Tag: employment

Book Review: “Invisible Women: Exposing Data Bias in a World Designed for Men” by Caroline Criado Perez

Book Review: “Invisible Women: Exposing Data Bias in a World Designed for Men” by Caroline Criado Perez

I first became aware of Caroline Criado Perez through her campaign to keep a woman on the reverse of UK bank notes, after Elizabeth Fry was replaced by Churchill on the five pound note. This campaign was memorable firstly due to her success – Jane Austen now appears on the reverse of the £10 note – and secondly, from the deluge of threats, hate mail and acrimony she attracted through Twitter as a result. At the time, Twitter did almost nothing about this – the situation is (only) slightly better today due the changes they have made to the way abuse is reported.

Undeterred, Criado Perez published “Invisible Women: Exposing Data Bias in a World Designed for Men” in 2019. Her book is rather neatly summed up by the quote from Simone de Beauvoir she includes in the frontispiece:

“Representation of the world, like the world itself, is the work of men; they describe it from their own point of view, which they confuse with the absolute truth.”

The gender data gap

Criado Perez’s aim is to flag up the huge data gap that exists about the lives of half of humanity. She dubs this the ‘gender data gap’ and it crops up again in again in almost any context you can think of – medicine, product design, protective equipment, town planning, governance. The silence of women’s voices in these areas leads not just to irritations, such as too-cold offices or phones that don’t fit your hand but also to life threatening situations. From stab vests that don’t fit female police officers’ bodies, to cars that are 47% more likely to seriously injure women drivers, to medicines that do not work for women, or actively make them sicker, the assumption that the average male represents the average human is causing unnecessary harm.

Female-specific concerns that men (mostly) fail to factor in crop up repeatedly in the many areas that Criado Perez examines, but fit into three themes: the female body, women’s unpaid care burden and male violence against women. Males of course do experience violence, lots of it, but as Criado Perez says, “…it manifests itself in a different way to the violence faced by women.” Facilities such as suburban housing centres, travel networks, homeless shelters and refugee camps are usually planned by men, and do not take into account the types of activities women need to engage in, nor do they keep them safe while they do them.

There are multiple examples in the book of how women are missing from our data. Data is not only not collected about women, when it is collected it is then not disaggregated by sex. For example, few medical studies or trials specify the sex of the participants. When they do, participants are usually overwhelmingly male. If the sex of the participants is revealed, the results are not always then separated by sex. Even tests on animals or single cells are not often carried out on male and female animals or cells, even though research shows the results are likely be different between sexes. The most common adverse drug reaction in women is that the drug simply doesn’t work, putting their health and sometimes their life at risk as a result. It is likely that many drugs only make it to market because they are effective in men in early trials – anything that might have been a good treatment candidate for women alone is screened out at an early stage because it is not effective in men. And that is before you even address the woeful lack of research into conditions that principally affect women, such as period pain or endometriosis.

A scarily prescient section in the book describes how a lack of sex-segregated data can impact during a pandemic. We know from previous coronavirus epidemics, such as SARS, that symptoms can be more severe in pregnant women. During the last SARS outbreak in 2002-2004 in China, pregnant women’s outcomes were not consistently tracked. “Another gender gap that could so easily have been avoided, and information that will be lacking for when the next pandemic hits,” writes Criado Perez. Here we are, in the middle of the worst pandemic most of us can remember, still without this information. Is data being collected now on outcomes for pregnant women, or will we remain in the dark for the next one, and the one after that?

Gender blind is not always gender neutral

Another gender data gap exists where supposedly ‘gender blind’ neutral policies have an unintentionally discriminating effect against women. For example, US academics in the tenure track system have 7 years to achieve tenure. The years between completing your PhD and receiving tenure, ages 30 to 40, are when most women are likely to have their children. The result is that mothers with young children are 35% less likely than fathers to get tenure track jobs. A ‘gender blind’ policy to give all US parents an additional year to achieve tenure actually decreased mothers’ likelihood of being successful compared to fathers. The extra time gave fathers an advantage over their male peers, while the bulk of childcare and recovery from birth fell to mothers and comparatively decreased their chances.

