We See What We Expect To See sm
Learn How Unconscious Bias Can Impact HR & Talent Management!
Description
Our brains are wired to process information at both a conscious and unconscious level. This
ability to actively and passively process information is critical to our ability to effectively
interact and function. We have an ability to process millions of pieces of data at the same time
yet only 'consciously' process a few dozens of those data points.
This mental 'short hand' is what allows for there to be occasions where we process information
inaccurately, with preconceived influences impacting the way we handle and act upon
information. Talent management entails a range of responsibilities including selection,
attraction, retention, engagement, development and more. Each of these steps has numerous
components that allow for bias and blind spots to become cognitive biases to manifest in ways
we don't initially consider when performing HR and talent management roles.
Some of these unconscious biases are positive inferences associated with people who remind us
of ourselves or those we value and admire. This level of 'comfort' causes us to afford that person
with micro-affirmations that validate them as being capable or better suited to a role or position
based on their identity and not their ability. We simultaneously can attribute characteristics and
perceived attributes to people based on a preconceived, subconscious association with
something, someone or some group that we have formed a negative affiliation with (often at a
unconscious and unintentional level).
Join us for an information, innovative, thought provoking conversation that will include
experiential activities, video interactions and practical applications that impact hiring, selection,
staffing, recruiting and more!
Learning Objectives
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Provide key strategies for identification, modification and elimination of behaviors that
create and perpetuate unconscious bias in HR and talent management practices.
Identify key areas of impact specific to the role of talent management and HR that have
the potential to be impact by cognitive biases.
Provide an understanding of the differences between: (1) social biases, decision making
biases (3) belief biases and (4) memory biases.
Demonstrate the connection between biases, inclusion, organizational culture and
employee engagement.
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The New Sexual Harassment in the Workplace! sm
Corporate Bullying: Learn How to Identify It, Stop It and Prevent It! **
Description
The workplace is becoming a battleground for many employees. The battle each day is being
waged with the workplace bully who finds every excuse to degrade, belittle, chastise and
basically make life miserable.
Recent data has shown these behaviors have reached an almost epidemic level. (Some reports
show as many as 80% of employees have experienced these behaviors.) The impact of these
behaviors is devastating on the individual, the team, productivity and even the employees’
health. The information packed session will provide participants with an understanding of
the following learning objectives:
Learning Objectives
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What behaviors actually constitute bullying?
Creating a ‘Minimal Behaviors Standard Policy’ to Stop Bullying
What is the impact? Financial Costs?
How do you prevent becoming a target/victim?
What attributes of organizational culture allows bullying to thrive?
Legal Implications of Bullying
Fiscal impact of bullying.
Creating Effective Training to Mitigate Bullying
Archival, Quantitative and Qualitative Data Can Uncover Bullying
Three Step Model:
1. Create Reporting Process / Vehicles
2. Investigate to Validate
3. Corrective & Counteractive Measures
** Previously approved by SHRM- HRCI Program Number 94707 (General Credits)