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A Year at Hot Spots Movement

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MF

Last month marked my first year of working at Hot Spots Movement and it’s been a fruitful year of learning where I have kick-started a career in Community Management and met some fascinating people.  I’ve grown to be immensely proud to work here and this anniversary is a great cause to look back at the past 12 months and share what I’ve learnt throughout our Future of Work Themes and showcase how our research is implemented into our own employee experience.

Shifting Identities

Within weeks of joining the company it was time for The Future of Work’s second Masterclass of the year, Shifting Identities. I had jumped into the deep end of the investigation into what  organisations need to do differently to exuberate their diversity  efforts and for me personally identifying as a multi-cultural person and having just left a property company (currently quite a non-diverse industry!), I felt an instant connection and sense of belonging. Throughout the theme, we explored the need to rethink and engage the multiple identities of employees over time, such as dual-career couples, parents and older workers. As the months went on and we taught and consulted companies on how to move the needle in these key areas of inclusion and diversity, I soon witnessed the same practices being applied here and discovered how we foster our own constantly shifting identities – and there are many! We have a new mother, a new husband, a new charity owner, new homeowners, new graduates, multiple nationalities and several partners in ‘dual career’ relationships. Its been a fulfilling experience learning what all these identities and life experiences mean for our flexible ways of working and communicating and seeing how we incorporate numerous qualities such as trust and respect.

Intangible Assets

Our next theme, which we shared at our October 2017 Masterclass, was about what organisations need to do in order to be aware of whether their employees are building or depleting their productivity, vitality and ability to transform. Companies investing in their employees’ Intangible Assets was something which seemed logical to me – who wouldn’t think about their staff’s well-being?! I soon uncovered the impact that learning, vitality and the ability to transform has on employees engagement, creativity and pride in a company – not just their overall happiness at work. There is an abundance of research showing that Intangible Assets are crucial in enabling employees to thrive in the future and so it was great to see them reinforced into our work at Hot Spots Movement. For example, vitality and the notion of work life balance is extremely important here – several of our colleagues go to the gym or yoga classes together within working hours and we all get involved with the many aspects of the business, allowing us to constantly learn and be creative. Many of us have also changed and developed our roles in the last 12 months – including me! I’ve recently joined the Marketing and Comms function and am really enjoying embracing it as a new facet to Community Management.

Shifting Cultures

The third and final theme of my first 12 months was Shifting Cultures, which we explored at the beginning of this year and at our February Masterclass. With many organisations implementing and feeling the pressure of facilitating complex changes in their company cultures, we explored what it takes to enact such changes and, specifically, how, by whom, and what barriers exist. I was welcomed with open arms into a culture where our values, beliefs, attitudes and behaviours are all aligned, creating an ethos which is collaborative, innovative and fun! We play games, have competitions, socialise and even little things like swapping seats every few months really keeps energy and interaction levels high. As a team, we have taken the time to get to know each other making us more supportive and stronger advocates of group work. We share projects allowing for ongoing challenges and creativity and we operate in a fast-paced, vibrant environment where we are all connected to our company’s purpose. We are also based in Somerset House – a renowned creative hub on the Thames, bringing a real sense of community to work.

I have had an inspiring first year at Hot Spots Movement and am very much looking forward to the next one where we will be exploring Agile People Strategies and The Future of High Performance, having just finished our immediate previous theme on Narratives on The Future of Work at our June Masterclass.

Get in touch with us now to find out how you can incorporate our research into engaging your employees!

melissa@hotspotsmovement.co

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How can organisations realise the promise of diversity?

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“If you work hard you will succeed. If you really want to achieve your dreams, it’s in your hands.”

annaWe are all familiar with variations on these thoughts, and the idea that individualism and hard work will win out in the end is a truism that many people take on faith. Organisations often construct their recruitment processes with the idea that society is meritocratic – believing that those high-potential hires have succeeded due to their work ethic and skills alone.

Despite this, research has shown that it is often those from affluent backgrounds who land the best jobs. Even when people from disadvantaged backgrounds manage to break into a professional career, they face an earnings penalty compared to colleagues who come from better-off backgrounds.[i] Despite having the same education attainment, role and experience as their more privileged colleagues, those from poorer backgrounds are paid an average of £2,242 (seven per cent) less.[ii] Women and ethnic minorities face a ‘double’ disadvantage in earnings. Those from poorer backgrounds in some cases also exclude themselves from promotion for fear of not ‘fitting in’ and were less likely to ask for pay rises. This is a challenge that organisations are increasingly waking up to. Competition for talent and the need for diversity of thought mean that organisations will lose out commercially if they do not have a cross-section of employees that reflect wider society.