We are seeing the same phenomenon appearing during the COVID-19 crisis – while everyone attempts to work from home and take on home education, according to Nature, women seem to be publishing far less compared to their male peers. The crisis seems to be gifting additional time to male academics to write up their research and submit grant applications, while at the same time robbing female academics of their chances, as they spend extra time caring for families, home-schooling and prioritising their students ahead of their own research interests.

The burden of unpaid care work

Academia is just one area where women do far and away the greater share of unpaid care work, to the detriment of their careers and to national productivity (GDP). A study of working patterns during the COVID-19 lockdown by the Institute for Fiscal Studies and University College London in the UK shows that due to the disproportionate childcare and housework burden, in households with home-working mothers and fathers, men have three times the uninterrupted work time that women do. 

Even in normal times, the world cannot function without this care work – looking after children, elderly relatives, the vulnerable and disadvantaged. The vast majority of this work is unpaid and is carried out by women on top of their hours of paid work. They fit in multiple extra, short trips every day to support this unpaid work, dropping off children, doing shopping, seeing relatives. These journeys are poorly supported by the radial transport networks designed, largely by men, to serve the traditional daily commute from home to office. As we ‘clap for carers’ every Thursday to express our sincere and heartfelt gratitude for what care means during an international crisis, we shouldn’t forget that the caring burden is a daily reality for most women. For the moment, many of our commuter transport systems are empty. Post COVID-19, should we really go back to investing more and more money in systems that whisk us from home to office, but leave local neighbourhoods under-funded and under-served?

Building bias into the system

While we might be able to understand the presence of bias in humans, it can be tempting to rely on machines to fix the problem. Surely computers are neutral, with their artificial intelligence and gender blindness? Unfortunately, Criado Perez explains why this is not the case, because a large gender gap exists here as well. She describes how women are hugely under-presented in image and speech datasets. Speech recognition technology in smart speakers, phones, medical devices and cars are trained on male voices and struggle to respond accurately to women’s voices. Not only that, the images and text databases that AI systems train on are just as biased as humans, which is not surprising as they are generated by humans. So not only are datasets lacking in data from half the human race, the information that is in those datasets is biased towards gender stereotypes in the same way that humans are unconsciously biased. I encountered more research on this area at the Gender Summit in 2019. This has a real impact on outcomes for women when CV selection systems and even medical diagnostics are becoming increasingly automated using AI.

An individual perspective

If I have a criticism of Criado Perez’s book, it would be that the experiences of one person are sometimes used to make a point about the invisibility of women in general. Anecdotal evidence is still evidence, but does that person represent many? On the other hand, the whole point is that bulk data is lacking in many areas for all the reasons outlined above, so perhaps it’s understandable.

I found reading this book an eye-opening but ultimately rather sobering experience. Getting into a car to drive, will I feel as safe having read it? I certainly won’t stop feeling absurdly irritated by the smart speaker at home that responds instantly to my husband’s voice but stubbornly ignores mine until the third or fourth attempt. I’ve lost count of how many times I’ve nearly dropped my new phone trying to use it to take a photo one handed. As a materials science student at university, the protective equipment we used for welding or casting metals practically drowned me – it seems unlikely it made me safer if I could hardly move without tripping over it. Who knows how many times my CV didn’t make the cut for a science job due to skewed AI algorithms? I need to work flexibly and part-time to fit round my roles as mother of a special needs child, school governor and fundraiser for the National Autistic Society .Realistically, this limits my career options. Minor points on their own perhaps, but over a lifetime they add up, they really do.

Read this book – it will certainly make you think.

Diversity, inclusive leadership and maintaining momentum in a crisis with Toby Mildon

We find ourselves in what some would call VUCA times – volatile, uncertain, complex and ambiguous.

Toby Mildon has personal experience of working during a crisis. He was employed by BA during the 9/11 attacks and he has implemented IT systems in A&E, where everything has to work first time. He has worked at the BBC during bomb threats and protests and produced software to hard deadlines such as general elections and the Olympics.

Toby’s specialism is in inclusion and he has recently published a book on Inclusive Growth. At the moment, many companies are not really focused on growth. However, Toby contends that more inclusive organisations will bounce back quicker. Many diversity and inclusion leaders are currently asking themselves the following questions:

  1. What are the new and current challenges for the D& I leader?
  2. What can the D&I leaders do to support their businesses?
  3. How might things change post crisis?
  4. How do we ensure D&I remains a priority during the economic crisis?
  5. How do we maintain D&I momentum during the crisis?

