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Talent Management

Topic Overview

Talent Management Icon
Talent Management

Unconscious biases often prevent employers from hiring and retaining women and other underrepresented groups. Explore the interventions that both help women navigate these innate barriers in workplace and find out how institutions can "debias" their organizational processes.  

The Racialized and Gendered Workplace: Applying an Intersectional Lens to a Field Experiment on Hiring Discrimination in Five European Labor Markets

Employment chances of minority applicants depend on how well they are perceived to align with the feminine or masculine traits of the job. While white women are strongly preferred for female-type jobs, women of color are not given a similar advantage.  
Valentina Di Stasio, Edvard N. Larsen
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Gender, Sense of Power, and Desire to Lead: Why Women Don’t “Lean In” to Apply to Leadership Groups That Are Majority-Male

Women's perception that they will have less power in majority-male leadership groups decreases their desire and intention to seek leadership roles. 
Rachael Goodwin, Samantha J. Dodson, Jacqueline M. Chen, Kristina A. Diekmann
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Should I stay or should I go?: Penalties for briefly de-prioritizing work or childcare

Both men and women face repercussions for briefly stepping away from child-care or professional responsibilities, regardless of the reason for doing so. However, male employees are viewed as more dedicated to their job and as less risky for their workplace than their female counterparts.
Christina M. Sanzari, Alexandra Dennis, Corinne A Moss-Racusin
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The Isolated Choice Effect and Its Implications for Gender Diversity in Organizations

People are more likely to choose candidates whose gender would increase group diversity (e.g., women in a male-dominated environment) when hiring multiple group members rather than when making a single, isolated hiring decision.
Edward H. Chang, Erika L. Kirgios, Aneesh Rai, Katherine L. Milkman
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Unconscious Bias Interventions for Business: An Initial Test of WAGES-Business (Workshop Activity for Gender Equity Simulation) and Google’s “re:Work” Trainings

Experiential learning may be more effective in training employees to recognize and address unconscious bias than less interactive anti-bias initiatives.
Kaitlin McCormick-Huhn, Lizbeth M. Kim, Stephanie A. Shields
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Opt-out choice framing attenuates gender differences in the decision to compete in the laboratory and in the field

Restructuring competitions in lab settings and in the workplace so that competition is the default significantly reduces the gender gap and may decrease gender imbalances in leadership positions or career trajectories in organizations.
Joyce He, Sonia Kang, Nicola Lacetera
Read More

Topic Overview

Talent Management Icon
Talent Management

Unconscious biases often prevent employers from hiring and retaining women and other underrepresented groups. Explore the interventions that both help women navigate these innate barriers in workplace and find out how institutions can "debias" their organizational processes.  

The Racialized and Gendered Workplace: Applying an Intersectional Lens to a Field Experiment on Hiring Discrimination in Five European Labor Markets

Employment chances of minority applicants depend on how well they are perceived to align with the feminine or masculine traits of the job. While white women are strongly preferred for female-type jobs, women of color are not given a similar advantage.  
Valentina Di Stasio, Edvard N. Larsen
Read More

Should I stay or should I go?: Penalties for briefly de-prioritizing work or childcare

Both men and women face repercussions for briefly stepping away from child-care or professional responsibilities, regardless of the reason for doing so. However, male employees are viewed as more dedicated to their job and as less risky for their workplace than their female counterparts.
Christina M. Sanzari, Alexandra Dennis, Corinne A Moss-Racusin
Read More

Unconscious Bias Interventions for Business: An Initial Test of WAGES-Business (Workshop Activity for Gender Equity Simulation) and Google’s “re:Work” Trainings

Experiential learning may be more effective in training employees to recognize and address unconscious bias than less interactive anti-bias initiatives.
Kaitlin McCormick-Huhn, Lizbeth M. Kim, Stephanie A. Shields
Read More

Gender, Sense of Power, and Desire to Lead: Why Women Don’t “Lean In” to Apply to Leadership Groups That Are Majority-Male

Women's perception that they will have less power in majority-male leadership groups decreases their desire and intention to seek leadership roles. 
Rachael Goodwin, Samantha J. Dodson, Jacqueline M. Chen, Kristina A. Diekmann
Read More

The Isolated Choice Effect and Its Implications for Gender Diversity in Organizations

People are more likely to choose candidates whose gender would increase group diversity (e.g., women in a male-dominated environment) when hiring multiple group members rather than when making a single, isolated hiring decision.
Edward H. Chang, Erika L. Kirgios, Aneesh Rai, Katherine L. Milkman
Read More

Opt-out choice framing attenuates gender differences in the decision to compete in the laboratory and in the field

Restructuring competitions in lab settings and in the workplace so that competition is the default significantly reduces the gender gap and may decrease gender imbalances in leadership positions or career trajectories in organizations.
Joyce He, Sonia Kang, Nicola Lacetera
Read More
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