The first step is identifying the prevalence of these 'blind spots' in our systems and processes. Then it is important to quantify the potential fiscal impact of them and develop a strategy to mitigate their impact. Our approach will demonstrate the financial value associated with implementing a best in class human capital and talent management strategy. We can assist with the development and mitigation of these blind spots by providing tools, skills and solutions to make these systems more equitable.
Having a blind spot doesn't make you a bad person! The use of the word 'bias' tends to make people think it is a 'conscious' prejudice. The reality is as human we ALL have cognitive biases and there is LOTS of research on the topic that demonstrates their prevalence and the inability to avoid them. Just as having a 'blind spot' in your automobile that inhibits your ability to see an area on either side; we all have blind spots (cognitive biases) some of which operate at an unconscious level and they can also inhibit our ability to see certain areas of our responsibilty and/or interactions..
In organizations these 'biases' impact ALL areas of how we operate our businesses. These 'unconscious biases’ exist on an organizational and individual level. The first step to eliminate them.... is to identify them so they are no longer ‘unconscious’ and are things we can see and understand. The next step is to eliminate them from our personal and business practices and then create systems to prevent them from reappearing.
Studies have identified more than fifty cognitive biases and the number is increasing with new research being conducted on an ongoing basis. They impact every aspect of how we establish, manage and implement human capital systems and practices including but not limited to talent management. For example, listed below is just one silo of talent management; the selection of talent for an organizational role or area of responsibility; there are many ways that ‘unconscious bias’ can manifest.
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