“Practice is now more important than ever,” says Toby. “We need to put words into action.”

From the D&I community, he is hearing that there are 3 main challenges.

  • Remote working and different ways of working
  • Leadership and momentum
  • Wellbeing

It is a struggle to maintain D&I front and centre when leaders are focused on keeping the business afloat. We must be careful that D&I does not fall victim to cost cutting measures as a ‘nice to have’. While many businesses are cutting productivity right now, the end of year is likely to be very busy and there is a risk that D&I will be deprioritised in the rush to expand.

Time to reset

For D&I leaders, now is the time to stop and take a breath. We should resist the urge to jump into fixing mode and instead try to work with senior leaders to implement business critical solutions with an inclusive lens. We should take stock of our existing activities and assess what needs to be put on hold or postponed, or modified e.g. put online.

It’s vital that we listen to employee experiences right now and identify the roadblocks in their way.  Leaders need to identify at risk employees and find ways to support them remotely, ideally designing and implementing fixes rapidly.

As business activities pick up again, we should look out for opportunities to improve D&I as we reinvent in the next phase.

“Businesses that may have formerly paid lip service to remote working or flexible working are now having to support it properly,” said Toby.

In 2016, Bourke and Dillon identified 6 traits of inclusive leaders:

  • Believe in diversity and inclusion
  • Have courage
  • Aware of their own biases and blind spots
  • Curious
  • Cultural intelligence
  • Collaborative

Inclusive leaders of remote employees

Toby believes that in the current COVID-19 crisis, belief, courage and collaboration are the most important of these traits. “We should help fight cabin fever and isolation as an empathetic coach and try not to crack the whip,” advised Toby.

His tips for supporting remote employers are:

  • Make sure their work space is set up well, as they may be fighting for shared spaces (senior people tend to have a better workspaces at home and might not realise not everyone has the same resources)
  • Increase 1 to 1 meetings in length and frequency
  • Establish rules of engagement – are people doing shifts with childcare, when are they most available or productive
  • Over communicate – repeat communications if needed, via multiple formats
  • Motivate, for example with virtual coffees, informal meetings – right now we have no clean breaks between work and family life via the usual commute
  • Be especially aware of vulnerable employees – disabled people may not have all the adjustments they need at home; levels of domestic violence have increased

Reinvention in the short term

There are opportunities for short term reinvention that we can take advantage of.

  • Identify the non-inclusive journeys or experiences e.g. onboarding
  • Understand the user context and needs
  • Understand the business needs
  • Build solutions e.g. for those with hearing impairment, Google hangouts provide subtitles
  • Implement, test and review

How might things change?

Ultimately, Toby and many other D&I leaders believe that we are not going back to the way things were. “The world will feel like a smaller place after this shared experience,” explained Toby. “Even more people have gone digital, including older people who have never had to engage with online ordering before.”

It’s important to scale back up in an inclusive way. It could be tempting to regress to old ways as businesses ramp up again. We should also be prepared to respond to the aftermath of staff wellbeing. Many may not simply be able to bounce straight back to work. There may well be a greater demand for flexible and remote working now that businesses have been forced to implement it – the genie is now out of the bottle! Men who have begun to play a more active role in childcare might want to carry on doing this and there may even be a spike in resignations as people re-evaluate their life.

There are some critical questions to answer in order to drive inclusive growth post crisis:

  • Growth – how do we want to grow now and what does it mean for us?
  • Clarity – why is D&I important to us, what are employees saying?
  • Culture – how has our culture changed?
  • Change – how to implement the change we want to see?
  • Colleague experience & design – how has this changed, what roadblocks are in the way?
  • Cyber – how has this changed post crisis and how are we now using tech?
  • Collaboration – do we have a new sense of belonging, how can everyone work towards a more inclusive workplace?
  • Celebration – telling stories of how people have got together to help the community, show how we are an employer of choice

Developing organisational resilience

Some businesses have been able to capitalise on the recent new ways of working to deliver innovation. These are characterised by higher levels of innovation, faster decision making and adaptability.

