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領(lǐng)導(dǎo)力內(nèi)部網(wǎng)絡(luò)是一個(gè)在線社區(qū)，最具思想和影響力的商界人士會(huì)在此及時(shí)回答關(guān)于職業(yè)生涯和領(lǐng)導(dǎo)力的問題。今天的問題是：在促進(jìn)職場(chǎng)平等上，你應(yīng)該扮演什么角色？回答者是Udemy的首席執(zhí)行官丹尼斯·楊。

近年來，涌現(xiàn)了許多關(guān)于職場(chǎng)多元性的論述，但實(shí)質(zhì)性的進(jìn)步卻不太明顯，領(lǐng)導(dǎo)層的性別差異尤其能體現(xiàn)這一點(diǎn)。這個(gè)問題并不容易解決，考慮到它需要改變?cè)S多人的理念，其中還有一些人可能都沒有意識(shí)到現(xiàn)狀存在著問題。

在這樣的情況下，我對(duì)我們公司里員工背景和經(jīng)歷的多樣性感到無比自豪，盡管我們?cè)谶@方面仍然有工作要做。我們?cè)谌藛T和想法上的合理配比是自然出現(xiàn)的——沒有人說我們需要多少名女性副總裁。我們只是向那些我們遇到的最適合那些職位的人發(fā)出邀請(qǐng)。如今，我們的領(lǐng)導(dǎo)層（主任及以上）有42%為女性，這樣的表現(xiàn)十分突出，尤其是在科技界。

我們?cè)诎l(fā)展時(shí)，必須時(shí)刻保持警覺，確保自己處在正確的軌道上。這不只是一種讓自己感覺良好的舉動(dòng)。研究已經(jīng)表明，員工越多元化，公司的表現(xiàn)就會(huì)更好。

然而，在著手改善職場(chǎng)的性別平衡之前，你需要關(guān)注并直面公司員工潛意識(shí)里存在的偏見。它是真實(shí)存在的，而且就在我們所有人當(dāng)中。

我們最近分小組觀看了Facebook制作的一部視頻，其中解釋了潛意識(shí)的偏見以及克服它的方式。潛意識(shí)的偏見會(huì)讓我們依據(jù)根深蒂固而不自知的觀念先入為主地評(píng)價(jià)某人或某群體。例如，一個(gè)著名的研究表明，如果管弦樂隊(duì)的樂師在幕布后面演奏，評(píng)委不知道他們的性別，那么他們就會(huì)得到更加公正的評(píng)判。

隨后，我們進(jìn)行了坦誠(chéng)乃至有時(shí)不適的討論。員工談了自己受到的潛意識(shí)偏見，其他人則承認(rèn)自己并不總像自認(rèn)為的那樣思想開明。

幫助人們理解潛意識(shí)中的偏見，并營(yíng)造一個(gè)安全的空間來自由談?wù)撍?，是根除這種想法的第一步。隨后，長(zhǎng)時(shí)間地仔細(xì)地研究你招聘、管理和與員工互動(dòng)的方式。

公平的招聘

想要扭轉(zhuǎn)職場(chǎng)不公或?qū)崿F(xiàn)職場(chǎng)公平，你不可能單單通過宣布把它們作為重點(diǎn)就達(dá)到目的。你需要通過面試，深入了解每名候選者的思想和觀念，而不僅僅是他們的職業(yè)技能和過去經(jīng)歷。

這要求你的面試官做好準(zhǔn)備。他們需要問出很棒的問題，然后傾聽偏見思維的跡象。例如一名候選者表示：“我上份工作的老工程師動(dòng)作太慢了?！被颉拔覀儧]辦法完成項(xiàng)目，因?yàn)槲业闹魅慰偸堑胗浿『⒌陌羟虮荣愔惖氖虑??！?

他們也需要當(dāng)心自己的潛在偏見。在Udemy，我們有篩選候選人的詳細(xì)流程，迫使面試官尋找特質(zhì)，而不是“跟隨直覺”。我們有一張?jiān)诰€反饋表格，會(huì)讓面試官回答詳細(xì)的問題，而每名面試官的評(píng)語都會(huì)與整個(gè)面試團(tuán)隊(duì)共享。

公司也可以參照管弦樂隊(duì)的那個(gè)例子，去掉簡(jiǎn)歷上的名字和教育信息，這類信息可能會(huì)不公地淘汰掉一些不同種族或畢業(yè)學(xué)校不那么有名的候選者。如果這類人群無法獲得進(jìn)門面試的機(jī)會(huì)，你永遠(yuǎn)不會(huì)在職場(chǎng)多樣性的問題上取得很大進(jìn)步。