So how can companies improve their diversity and foster inclusiveness around social mobility? Here are three insights from our research:

  • Look for unintended biases in the recruitment process – Could your recruitment approach be filtering out applicants from less advantaged backgrounds? Some organisations, such as EY, are experimenting with relaxing their hiring criteria, or implementing ‘blind’ CVs in recruitment, so that details on university or education are hidden.[iii] Advances in predicative talent analytics may also enable organisations to identify promising talent from a larger pool than they might traditionally consider, basing hiring on data rather than intuition.[iv]
  • Sense-check the gap between the rhetoric and reality – Organisations may think they have the practices and processes in place to increase their social diversity, but if people at all levels of the organisation are unware of them, or don’t use them, there will be no shift in culture or behaviour.
  • Identify a priority area and experiment – Companies often think that moving the needle on diversity means making large-scale changes across several areas. Our research and work on our own I&D Framework has shown that a tailored and focused approach is often more effective. Start by identifying what your organisation does well, and where it is weaker. Selecting key areas allows companies to monitor and measure new interventions to understand the real impact and the changes that take place.

Keeping these insights in mind will help ensure your organisation builds a diverse, inclusive culture.

Interested in creating an I&D strategy that is ready to enable action within your organisation and truly shift the needle on I&D read our complimentary Insights Report on Inclusion and Diversity here: http://bit.ly/IandD-MovingTheNeedle

Or for more information about our I&D research, contact me at anna@hotspotsmovement.com or on 02077591852

[i] Rivera, L. (2015). Pedigree: How Elite Students Get Elite Jobs. Princeton University Press

[ii] Friedman, S., Laurison, D., and Macmillan, L. (2017). Social Mobility, The Class Pay Gap and Intergenerational Worklessness: New Insights From The Labour Force Survey.

[iii] EY drives social mobility by removing academic entry criteria http://www.ey.com/uk/en/newsroom/news-releases/17-02-02-ey-drives-social-mobility-by-removing-academic-entry-criteria

[iv] (2017) FoW Report on Shifting Identities

What can the Hollywood sexual harassment scandals tell you about your company culture?

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Anna Gurun PhotoThe wave of stories of pervasive sexual harassment and assault in recent weeks, from Hollywood to Parliament, have made me think about the role of culture in normalising such behaviour. We are currently researching Shifting Cultures for our upcoming Masterclass, and part of that research has centred on how cultures are formed. Are organisations aware of how much of their culture is shaped by the mindset of the dominant group?

We all have social identities, established through self-reflection from interactions with others. The sociologist Charles Horton Cooley referred to this as the ‘looking glass self’.[1] As we grow up and are socialised, we see the way people talk and act with us, which then feeds into our self-perception. This includes stereotypes that people already have about our group identity. As a middle-class, white woman from an educated background, for example, I will have received subtle cues about how I’m expected to behave, and what I’m expected to achieve.

Yet arguably, not everyone is aware of the extent to which they have benefited from their collective identity. In his discussion on modern masculinity, the artist Grayson Perry identified a group he termed ‘Default Man’.[2] White, middle-class, heterosexual, usually middle-aged, they are, as Perry notes, a tribe that does not think of itself as a tribe. Instead they often see themselves as individuals. Yet collectively they profoundly shape our culture.

Take the workplace. There are fewer S&P 1500 companies led by women than S&P companies led by men named John.[3] It is clear that this impacts organisational culture, yet it is unlikely that as an individual ‘John’ feels his progress acts a role-model for other men like him, or that he is part of a community with similar experiences that shape his behaviour and mindset. Does John feel that he got where he was all by himself, with no societal support at all? Research has identified an ‘out-group’ homogeneity effect,where people believe in the uniformity of those not like them: ‘they are alike: we are diverse’.[4] The power imbalance still prevalent in society means that the male in-group often either consciously or unconsciously defines the broader culture.black-and-white-businessman-man-suit

This is true for the more toxic elements discussed in recent weeks, but also for parts of culture that we are not even aware of. There is a parable that describes two young fish swimming along, who happen to meet an older fish swimming the other way, who nods at them and says, “Morning boys. How’s the water?” And the two young fish swim on for a bit, and then eventually one of them looks over at the other and goes, “What the hell is water?” How much of what we take for granted in terms of qualities of an effective leader, or criteria for progression within an organisation is subjectively biased in favour of the dominant group?

