Unconscious Bias Awareness Archives - Corporate Diversity Pathways

December 3, 2024March 7, 2025

3 Key Insights for Supporting Women in Leadership

A diverse group of individuals, including women in leadership, collaborates around a table filled with papers and documents.

Read on for a clearer understanding of women’s challenges in advancing to leadership roles and the evidence-based strategies Corporate Diversity Pathways is implementing to drive progress in closing the gender gap.

Written by: Jeromine Alpe

As the CEO of Corporate Diversity Pathways (CDP), Jeromine brings over 25 years of experience and a steadfast commitment to advancing diversity, equity, and inclusion (DEI). Her pioneering work in the DEI field ensures that organisations benefit from expertly guided strategies to build inclusive workplaces where every individual can thrive.

Gender diversity in the workplace has proven benefits, from improved decision-making to increased innovation and better profit margins. However, if women in leadership continue to be underrepresented, companies need help building balanced, inclusive teams to drive impact.

McKinsey has released Women in the Workplace 2024: The 10th Anniversary Report in partnership with LeanIn.Org.

The findings represent women’s “notable gains” and how their work experiences are “in many ways the same or worse than ten years ago.”

Here are essential insights from this research that inform the Corporate Diversity Pathways approach to supporting women in leadership.

1. Establish Clear Pathways for Advancement

Inclusive Pathways

One challenge in creating a pipeline of women in leadership roles is a need for more well-defined pathways. Organisations should create a structure with actionable, inclusive pathways, access to networking opportunities, and positioning for visible, growth-oriented roles through mentorship and sponsorship.

Begin by assessing existing talent pipelines and using the findings to pinpoint potential barriers to advancement for women. Based on your organisation’s data, you can create opportunities for well-supported leadership pathways with evidence-based talent solutions. These pathways support the women on your teams in pursuing leadership roles, benefiting them as individuals and the business as a whole.

Promotion Equity

Women are typically promoted at lower rates than men in parallel roles, leading to gender imbalances in leadership. Addressing this requires reviewing promotion criteria that create biases and barriers. A fair and transparent promotion framework allows women to gain and maintain an equal footing in climbing the career ladder.

Mentorship and Sponsorship

Structured mentorship and sponsorship programs are vital in advancing women in leadership. Sponsorship by senior leaders gives women greater visibility and opportunities, while mentorship provides valuable guidance and support. Companies that create space and resources for these relationships also show potential candidates their commitment to nurturing female talent and creating supportive career pathways.

Do You Have Questions About Improving Gender Diversity in Your Workplace? We Have Answers!

At Corporate Diversity Pathways, we understand that fostering gender diversity in the workplace can be challenging. Whether you’re seeking strategies to enhance recruitment, promote inclusive leadership, or create an equitable work environment, our team of experts is here to help. Don’t hesitate to reach out—ask your questions today, and let’s work together to create a more inclusive future!

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2. Promote Flexible, Inclusive Workplace Policies

Flexibility is essential for building an inclusive work environment. It allows women to thrive in leadership positions, as they are often faced with disproportionate caregiving responsibilities. This also makes supportive, family-friendly policies crucial, so companies prioritising flexible work arrangements, parental leave, and childcare support are better positioned to attract and retain women in leadership roles.

3. Address Unconscious Bias and Embed Allyship

Address Unconscious Bias

Women in leadership can encounter bias, unconscious stereotypes, and the perception of being either too assertive or not assertive enough, all of which can inhibit a woman’s professional growth. Addressing these biases is crucial, and companies can mitigate these challenges by beginning with a culture of allyship and awareness.

Embed Allyship

For this to be effective, every level of an organisation needs to commit to an inclusive workplace culture. Targeted DEI training, coaching, and leadership development programs are evidence-based tools for embedding allyship in the workplace. These programs can help women identify biases, champion their individual talents, and build strong, supportive teams.