According to BSI Business Standard BS 65000, the outward signs of resilience are your products, processes and people. For example, do your staff reflect the diversity of your users? Resilient companies are resilient in their operations, supply chain and information domains, showing the qualities of robustness, adaptability and agility.

During a time of retraction and then sudden growth, as D&I leaders we need to switch to becoming an inclusive crisis manager, followed by an inclusive growth leader.

“Effectively the businesses are slamming the brakes on, causing a traffic jam which will take a while to clear once the crisis is over,” described Toby.

During the response to a downsizing crisis, it’s important to focus on…

  • Wellbeing
  • Inclusive downsizing or furlough e.g. not selecting people according to biases
  • Inclusive remote leadership
  • New inclusive ways of working

During the growth phase, pay attention to…

  • Rehiring, be careful not to revert to our biases when hiring quickly and use inclusive ways of interviewing
  • More flexible working
  • Innovations developed from the crisis

“Now is not the time to rewrite your corporate values,” advised Toby. “Go back and consolidate the ones that you have.” Ask yourself…

  • What needs to happen to keep the business going?
  • How can this be done inclusively to protect the workforce and future-proof the business?
  • How can you demonstrate that an inclusive approach will add value?

Maintaining D&I as a priority in a time of crisis

Finally, Toby advised on how to keep D&I a priority in a time of crisis:

  • Keep it simple – a few key stories, no more than 3 to say why D&I is still important
  • Concreteness – keep it to concrete initiatives, nothing too academic or abstract
  • Emotions – be aware of employees anxiety and worry, sensitively use emotions to get your message across
  • Stories – use stories to get your message across, empowering employees to tell their stories internally and externally e.g. how they are working from home, managing their mental health, demonstrate your good practice to the outside world

You can check your organisation’s own inclusive growth score here: www.mildon.co.uk/discover-your-inclusive-growth-score

Barriers to Employment for Disabled Candidates: How to be more than ‘diverse-ish’

Barriers to Employment for Disabled Candidates: How to be more than ‘diverse-ish’

On 23 January, I joined a breakfast briefing at the Wellcome Trust focused on helping talented disabled candidates and inclusive employers to find each other. Social enterprise, EvenBreak, launched their report “Barriers to Employment”, which summarises what disabled candidates have to say about their recruitment experiences.

Jane Hatton, founder of EvenBreak, reminded us of the compelling reasons to employ disabled people. First of all, there is a huge range of talent available which employers risk missing out on. Disabled staff are often more loyal to their employer, stay in post longer and have higher productivity. For employers, disabled people help them to represent their customer base more fully and employing a diverse workforce creates a more inclusive ethos for all.

However, before joining an organisation, a candidate has to grapple with their recruitment processes. The main barrier that disabled candidates identified was finding a disability-friendly employer in the first place. The vast majority of candidates wanted to be confident that they would be taken seriously as a potential employee before even applying.

The second hurdle was the recruitment process itself, with issues ranging from lack of information in job adverts on adjustments available, to a real or perceived lack of paid work experience in their CVs. Career gaps due to ill health are not well understood by employers, who also do not appreciate that disabled candidates may have been undervalued in previous roles, despite having good qualifications. Employers tend to frown on short-term periods of employment, but this could be as much due to the previous employer’s failure to make adjustments, as to the member of staff.  Half said they felt that in-person interviews presented the greatest barrier, due to difficulties with hearing, speech or social communication, such as for autistic candidates.

Finally, lack of self-confidence presented a significant barrier for around half of respondents, with many worrying about how employers will perceive them.

Will van Zwanenberg, a candidate with autism, spoke eloquently on the challenges he has faced in his career. “A face-to-face interview requires things from me that even at the best of times I’m very bad at,” he said. Understanding what is expected during an interview, dealing with sensory issues around clothing, noise and lighting and making eye contact for the appropriate amount of time all add to the stress of the experience. “To me, it feels like an interview is about convincing the employer you’re a decent person, not that you can do the job. After all, who would apply for a job they couldn’t do?” suggested Will. Will has been most successful in finding roles through bypassing the interview stage completely, going straight to a senior programmer with a working prototype to demonstrate that he has the skills required.