Recently, there has been a rise in the number of organisations realising that building an inclusive culture means engaging the majority group. Deloitte, for example, ended its women’s networks and affinity groups, instead involving men in the conversation and making them accountable for D&I goals.[5] The fact that is has taken this long, highlights the extent to which men have traditionally been viewed as the default that doesn’t need to change, rather than an identity group like any other. If workplace culture is going to shift this needs to continue, as companies reckon with how much of their culture is formed by one group and the ramifications of this.

 

 

[1] Rousseau, N. (2002) Self, Symbols and Society, Rowman and Littlefield.

[2] Perry, G. (8 October 2014) The Rise and Fall of Default Man, New Statesman https://www.newstatesman.com/culture/2014/10/grayson-perry-rise-and-fall-default-man

[3] FoW Power and Leadership Report 2016

[4] Ostrom, T.M and Sedikides, C. (1992) Out-Group Homogenity Effects in Naural and Minimal Groups, Psychological Bulletin 112(3). 536-553.

[5] Wittenberg-Cox, A. (3 August 2017) Deloitte’s Radical Attempt to Reframe Diversity, Harvard Bussiness Review https://hbr.org/2017/08/deloittes-radical-attempt-to-reframe-diversity

Can we ever reach gender parity in organisations?

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haniahLast week, I attended a workshop at my toddler’s nursery school and I was disheartened to see that there was only one father in a room full of mothers – most of whom had left their work early in order to attend. And I wondered, where is the change that was to come with the millennial men? Doesn’t all the research indicate that they want to become much more involved fathers? What is stopping them?

I have been researching the topic of gender parity for over a few years now, and it is extremely off-putting to see lack of progress we have made on this issue. Many large organisations are now on their second or third wave of diversity and inclusion programmes. However, a good number of them are still struggling to identify obvious improvements in the metrics they hoped to see changes in.

I feel we cannot move the needle on this issue unless we collectively stop viewing mothers as being primarily responsible for childcare. According to the 2016 Women in the Workplace Study, at every stage in their careers, women perform more childcare than men. The study also found a link between the quantity of childcare women do and their leadership ambition: the more work women do at home, the less interested they are in leadership positions. The main reason for this disconnect is that the combination of work and childcare responsibilities is difficult to reconcile with the dominant model in the business world, which demands total availability as well as greater geographical mobility.

Motherhood has long been a dominant explanation for the small proportion of women in corporate boardrooms. Some of the most compelling evidence of the motherhood penalty comes from experiments conducted by sociologists; Shelley Correll, Stephen Bernard, and In Paik. In the experiment, they asked college students to rate a pair of job applicants after examining their résumés and the notes from screening interviews. After establishing that the application materials presented the candidates as equally qualified, the researchers altered them to indicate that one applicant was a parent. When being considered for the same job, mothers were significantly less likely to be recommended for hire and, when they were, they were offered on average $11,000 less in starting salary, than childless women. Fathers were not penalised at all. The participants revealed that they assumed the mothers to be inherently less competent and less committed.

One school of thought suggests that the issue is down to women’s own preferences – that women value career less than men or that mothers do not want high-profile, challenging work. However, research indicates that women are certainly not lacking in ambition. In fact, they begin their careers with ambitions that are just as high as their male peers. Furthermore, the 2013 Life and Leadership After HBS study, which surveyed more than 25,000 Harvard Business School graduates, suggests that when women leave their jobs after becoming mothers, only a small number do so because they want to devote their attention to motherhood; the majority leave reluctantly, because they find themselves in unfulfilling roles with few prospects for advancement.

What is the way forward? Millennial men finally behaving in accordance to what they have been saying, and organisations actively enabling and not penalising them to embrace fatherhood.

Sources:

McKinsey & Company and LEanIn.org. (2016, September). Women in the Workplace Study. Retrieved from https://womenintheworkplace.com

Life and Leadership after HBS. (2013). Retrieved from

https://www.hbs.edu/women50/images/women_survey_preview_130402.pdf

Correll, S., Benard, S., & Paik, I. (2007). Getting a Job: Is there a motherhood penalty. American Journal of Sociology, Vol. 112, No. 5

What about men? Here’s what’s missing in our conversation about gender.