Implement Equitable Pay Practices

Pay transparency is crucial for a comprehensive workplace DEI strategy. Regular pay audits and adjustments for imbalances also promote a culture of fairness. These practices support retention and clearly show that leadership roles are financially equitable.

Tackle Workplace Microaggressions

Microaggressions create a hostile work environment that can disproportionately affect minority and marginalised communities, including women and especially those from diverse backgrounds. An excellent place to start is to communicate that clear channels have been established for reporting inappropriate behaviours. Educating staff on inclusive practices also helps to reduce these incidents, and both are important, as creating a supportive culture is key to ensuring women feel respected, valued, and empowered to reach leadership positions.

How Corporate Diversity Pathways Supports Women in Leadership

Need help to address gender equality in your workplace? Corporate Diversity Pathways understands the value of gender diversity at the executive level and the importance of developing inclusive leadership pipelines. With a tailored approach to search and selection, talent development, and workplace inclusion strategies, we’re working with organisations across Australia to build a business case for promoting gender equality in your workplace and creating environments that help your organisation drive innovation.

Contact us today to learn how we can help you implement these recommendations and ensure your workplace sets realistic targets to improve gender diversity and increase the number of women in leadership.

Ready to build an exceptional team?

We help create greater futures and foster inclusive workplaces through holistic training and development programs.

Whether you are looking to strengthen your organisation’s commitment to DEI and workplace wellbeing, attract outstanding talent or explore new career pathways, call us today at +61 404 888 335 or email us at hello@corporatediversitypathways.com.

December 3, 2024March 7, 2025

Creating Inclusive Workplace Culture: 7 Common Mistakes to Avoid

A diverse group of professionals collaborating in an office setting alongside a humanoid robot, showcasing innovation and teamwork

Read on for a better understanding of how you can facilitate a more inclusive workplace culture and avoid common pitfalls along the way. Inspired by insights from Dr Jonathan Ashong-Lamptey on The Element of Inclusion podcast.

Written by: Josephine Palermo

Josephine Palermo is a leading advocate for gender equality and diversity, equity, and inclusion (DEI) in the workplace. With a PhD in Organisational Psychology and extensive publications on the psychology of gender, change management, and organisational development, she brings a deep understanding of organisational dynamics to her work.

Introduction: The Need for an Inclusive Workplace Culture

Inclusivity impacts everything from employee satisfaction to organisational performance. Dr Jonathan Ashong-Lamptey, a leading voice in inclusion in the UK, outlines seven common mistakes organisations often make on their journey towards creating truly inclusive environments. Avoiding these missteps, while adopting a systematic and evidence-based approach, can help organisations build a genuinely inclusive culture.

The Need For An Inclusive Workplace Culture

Inclusivity in the workplace impacts everything from employee satisfaction to organisational performance. Dr Jonathan Ashong-Lamptey, a leading voice in inclusion in the UK, recently outlined seven common mistakes organisations often make when creating authentically inclusive environments.

Avoiding these missteps, while adopting a systematic and evidence-based approach, is how genuinely inclusive culture is created, setting your organisation apart from other employers.

Understanding The 7 Most Common Mistakes to Avoid

1. Generic Business Cases For Workplace Diversity

Articulating a specific business case that resonates with your organisation’s unique goals and context inspires meaningful change. Tailored messaging has the power to create a stronger sense of purpose and commitment to diversity and inclusion goals.

2. Focusing On Social Media Likes Over Real Impact

Initiatives aimed at profile raising on social media can create the appearance of inclusivity without delivering true value. Instead focus on addressing internal challenges over the short lived dopamine hit of external validation. Prioritising real progress over ‘optics’ builds credibility and authenticates DEI efforts.

3. Expecting A Single Intervention To ‘Fix’ Inclusion

Some organisations look to a single initiative or training workshop as a ‘quick fix’ to solve DEI issues. But events alone aren’t enough to drive real change.

