“透視領(lǐng)導(dǎo)力”是一個(gè)在線社區(qū)，最睿智、最有影響力的商界人物會(huì)在此回答一些有關(guān)職業(yè)生涯和領(lǐng)導(dǎo)力的問(wèn)題。今天的問(wèn)題是:“你如何在促進(jìn)職場(chǎng)平等方面發(fā)揮作用?”回答者是SAP首席多元化和包容性推廣官安卡·維滕伯格。

當(dāng)談到企業(yè)多元化時(shí)，我們不僅會(huì)面臨隱藏的外部障礙，而且面臨著來(lái)自于我們自身的障礙。我最近乘飛機(jī)出席了在舊金山召開(kāi)的一場(chǎng)會(huì)議，一上飛機(jī)就有一名女飛行員向我問(wèn)候。我記得我自己當(dāng)時(shí)想的是，“哇，女飛行員,這下糟了！

在長(zhǎng)達(dá)12小時(shí)的飛行中，我們一度遇到了氣流，我記得自己當(dāng)時(shí)在想，“我希望她能夠掌控這架飛機(jī)。”當(dāng)我們安全地降落在舊金山時(shí)，我意識(shí)到，如果駕駛艙里坐著的是一名男飛行員，我便不會(huì)產(chǎn)生這種想法。

盡管我對(duì)多元化和包容性的積極影響有著自己的認(rèn)識(shí)、教育和理解，但我仍無(wú)意識(shí)地對(duì)這個(gè)女飛行員產(chǎn)生了偏見(jiàn)。這讓我想到我如何能夠幫助我的公司建立一個(gè)兼具多元化和包容性的員工隊(duì)伍。

雖然在過(guò)去三年中，普通工作人員的多元化大幅增加，但根據(jù)SAP和牛津經(jīng)濟(jì)研究院的進(jìn)行“2020年領(lǐng)導(dǎo)者”研究，中層管理層的變化一直較慢，而高級(jí)管理層和企業(yè)董事會(huì)的變化更加微不足道。

今天，多元化和包容性承諾不僅僅是為了方便，它同時(shí)也是一種商業(yè)需要。那么，我們每個(gè)人在促進(jìn)職場(chǎng)平等方面能發(fā)揮什么樣的作用呢？

為多元化提供商業(yè)案例

得到最高管理層的支持當(dāng)然是組織變革的關(guān)鍵組成部分。要想實(shí)現(xiàn)這一目標(biāo)，重要的是要展示多元化和包容性如何能夠節(jié)省資金并提高營(yíng)業(yè)收入，同時(shí)還要強(qiáng)調(diào)這些舉措的長(zhǎng)期價(jià)值。麥肯錫的最近一項(xiàng)研究表明，“在種族和民族多元化四分位數(shù)最高的公司，其財(cái)務(wù)回報(bào)可能比其各自國(guó)家行業(yè)中位數(shù)高出35％。”此外，德勤人才發(fā)展調(diào)查在2015年進(jìn)行的一項(xiàng)研究表明，多元化公司中每個(gè)員工的三年期現(xiàn)金流比非多元化公司高出2.3倍。

面對(duì)無(wú)意識(shí)的偏見(jiàn)

每個(gè)人都會(huì)產(chǎn)生無(wú)意識(shí)的偏見(jiàn)。在今天的職場(chǎng)中，每個(gè)人都應(yīng)該停下腳步來(lái)解決這個(gè)問(wèn)題。這些偏見(jiàn)來(lái)自于我們的個(gè)人經(jīng)驗(yàn)和我們看待世界的方式。了解無(wú)意識(shí)偏見(jiàn)的現(xiàn)實(shí)情況是工作中的一個(gè)重要組成部分，以減少在職場(chǎng)中產(chǎn)生無(wú)意識(shí)的偏見(jiàn)。提供多元化和包容性培訓(xùn)，使用技術(shù)來(lái)識(shí)別和消除工作中有偏見(jiàn)的言語(yǔ)，確保被忽視的同事有發(fā)言權(quán)，并為組織的各級(jí)人員開(kāi)拓機(jī)會(huì)，這些都有助于建立一個(gè)更具包容性的、且無(wú)偏見(jiàn)的工作環(huán)境。

團(tuán)結(jié)起來(lái)

若想切實(shí)發(fā)生改變，需要在你的組織中灌輸團(tuán)隊(duì)合作精神。您可以安排團(tuán)體午餐或召開(kāi)電話會(huì)議，以討論常見(jiàn)的專業(yè)經(jīng)驗(yàn)，分享最佳做法，并建立關(guān)系。這都有助于創(chuàng)造更強(qiáng)的社區(qū)意識(shí)。