Toby Mildon runs a diversity and inclusion consultancy and is an expert on inclusive growth. He has identified 3 stages towards running an inclusive business. Firstly, you should develop a culture of respect and inclusion. Employees must feel they are a culture fit and do not stand out. Leaders should demonstrate inclusive behaviours themselves, and not be afraid to talk about disability. This is amply demonstrated by the Valuable500 film, “Diverseish” which calls out companies that just pay lip service to disability inclusion.

The second stage is to take a listening approach. So many organisations focus on fixing the individual, for example through training and mentoring, rather than listening to employees about what would actually fix a system that is biased against them. The third stage is to celebrate the achievements of your employees, and to empower them to tell their stories online, as demonstrated by employer EY. “It’s no good having a website full of awards, if this does not match the lived experience of your employees,” warned Mildon.

Adam Hyland is Campaigns and Equalities Director at recruitment agency D&A. He flagged the importance of where you advertise, such as on EvenBreak’s job boards, and how. “Having to request other formats of job descriptions, such as audio files or Braille, is pants,” he said frankly. “It also immediately identifies you as a candidate with a disability. Have alternative application routes available routinely.” Other adjustments are simple to put in place, such as providing interview questions in advance to all candidates, offering a range of time slots and describing examples of adjustments used in the past. “You could even change the location of your interview – a walk along the beach was my favourite interview location, it completely changed the dynamic,” said Hyland.

“In my view, an interview is all about getting the best out of talented people, creating an opportunity to see them at their very best. It’s not rocket science. Why aren’t we being bold enough? Employers should just state from the outset that they want to support you to thrive,” advised Hyland.

Nicky Ivory Chapman from Channel 4 reminded us that equal representation was built into the broadcaster’s DNA when they were founded in 1993. In 2016, C4 launched their “Year of Disability” with the campaign “We’re the Superhumans”, to celebrate their broadcast of the Paralympics in Rio. “We should routinely ask candidates whether they have any access requirements, as we do for dietary requirements. It opens the door a little bit to give candidates the confidence to ask.” C4 has found that their staff disclosure rates have increased from 2.5 to 11% by taking measures such as these. “We should play to people’s strengths, and remind them their talents are hugely valued.”

Maria Grazia-Zedda of HS2 spoke about some of the techniques they have used to recruit in a challenging area, where engineers are in short supply. “Our driver is that one third of our engineering workforce is set to retire in the next few years. We have to expand and diversify our candidate pool to survive,” she explained. HS2 have used a number of techniques, such as plain, concise job descriptions, task-based recruitment, blind auditioning, and an Access to Work funding scheme. “We have worked to remove subjective selection criteria, such as asking for ‘strong interpersonal skills’. What does this actually mean in practice? It tends to vary from hiring manager to manager, so we have got rid of it,” she said. HS2 found that while only 2% of staff reported having a disability, 17% actually asked for adjustments. “You can ask for adjustments from HR, without having to disclose these to your manager if you choose not to,” she reminded us.

HS2 also takes a listening approach, offering reverse mentoring between senior staff and disabled staff and an employee network. “We identified that our senior leadership team is not very inclusive. We have found that a highly competitive process leads to a disproportionate drop-out rate by women, returners and disabled people. We plan to start offering confidential coaching to these groups, which would not be revealed at interview stage.”

In summary, employers should aim for disability inclusion because it is genuinely beneficial to their business, not to tick a box or put a badge on their website. Simple measures can be highly effective, such as encouraging suitably qualified disabled candidates to take up the offer of a guaranteed interview if that is available. Ask every candidate what they need to be successful in the recruitment process, whether that is the right time of day, interviewing using instant messaging rather than face-to-face or using captioning for video materials. Listen carefully to your disabled staff who have been through the recruitment process recently and ask what would have improved things for them.

“Don’t wait until you’re ‘ready’ to employ disabled people,” urged Jane Hatton. “No one is ever ready, so involve disabled people in the discussions as you progress. Any step you take is a step in the right direction. Just work from there!”

Running the London Marathon 2020 to raise money for the National Autistic Society: https://uk.virginmoneygiving.com/CGater 

All donations very welcome!!