The best approach involves a strategic approach to DEI that aligns with an organisation’s business goals and reflects an ongoing commitment to creating and maintaining inclusive workplace culture.

4. Underestimating The Need For Evidence-Based Strategies

Making decisions based on common sense or intuition can lead to biased and unproven outcomes. Effective DEI strategies should be grounded in data and evidence. Utilise research-based insights and expert guidance to create informed policies that address your organisation’s unique needs and complexities.

5. Trying To Address Diversity Without Intersectionality

Diversity issues are complex and focusing on one aspect at a time, such as gender diversity alone, overlooks intersectionality and the nuanced challenges that diverse individuals face. Adopting a holistic approach that considers multiple facets of diversity allows employers to create inclusive solutions that incorporate various lived experiences and individual identities.

6. Taking A One-Size-Fits-All Approach

There is no universal ‘blueprint’ for inclusion. What works for one organisation will not completely suit another. DEI strategies must be tailored to a count for context, industry, and each unique workforce. Personalised plans are more effective and lead to meaningful, long-term change.

7. Focusing On Senior Leaders

Creating an inclusive culture requires senior leaders to genuinely and enthusiastically champion DEI initiatives. Their support lends credibility and drives accountability, setting the tone for the rest of the organisation. But focusing solely on their experience neglects the importance of inclusion at every level. DEI initiatives should engage employees across all departments and levels, building a culture of inclusion from the ground up and ensuring that every team member feels included.

Do You Have Questions About Creating an Inclusive Culture in Your Workplace? We Have Answers!

At Corporate Diversity Pathways, we understand that creating an inclusive culture in the workplace can be complex. Whether you’re looking for guidance on building diverse teams, promoting inclusive leadership, or implementing effective policies, our team of experts is here to support you. Don’t wait—ask your questions today, and let’s work together to cultivate a more inclusive workplace!

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Moving Forward: Benchmark With Relevant, Measurable Outcomes

It’s possible for DEI activities to sound good in theory but not deliver the measurable results needed for ongoing buy-in.

‘Flags, food, and fun’ events are notorious for this, often resulting in a short term feel-good boost, but with minimal long-term impact. Whereas actionable goals can produce measurable results such as reducing turnover among underrepresented groups, or increasing representation in leadership – and measurable outcomes are the hallmark of genuine progress.

Our Advice: Introduce An Evidence-Based DEI Strategy

Evidence-based practices create a solid foundation for sustainable, impactful inclusion. Establishing a strategic, systematic approach to DEI allows organisations to make continuous improvements.

Regularly reviewing and refining inclusion efforts based on data and feedback, ensures they remain effective and relevant.

Creating an inclusive culture is a continuous, organisation-wide effort that requires avoiding common pitfalls and focusing on sustainable, evidence-based strategies. The road to inclusivity is a journey that requires the improvement of diversity metrics, and the creation of workplaces where everyone feels valued and empowered to thrive..

Ready to create a workplace where everyone thrives?

Our evidence-based solutions are designed to transform your company culture, enhance team collaboration, and drive sustainable success.

Take the first step towards a more inclusive future. Connect with us today! Call us at +61 404 888 335 or email us at hello@corporatediversitypathways.com to get your questions answered and start making a difference in your organisation!

November 13, 2024March 7, 2025

Unconscious Bias in Recruitment Explained

The Impact of Unconscious Bias on Recruitment & Selection and Workplace Culture

Read on to learn more about how a person’s implicit biases can influence their perceptions and decisions. Studies in organisational behaviour indicate that biases held by leaders and hiring managers play a crucial role in shaping recruitment practices, often before the hiring process begins.