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Screen Shot 2015-11-02 at 09.20.00In the last month, I’ve discussed gender balance with representatives of some of the world’s most recognised organisations – from oil and gas companies, to real estate, to professional services. I’ve been supporting clients with inclusion and diversity (I&D) for around five years now – it’s a core part of what we do at Hot Spots Movement– and I’ve covered topics from unconscious bias, to multiple identities, to neurodiversity. However, what I encountered for the first time recently was the issue of ‘what about men?’ One of my clients challenged me with the question ‘Should we have an International Men’s Day; after all we have an International Women’s Day’? Another asked what I thought about having someone on their I&D Board to represent white men… after all, they have a BAME representative, and several representatives for women.

While the questions themselves are interesting, what they hint at is perhaps more important: how we shift our discussion of important issues – from promotions in the workplace, to fertility – from centred around women, to more accurately encompassing the full human experience: male, female and everyone along the gender spectrum. Take for example a recent and, unusually for the BBC, poorly researched article about graduate women and their choices regarding fertility.

The headline boldly asserted: Women graduates ‘desperately’ freeze eggs over ‘lack of men’. Let’s leave aside for a moment, the way in which the article and its headline have taken something as progressive and empowering as egg freezing, and contorted it such that it now depicts women as passive and weak.

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Instead, let’s look at the study that was the basis of the article and headline: interviews with 150 women who had frozen their eggs. Now, this fairly narrow and specific sample can only be useful in determining why women who have frozen their eggs have done so… and even then, from a research point of view, it would need a set of caveats longer than Apple’s terms and conditions. It certainly offers no insight into what graduate women as a group think, feel, or do, because it has only looked at a very small sample of the very small percentage (0.00004% in the UK) who decide to freeze their eggs.[i]

More interestingly, it presents no view of the male experience of fertility. What about professional men of similar ages? What are their choices, their concerns and the actions that they are or are not taking in response? It would be interesting, for example, to understand why graduate men are also delaying fatherhood at much the same rate as graduate women. And what choices they feel they have if they find themselves with a ‘lack of women’ when they reach the point at which they would like to have children. In fact, this would be an infinitely more interesting topic given men have far fewer options in this regard – adoption can be a difficult process and perhaps more so if you are a single male. What about surrogacy? If you are male and live in the UK, you will need to have a female friend willing to undertake this significant commitment for you as it is illegal to pay someone to do so. Essentially, where are the views and experiences of men in this conversation, and why are they still – to the detriment of all genders – excluded from the narrative, such that a topic as all-encompassing as fertility is presented as something only women need worry about?

Fertility is just one example, but take any topic from the ‘women’ page of most news websites (on The Guardian site you’ll find it under the ‘Lifestyle’ tab… groan), and it is quickly apparent that whether it is parenting, choosing no to be a parent, domestic violence, thriving at work, trying to look your best, or simply trying to get out of bed when depression hits, all of these issues are human issues rather than uniquely female. Furthermore, none of them can be addressed or resolved by framing them as women’s issues and excluding the male experience in how they are reported, and then received and acted upon. If we want to achieve gender balance for the benefit of everyone, then we need to start with how we present the issues that are so important to us all.

[i] Sources: Office for National Statistics and HFEA

https://www.ons.gov.uk/peoplepopulationandcommunity/populationandmigration/populationestimates/articles/overviewoftheukpopulation/mar2017

https://www.hfea.gov.uk/about-us/publications/ Fertility treatment – trends and figures

Is the unconscious mind trumping our diversity and inclusion efforts?

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haniahWhile a growing number of organisations are working hard to implement programmes to harness a diverse and inclusive work environment, many are still struggling to identify obvious improvements in the metrics they hoped to see changes in. The rhetoric of diversity has outpaced the reality and an increasing number of people are beginning to express ‘diversity fatigue’.

According toa team of world-renowned social psychologists, led by Harvard University Professor Dr. Mahzarin Banaji, the root of this disconnect between rhetoric and reality may lie in the unconscious mind. Most leaders would agree that it is unfair and unwise to choose a CEO because of height, overlook a manager for promotion solely because he is gay, or penalize employees for working flexibly. Yet these are real examples of how we unconsciously make decisions every day in favour of one group, and to the detriment of others, without even realising we are doing it. Even when leaders declare a commitment to fairness in their organisations, unconscious bias causes them to evaluate equal performers differently, as Emilio Castilla, of Massachusetts Institute of Technology, and Stephen Benard, of Indiana University, have demonstrated in their research on the ‘paradox of meritocracy’.

