The Brokerage The Overlooked Advantage - Flipbook - Page 16
Figure 2: Steps towards a more inclusive recruitment process
Develop
organisational
capacity to
understand and
empathise with
underrepresented
young people
Design equitable
selection methods
that allow
underrepresented
young people to
contextualise their
strengths
Support young
people’s transition
to the workplace
with the right
organisational
culture
STEP 1
STEP 2
STEP 3
Step 1: Develop organisational capacity to understand and empathise with
underrepresented young people
In order for individuals and organisations to see young people from underrepresented backgrounds
for their strengths and potential, rather than the disadvantages they have experienced, companies
must start by addressing the negative stereotypes and bias held (consciously or unconsciously)
about less-advantaged young people.
Whilst conventional Unconscious Bias training has been shown to be ineffective in changing biased
behaviour[27] and in some cases leading to more discrimination[28], there are enhanced
approaches that have been shown to be effective. These programmes provide employees with
information that contradicts stereotypes; allows them to connect with people whose experiences
are different from theirs; and take place over a longer period of time, all leading to increased
motivation to be inclusive.[29]
In addition, the importance of empathy in leadership and its connection to behaviour, is well
established. Empathy enables us to connect with others in a real and meaningful way[30], we have
less empathy for those who are different to us and are likely to treat them less favourably as a
result.[31] Therefore it is important for employers to grow organisational capacity to empathise
with experiences of young people who have faced disadvantage: to see and understand their frame
of reference, to appreciate what it might feel like to go through and to live with the impacts of
those experiences. Empathy is shown to be positively linked to ability to recognise ethical issues in
decision-making (such as recruitment from underrepresented communities).[32]
[27] Forscher, P.S., Lai, C.K., Axt, J.R., Ebersole, C.R., Herman, M., Devine, P.G. and Nosek, B.A., 2019. A meta-analysis
of procedures to change implicit measures. Journal of personality and social psychology, 117(3), p.522.
[28] Kalev, A., Dobbin, F. and Kelly, E., 2006. Best practices or best guesses? Assessing the efficacy of corporate
affirmative action and diversity policies. American sociological review, 71(4), pp.589-617.
[29] Gino, F. and Coffman, K., 2021. Unconscious Bias Training That Works Increasing awareness isn't enough. Teach
people to manage their biases, change their behavior, and track their progress. Harvard Business Review, 99(5).
[30] McKee, A., 2016. If you can’t empathize with your employees, you’d better learn to. Harvard Business Review.
[31] Gino, F. and Coffman, K., 2021. Unconscious Bias Training That Works Increasing awareness isn't enough. Teach
people to manage their biases, change their behavior, and track their progress. Harvard Business Review, 99(5).
[32] Human Change Agency. (2019). Empathy: the Neglected Superpower The role of empathy in leadership decision
making.
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