Written by: Jeromine Alpe

The Impact of Unconscious Bias on Recruitment & Selection and Workplace Culture

The impact of unconscious bias begins early in the recruitment and selection process. Gendered language or terminology in job descriptions can alienate candidates. Terms like “aggressive” or “competitive” can deter highly qualified candidates with diverse lived experiences. Unconscious bias can also determine which networks are explored and who makes it onto shortlists. If organisations rely on ‘traditional networks,’ diverse talent pools may receive limited visibility of new roles and opportunities. This also results in reaching a homogenous candidate pool and fuels ongoing organisational leadership imbalances.

Stereotyping during the selection phase can cause leaders and hiring managers to favour some profiles, subconsciously gravitating toward candidates who remind them of themselves or fit into preconceived notions of what a team member should look like. This is often referred to as ‘affinity bias’ and occurs when subjective interpretations influence objective criteria. This further skews the selection process and leads to a need for more diversity in the final candidate shortlist.

Ultimately, these factors can limit diversity at all levels, negatively impacting strategies for creating an inclusive workplace culture.

The effects of unconscious bias can also impact promotions, damaging the perception of fairness and equality. Staff who see a need for more diversity in leadership are more likely to feel disengaged, which reduces opportunities for leadership development and succession planning.

Employees from diverse backgrounds can face additional barriers to advancement due to biased perceptions of their performance or potential. This can create a sense of exclusion among diverse employees, who may feel their contributions aren’t valued as much as their peers. These feelings of disenfranchisement impact morale and can affect talent retention strategies as these employees seek better opportunities elsewhere.

Unconscious Bias and your Employer Brand

A lack of diverse leadership is the hallmark of a company that doesn’t prioritise diversity. This perception can drive diverse candidates to more inclusive competitors, shrinking an already tight talent pool and leaving companies struggling to compete for top-tier talent.

Candidates often assess a company’s commitment to diversity by looking closely at boards and leadership teams. A lack of diversity can lead both current and prospective employees to question whether the company truly values diversity, equity, inclusion, and belonging.

Companies that fail to address bias risk damaging their brand reputation, which can have long-term consequences on their ability to compete for the best talent, especially as the global workforce becomes increasingly diverse. Addressing bias isn’t just an internal matter—it’s vital for standout employer branding that authentically portrays an inclusive workplace culture.

Do you have questions about improving gender diversity in your workplace? We have answers!

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How Corporate Diversity Pathways can Support Inclusive Recruitment and Selection Strategies

Corporate Diversity Pathways (CDP) offers workplace diversity consulting, focusing on data-driven practices to help your organisation create more inclusive recruitment capabilities and enhance diverse leadership teams. With over 20 years of deep expertise, we are uniquely positioned to help organisations reimagine recruitment and selection processes that mitigate unconscious bias and align with executive search best practices.

We train and develop leaders to recognise and mitigate unconscious bias at every stage of the recruitment and selection process;
We support the development of unbiased executive search strategies designed to attract diverse talent;

We help develop and implement inclusive onboarding processes;
We help create a culture of inclusion across the entire organisation by implementing data-driven recruitment methods that reduce the risk of bias;
We provide valuable insights into how unconscious bias impacts employer branding both internally and externally;
We develop talent retention strategies that prioritise inclusivity to attract and retain diverse talent;
We empower organisations to build sustainable, diverse leadership teams that reflect the values of today’s global workforce.

Contact us today to take the first step towards strengthening your employer brand, ensuring access to the broadest talent pool, attracting top talent, and improving talent retention by creating sustainable leadership development pathways.

Alternatively, you can connect with Corporate Diversity Pathways Head of Customer Experience Laurel Cook on LinkedIn.

Ready to build an exceptional team?

We help create greater futures and foster inclusive workplaces through holistic training and development programs.

August 22, 2023November 13, 2024

The Power Of Unconscious Biases

A diverse group of professionals, including women and men, smile and stand closely together. The background is bright, suggesting an office setting that promotes gender equality in Australia.

