and undertake to comply with all applicable UK  General Data Protection Regulations (UK GDPR), both in respect of the personal information supplied by you on registration or as part of the recruitment process and in respect of any personal information which we may process. We are also subject to the EU General Data Protection Regulation (EU GDPR) in relation to the services we offer to individuals in the European Economic Area (EEA).How to complainIf you are unhappy about the way we are handling your personal data, please contact us via  info@pearnkandola.com.Further details of our and your legal obligations and duties, including details of how to make a complaint, can be found at the Information Commissioner’s website at www.ico.gov.uk/make-a-complaint .Changes to this policyWe may make changes to this policy from time-to-time as our business and internal practices and/or applicable laws change. Any changes will be posted on this page with an updated revision date. We will not make any use of your personal information that is inconsistent with the original purpose(s) for which it was collected or obtained (if we intend to do so, we will notify you in advance wherever possible) or otherwise than is permitted by applicable law.How to contact usIf you have any questions, comments, complaints or requests about this Policy or if you would like us to update information we have about you or your preferences, please contact us by email at  info@pearnkandola.com.Alternatively, please write to us at the following address: Pearn Kandola LLP, Latimer House, Langford Business Park, Kidlington, OX5 1GG or telephone 01865 399060You may also lodge a complaint with the data protection authority in the applicable jurisdiction.Additional supportIf you would like this notice in another format (for example audio, large print, braille) please contact us (see ‘How to contact us’ above).Updated March 2022 × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. 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They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", - "https://pearnkandola.com/privacy-policy/" - ] -] \ No newline at end of file