包容的文化

如果你有著遠(yuǎn)大的目標(biāo)并為之努力，那實(shí)現(xiàn)多樣化還不夠。員工需要在每一天都感受到自己的價(jià)值，知道機(jī)遇面前人人平等。無論是讓他們參加備受矚目的項(xiàng)目、進(jìn)入管理層，甚至是批準(zhǔn)他們?cè)诩肄k公，決策的方式都需要體現(xiàn)出公平性和一致性。

根深蒂固的行為和觀念可能很難改變。你的公司文化或許會(huì)自然而然地忘記獎(jiǎng)勵(lì)那些受到忽視的群體，或者一名固執(zhí)己見的溝通者會(huì)被某位管理者不公平地貼上“愛出風(fēng)頭”的標(biāo)簽，又被另外一位管理者貼上“自信”的標(biāo)簽。人們未必意識(shí)到自己已經(jīng)做出了這些評(píng)判，但它們的破壞性不會(huì)因此而減輕。因此，我們有必要鼓勵(lì)員工注意到這些問題，當(dāng)場(chǎng)指出它們，告訴他們?nèi)绾胃玫睾献鳌?

在公司中推進(jìn)性別平等的過程不會(huì)讓你感到舒適，不過如果你想讓公司繁榮發(fā)展，這卻是必須的。（財(cái)富中文網(wǎng)）

譯者：嚴(yán)匡正

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 Dennis Yang, CEO of Udemy.

There’s been plenty of talk about workplace diversity in recent years, but less evidence of progress, particularly when you examine leadership ranks. This is no easy nut to crack, considering it requires changing the mindsets of large groups of people, some of whom may not realize anything’s wrong with the status quo.

With that in mind, I’m incredibly proud of the diverse set of backgrounds and experiences represented throughout our organization, though we still have work to do. Our healthy blend of people and ideas occurred organically—no one mandated that we needed X number of female VPs. We simply extended offers to the best people we met for those roles. Today, our leadership cohort (director-level and above) is 42% women, a strong showing, particularly in the tech world.

As we grow, we must exercise constant vigilance to stay on the right track. It’s not just a feel-good move either. Research has shown companies perform better when they are more diverse.

Before you can begin improving gender equality at work, however, you need to become aware of and confront the unconscious bias at your company. It’s real, and it exists in all of us.

We recently broke into groups to watch a video produced by Facebook that explains unconscious bias and how to overcome it. Unconscious bias leads us to form assumptions about people and groups based on deeply held attitudes we don’t even know we possess. For example, one well-known study showed that musicians auditioning for an orchestra were evaluated more fairly when they performed behind a curtain and judges didn’t know their gender.

Afterward, we had honest and sometimes uncomfortable discussions where employees talked about being on the receiving end of unconscious bias and others admitted they’d not always been as open-minded as they’d thought.

Helping people understand unconscious bias and then creating a safe space to speak freely about it are the first steps in rooting it out of your organization. Then, take a long, hard look at how you hire, manage, and interact with your employees:

Fair hiring

You can’t reverse-engineer workplace fairness or achieve equality by simply announcing it’s now a priority. You need to use the interview process to dig into each candidate’s mindset and attitudes, not just job skills and past experience.

This requires preparation for your interviewers. They’ll need help asking good questions and listening for signs of biased thinking, such as a candidate saying, “The older engineers at my last job worked too slowly,” or “We couldn’t complete projects because my director was always out for things like her kid’s baseball game.”

They’ll need to watch out for their own potential biases too. At Udemy, we follow a detailed framework for sizing up job candidates that pushes people to cite specifics instead of “going with your gut.” An online feedback form walks interviewers through detailed questions, and each person’s comments are shared with the entire interviewing team.

Companies can also replicate the orchestra example, and remove names and education information on resumes, which could unfairly eliminate people of different ethnicities or who went to less prestigious schools. If those kinds of candidates can’t get in the door for an interview, you’ll never make strides around diversity.

Inclusive culture

Diversity isn’t enough if you’re filling a quota and moving on. Employees should feel valued every single day and know they have an equal shot at available opportunities. Whether it’s being involved in a high-profile project, moving into management, or even getting permission to work from home, there needs to be fairness and consistency in how such decisions get made.

Engrained behaviors and attitudes can prove difficult. Maybe your company’s culture has conditioned people to reward a work style that doesn’t come naturally to people in underrepresented groups. Or perhaps an assertive communicator is unfairly labeled as “pushy” by one manager but “confident” by another. People aren’t necessarily aware they’ve formed these judgments, but it doesn’t make them any less damaging. That’s why it’s so important to encourage employees to notice these incidents, point them out in the moment, and talk about better ways of working together.

Improving gender equality in your company is not a comfortable process, but it’s essential if you want to thrive.