The Impact of Values On Team Dynamics and Corporate Culture

As leaders, our values – the core motives, interests, and beliefs that determine what we desire and strive to attain – have tremendous consequence. Values influence which type of position, job, and environment will be most motivating for us and when we will feel the most satisfied. Our unconscious biases, or the unconscious projection of our values onto others, determine how we make decisions, how we reward performance, and what type of work culture we are likely to create.

The Power of Unconscious Biases

When Jeffrey Skilling took control of Enron, he had a reputation as a smart, extremely competitive business man with a penchant for risk taking – qualities that led to early success and facilitated his rise to the executive suite.

These values became counterproductive, however, when Skilling’s unconscious biases began to shape Enron’s culture. Lauding of creative risk-taking and fierce internal competition coupled with huge incentives led to not only stretching, but circumventing and breaking legal and ethical boundaries to bolster short-term performance.

The 2001 collapse of the Enron Corporation was, at the time, the largest and most complex bankruptcy filing in American history, and the scandal that unfolded in its aftermath made the Enron name synonymous with white collar crime.

Obviously, Skilling’s was an extreme case, but although unconscious biases aren’t always counterproductive, they are always impactful, especially when they come from a position of leadership. Because values are an inherent part of our personality, however, many leaders are unaware of the kinds of values they hold, and how their values impact their subordinates.

Values assessment, when part of a comprehensive leadership development program, is the most effective way to make leaders aware of their unconscious biases. By doing so, we can adapt our behavior in ways that will create a more productive working situation for ourselves and our teams.

The MVPI Scales and Unconscious Biases

Recognition: Wanting to be the center of attention, assuming that other people need attention as much as you do, and not understanding modesty.

Power: Driven to win and make a difference, assuming that other people are as competitive as you, and disliking people who lack a winning attitude.

Hedonism: Looking to have fun and share experiences, assuming that other people are as fun- seeking as you, and not understanding people who are all business.

Altruism: Desiring to help those who are disadvantaged or victimized, and not understanding the need for self-reliance.

Affiliation: Seeking opportunities to network, assuming that others want to interact as much as you do, and not understanding people who don’t want to be part of a team.

Tradition: Respecting hierarchy, rules, and tradition, assuming that others are as conservative as you, and disapproving of non-traditional behavior.

Security: Disliking risk-taking activities, assuming that others are as cautious as you, and not understanding people who like to test the limits.

Commerce: Wanting to acquire concrete symbols of success, assuming that others are as materialistic as you, and not understanding people who are indifferent to money.

Aesthetics: Needing to be in attractive environments, assuming that others care as much about quality as you, and not understanding people who lack a sense of style.

Science: Preferring to solve problems with logic and data, assuming others care as much about finding the right answers as you, and not understanding irrational or intuitive decisions.

This article was written by Hogan Development Survey (HDS). An assessment tool regularly used by Corporate Diversity Pathways.

To discover more about unconscious biases in the workplace, schedule your free consultation with us here.

August 22, 2023November 13, 2024

Unconscious Bias Stops New Mums Returning To Work And How To Change That

Women make up 47% of the Australian workforce yet hold only 16.5% of CEO roles. When compared to their male counterparts, the gender pay gap explodes with women in management taking home $75k less in total remuneration. Of the 12,000 organisations reporting into the WGEA (Workplace Gender Equality Agency) 29% do not have one women represented in management. Unconscious bias is behind these trends and the reason why women are ceasing employment.

There’s no doubt Australian businesses have made inroads when it comes to working women and maternity leave. More employers now offer flexible work practices than ever before – 68 percent according to the latest gender equality scorecard, as well as extended leave entitlements, but not enough is being done to curb the feeling that taking time off will adversely affect their career journey. The impact of unconscious bias and the gender pay gap often starts in our 20s and 30s when we are actively seeking promotions and appointments resulting in only 37% of women holding management positions and being paid 23% less than their male counterparts.

Why mums matter?