It is essential to understand that unconscious biases are not deliberately created; the human brain is hard-wired to make hasty decisions that draw on a variety of assumptions and experiences. Consider this: we are exposed to as many as 11 millionpieces of information at any one time, but our brains can only functionally deal with about 40. So how do we filter out the rest? We do it by developing a perceptual lens that filters out certain things and lets others in. As a result of these pre-established filters, we see things, hear things, and interpret them differently than other people might. Only occasionally do we realise how subjective those determinations are, and how much they are impacted not by what is in front of us, but by what we interpret is in front of us.

Can we outsmart the brain? According to the renowned behavioural economist, Daniel

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Kahneman, it is very hard to eliminate our individual unconscious biases. Hundreds of studies have examined the relevance of interventions for reducing bias. It turns out that the positive effects of diversity training rarely last beyond a day or two, and a number of studies suggest that people often respond to compulsory courses with anger and resistance, with many participants actually reporting more animosity towards other groups afterward.

So what can we do? I will be exploring some concrete strategies for overcoming unconscious bias in my next blog. Till then, I would love to hear your diverse perspectives on this important topic!

 

Sources:

  • Levy Paluck, E., and Green, Donald P. (2009). Prejudice Reduction: What Works? A Review and Assessment of Research and Practice. Annual Review of Psychology, 60, 339-367.
  • Dobbin, F., & Kalev, A. (2016). Why Diversity Programs Fail. Harvard Business Review, 94(7), 14.
  • Howard Ross, 2008. Proven Strategies for Addressing Unconscious Bias in the Workplace, Cook Ross
  • (2013). Outsmarting our brains. Overcoming hidden biases to harness diversity’s true potential. EY.

Can Paul Ryan move the needle on work/life balance?

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Lynda - Hot Spots Movement - Portrait by LK - web size 72dpiThis week, Republican candidate Paul Ryan was confirmed as the new Speaker of the US House of Representatives. However, his acceptance of the post was on the condition that he would travel less than previous speakers in order to preserve valuable time with his family. Of course this type of demand from such a high-profile man garnered a lot of press attention, as notions of family time and flexible working remain rooted in the ‘working mum’ domain in many countries, industries and companies. It’s still (sadly) rare to hear as may working dads negotiating school drop offs with busy work schedules, as working mums. So, will Mr. Ryan’s bold statement be a catalyst for change?

My work at the Future of Work Research Consortium highlights time and again the importance of role models when it comes to shifting an organisation’s culture. No matter how many policies and practices HR may devise around flexible working and work/life balance, if those at the top aren’t using them, then those attempting to climb the ladder will take this as a signal that they shouldn’t either.  Having leaders simply avail of flexible working options isn’t enough either. They need to use the options in a way that is visible to the rest of the organisation. One of the most interesting comments I heard recently from leaders at a Professional Services firm was that they were working flexibly and assumed that others in their teams were doing so as well. However, this was not the reality. Their teams were often unaware that they were taking this approach as the leaders weren’t communicating about it and hence the signal that this kind of autonomy in working style was accepted and, lo and behold, normal was not being received. Mr. Ryan’s very visible commitment to work/life balance will hopefully act as the cue to his team that making time for family is not a barrier to success.

That is the implication for his own team, but what about the wider American and Global audience? What impact can this action have on a larger scale? These are tougher questions. While Mr. Ryan has the bargaining power to make such demands, the average American worker does not. Moreover, he has previously voted against providing paid family leave for federal employees, which has made him an unlikely advocate for a cultural shift in favour of work/life balance. It’s promising to see signs of his change in views on this and we will have to expect that as a matter of course, he will now work for these rights to be extended broadly so that it is both socially acceptable and financially viable for all dads – and not just those in powerful political positions – to exercise the same choices.

So, can Paul Ryan move the needle on work/life balance? My view is that he can certainly change one important aspect of the dialogue. We need more male leaders to demonstrate their desire to be actively involved in their children’s upbringing and highlight the challenges they face in juggling responsibilities – and of course the flexibility they avail of in order to strike a balance. Making this a conversation that managers have with all employees, rather than a request working mums submit to HR, will be a significant step in achieving work/life balance and gender parity.