例如，SAP每月舉辦“女性職業(yè)發(fā)展”網(wǎng)絡(luò)廣播，受眾已超過(guò)11,000人，遍及40多個(gè)國(guó)家。這個(gè)計(jì)劃和類似的舉措已經(jīng)讓員工感受到與面臨類似挑戰(zhàn)和障礙的世界各地的同事建立了更為緊密的聯(lián)系，并創(chuàng)造了一個(gè)空間，讓他們來(lái)分享和聆聽(tīng)鼓舞人心的故事。這種社區(qū)意識(shí)創(chuàng)造了更好的同伴關(guān)系，建立了文化理解，并打開(kāi)了真誠(chéng)的對(duì)話渠道。

努力發(fā)展業(yè)務(wù)而不帶任何偏見(jiàn)，對(duì)于促進(jìn)職場(chǎng)平等至關(guān)重要——更具包容性的員工隊(duì)伍更具創(chuàng)新性，能更好地了解客戶，并能超越競(jìng)爭(zhēng)對(duì)手。通向更具多元化的道路可從任何級(jí)別的任何人開(kāi)始，并最終將形成一個(gè)更具包容性的環(huán)境，員工更加快樂(lè)，工作效率也更高。而你個(gè)人的回報(bào)在于，它將幫你改善你的職業(yè)文化。 （財(cái)富中文網(wǎng)）

作者：Anka Wittenberg

譯者：司慧杰/汪皓

The Leadership Insiders network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question, “How can you play a role in advancing workplace equality?” is written by Anka Wittenberg, chief diversity and inclusion officer at SAP.

When it comes to corporate diversity, we face hidden obstacles not only externally, but also inside ourselves. I was recently boarding a plane to speak at a conference in San Francisco and was immediately greeted by a female pilot. I remember thinking to myself, “Wow, this is great—a female pilot!”

At one point during the 12-hour flight, we experienced turbulence, and I remember vividly thinking to myself, “I hope she has it under control.” Once we safely landed in San Francisco, I realized that if a man had been in the cockpit, that thought would not have crossed my mind.

Despite my own knowledge, education, and understanding of the positive impact of diversity and inclusion, I still held an unconscious bias toward this female pilot. This led me to think about how I could help build a diverse and inclusive workforce at my company.

While diversity has increased substantially within the general workforce over the past three years, change has been slower to come to mid-level management, and is even less evident among senior executives and corporate boards, according to the Leaders 2020 study conducted by SAP and Oxford Economics.

Today, a commitment to diversity and inclusion is much more than a convenience—it is a business imperative. So what role can each of us play in advancing workplace equality?

Make the business case for diversity

Receiving buy-in from the C-suite is certainly a key component for organizational change. To get that buy-in, it’s important to show how diversity and inclusion save money and boost revenue, while also highlighting the long-term value of these initiatives. As a recent McKinsey study shows, “Companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians.” Additionally, a 2015 study from Bersin by Deloitte showed that diverse companies had 2.3 times higher cash flow per employee over a three-year period than non-diverse companies did.

Confront unconscious bias

Everyone has unconscious bias. In today’s workplace, it is time for everyone to stop tiptoeing around the issue. These biases are based on our personal experiences and how we see the world. Understanding the reality of unconscious bias is an important component of working to reduce it in the workplace. Providing diversity and inclusion training, using technology to identify and eliminate biased language in job listings, ensuring that underrepresented colleagues have a voice, and opening up opportunities at all levels of your organization are all ways to build a more inclusive, bias-free work environment.

Band together

To create real change, instill a sense of teamwork at your organization. You can arrange group lunches or host conference calls to discuss common professional experiences, share best practices, and build relationships. These will help create a stronger sense of community.

For example, SAP hosts a monthly “Women’s Professional Growth” webcast series, which has reached over 11,000 people in more than 40 countries. This program and similar initiatives have helped employees feel more connected to colleagues around the globe who are often facing similar challenges and obstacles, and creates a space to share and listen to inspirational stories. This sense of community creates better peer relationships, builds cultural understanding, and opens up honest dialogue.

Working to move your business beyond bias is critical to advancing workplace equality—and a more inclusive workforce is more innovative, better understands its customers, and outperforms the competition. The road to greater diversity can start with anyone at any level, and will ultimately lead to a more inclusive environment with happier and more productive employees. And it’s personally rewarding to know that you’ve transformed your professional culture for the better.