By creating part-time flexible workplaces we are improving the lives of families, curbing mental health issues which come from feeling isolated, positioning organisations for growth and driving bottom-line profitability and contributing to our economy. Women are good for business!

Organisations such as Blackmores, PwC and Daimler are industry leaders, choosing to empower their female employees for happiness, equality and peak performance. Initiatives such as ‘stay-in-touch’ and Mentor Mums programs educate, motivate and inspire new mothers or mothers-to-be through shared experiences to be able to make important decisions about their career and their family’s wellbeing.

Two organisations, PwC and Daimler, have childcare support as their key initiative with an emergency back-up childcare plan that see staff receiving $1000 a year towards the cost of last minute care if their typical carer falls through and they have a network of centres that staff can take their child to if need be. Subsidised onsite child care facilities are seeing employees return to the workforce six months earlier which is good for business, good for the family and good for the economy.

What women want is to feel valued and to add value. To feel empowered to step away from their career with a clear road-map for returning to work.

Career road map involving children

1. Develop an employee career path that provides both the employer and the employee with an innovative parental leave roadmap. It will remove unconscious bias as it highlights having a family can be part of the career progression instead of worrying the road will come to an end.

Stay connected

2. Provide opportunities to stay connected through forums, workshops, networks and support groups so that isolation and anxiety are replaced with inclusion and confidence to take the time needed to care for their newborn child or in tragic circumstances, mourn the loss of a child through childbirth or infant death. Pair them up with a colleague who has returned from maternity leave already so they can provide advice and offer support as they know what they’re going through.

Job description

3. Remodel the job description from full-time to flexible-time – expected outcomes remain the same however the way in which the work is done changes. Start and finish times are flexible; telecommuting is introduced, compressed work hours are considered.

Maternity leave alternatives

4. Replace block leave with a return to work program that allows for part-time work, job sharing and flexibility.

As an OECD nation we continue to lag behind the rest of the world offering only 7.6 weeks of fully paid leave in comparison to Eastern European countries like Norway, Finland and Germany which offer almost 1 full year of paid leave.

Keeping 47% of our mums in the workforce drives innovation, improves performance, increases productivity and delivers outcomes that contribute to our economy, make companies more competitive and support women to live happy, balanced AND successful lives!

When men and women grow stronger together, great things can and do happen.

This article was originally published on BusinessWomen Media here

Written by: Jeromine Alpe

Table of Contents

1. Establish Clear Pathways for Advancement

Inclusive Pathways

Promotion Equity

Mentorship and Sponsorship

2. Promote Flexible, Inclusive Workplace Policies

3. Address Unconscious Bias and Embed Allyship

Address Unconscious Bias

Embed Allyship

Implement Equitable Pay Practices

Tackle Workplace Microaggressions

How Corporate Diversity Pathways Supports Women in Leadership

Written by: Josephine Palermo

Table of Contents

Introduction: The Need for an Inclusive Workplace Culture

The Need For An Inclusive Workplace Culture

Understanding The 7 Most Common Mistakes to Avoid

1. Generic Business Cases For Workplace Diversity

2. Focusing On Social Media Likes Over Real Impact

3. Expecting A Single Intervention To ‘Fix’ Inclusion

4. Underestimating The Need For Evidence-Based Strategies

5. Trying To Address Diversity Without Intersectionality

6. Taking A One-Size-Fits-All Approach

7. Focusing On Senior Leaders

Moving Forward: Benchmark With Relevant, Measurable Outcomes

Our Advice: Introduce An Evidence-Based DEI Strategy

Table of Contents

Written by: Jeromine Alpe

The Impact of Unconscious Bias on Recruitment & Selection and Workplace Culture

Unconscious Bias and your Employer Brand

How Corporate Diversity Pathways can Support Inclusive Recruitment and Selection Strategies

The Impact of Values On Team Dynamics and Corporate Culture

The Power of Unconscious Biases

The MVPI Scales and Unconscious Biases

Why mums matter?

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