Equity Monitors March 2013
ACTIVITY Rules: Do not open papers until told to do so Do not allow anyone to see what is on your paper Close the paper when told to do so Remain silent during the activity
Respectful Communication Guidelines R = take RESPONSIBILITY for what you say and feel without blaming others E = use EMPATHETIC listening S = be SENSITIVE to differences in communication styles P = PONDER on what you hear and feel before you speak E = EXAMINE your own assumptions and perceptions C = keep CONFIDENTIALITY T = TRUST ambiguity because we are NOT here to debate who is right or wrong Have Fun!
Agenda Overview Diversity Sensitivity and Bias Lunch Finding What Works Break Equity Monitors and Committee Process
Why Equity Monitors?
Benefits of Diversity Heterogeneity in problem solving groups produces more creative responses. Diverse teams are more effective and creative Classroom discussions are richer, and students’ positive perceptions of the campus climate are higher A diverse workforce with good working relationships attracts talented applicants Creating an affirming environment where each student and employee is valued and respected and where all employees and student can contribute to their fullest is the right thing to do!
Employment Regulations Federal 1964 Civil Rights Act Americans with Disabilities Act 1990 Age Discrimination in Employment Act of 1967 State Fair Employment and Housing Act California Code of Regulations Title 5 53024 (f) District BP7100: Commitment to Diversity BP3420: Equal Employment Opportunity BP7120: Recruitment and Hiring
District Procedure for Recruitment and Hiring Administrative Procedure 7120 (a) Academic and Classified Administrators (b) Classified and Classified Confidential (c) Full Time Faculty
California Code of Regulations Title 5 53024(f) “ Whenever possible, screening committees shall include a diverse membership which will bring a variety of perspectives to the assessment of applicant qualifications ” AP7120 Search Committee Composition “Due consideration will be given to diversity and equity.”
Review EEO Demographics District Service Area Workforce Profile Recruitment and Hiring Profile
Race and Ethnicity of RCCD Service Area * Service Area W orkforce Ethnicity Avg RCCD MVC NC RCC DO American Indian/ Alaska .8% 1% 1% 1% 1% 1% Native 11.3% 7% 6% 9% 7% 7% Asian 11.9% 9% 9% 13% 8% 3% Black/ African American 58% 20% 20% 22% 19% 21% Hispanic 36.4% 58% 58% 52% 61% 60% White/ Caucasian 5.9% 5% 6% 4% 4% 7% Two or More * Corona, Eastvale, Moreno Valley, Norco, Perris, Riverside
Monitored Diversity in RCCD (Fall 2012) Classified Administr FT PT Race/Ethnicity District Staff ators Faculty Faculty American Indian/Alaska 1% 1% 1% 1% 1% Native 4% 7% 7% 9% 7% Asian 15% 10% 5% 6% 9% Black/African American 32% 24% 15% 14% 20% Hispanic/Latino 1% 0% 0% 0% <1% Filipino/Pacific Islander 41% 51% 67% 67% 58% White/Caucasian 6% 6% 4% 3% 5% Two or More
Race and Ethnicity of RCCD Service Area (2010 Census Data) 2 0 1 0 2 0 0 0 Asian/ Pacific-Islander 5.6% 5.7% Black/ African-American 9.6% 10.5% Hispanic/ Latino 51.2% 41.7% Native American 0.4% 0.4% White/ Caucasian 28.3% 38.8% Other 4.9% 2.8% Service area includes Corona, Fontana, Moreno Valley, Norco, Perris and Riverside. Listed cities account for 75% of enrolled students.
What is the Equity Monitors Program ? A partnership between Diversity and Human Resources and Screening Committees to fulfill the district’s commitment to diversity An awareness and skill building course that prepares screening committee members to identify and address barriers to diversity and equity in the screening/ interview process A strategy to assure that due consideration to diversity and equity is maintained during the applicant screening process
Perception Videos This 1999 study by Cognitive Psychologists Daniel Simons and Christopher Chabris identified the "inattentional blindness“ effect – Missing details when one is not looking for them In the follow-up experiment “Monkey Business Illusion” only 17% of those who knew of the Gorilla were able to spot other changes to the scene According to Daniel Simons, the second experiment “… shows that even when people know that they are doing a task in which an unexpected thing might happen, that doesn't suddenly help them notice other unexpected things."
The Role of Equity Monitors Participate in discussions as a member of the screening committee Counter any misinformation, assumptions, bias or automatic thinking Identify and address any cognitive errors that may occur Help maintain a discussion focused on job related criteria
Preventing Organizational Dysfunction Overloading and rushing the process EM help maintain an appropriate pace No coaching or practice for committee members EM receive initial and follow-up coaching and coaches committee members No ground rules EM assists HRS and committee Chair establish committee ground rules Absence of reminders and monitoring EM raises questions and challenge statements No debriefing and lack of systematic improvement EM will provide DHR and DEC with feedback
DIVERSITY SENSTIVITY AND BIAS
Glossary of Terms Words are important Vague or multiple meaning Definitions change over time Basis for effective communication
The Iceberg Analogy What is visible, what is apparent and sets us apart from each other? What is not visible, what is not apparent and sets us apart from each other?
Dimensions of Personal Identity Educational background Age Geographic location Culture Income Ethnicity Historical Marital status Gender moments Religion Language Work experience Physical Eras Citizenship status disability Military experience Race Hobbies/Recreational interests Sexual orientation Social class
Diversity Wheel Diagram illustrates the various levels at which diversity impacts both the private and public spheres of our lives Dimensions of Diversity create a kaleidoscope Each pattern is unique to the individual, even though a dimension is shared with others This is where the term “world view” is derived
Ladder of Inference Provides a model for how assumptions are created Key objective is to make the ladder “visible” Critical questions at the “Data” stage Reflective loop provides opportunity to check intent and to share impact
Automatic Thinking "Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a total mses and you can sitll raed it wouthit a porbelm. “
Findings from the IMPLICIT PROJECT Under time pressure, many Americans tended to group negative words, such as “failure” with faces of color, while they grouped positive words, like “joy” with white faces. 88 percent of white people had a pro-white or anti- black implicit bias 83 percent of heterosexuals showed implicit biases for straight people over gays and lesbians Over 67 percent of non-Arab, non-Muslim participants displayed implicit biases against Arab Muslims Majorities showed biases for Christians over Jews, rich over poor, and men’s careers over women’s careers Results contrasted drastically with what most people said about themselves – that they had no biases
Resume Bias Test Shankar Vedantam. “The Bias Test” The Washington Post Magazine . January 23, 2005 MIT and University of Chicago sent out 5,000 resumes to employers Applicants were given stereotypically “white- sounding” names or “black-sounding” names Resumes with “white-sounding” names received 50% more calls. These results varied sharply w ith statem ents by hum an resources m anagers at those firm s – that the em ployers w ere eager to em ploy qualified m inorities and w ere aggressively seeking diversity .
The Impact of Bias Bias can be intended or unintended but in either case it has wide impact Bias can be negative or positive Effects produce cumulative disadvantage or advantage Everyone is prone to predictable flaws in thinking and decision-making -- Cognitive Errors Old “cognitive habits” can be changed
Cognitive Errors by Dr. JoAnn Moody Types of Cognitive Errors Stereotyping Loyalty to the Clan Distorting and Ignoring Evidence
Cognitive Error Stereotyping Negative Stereotyping Positive Stereotyping Raising the Bar Elitism First Impressions
Cognitive Error Loyalty to the Clan Longing to Clone Good Fit/ Bad Fit Provincialism
Cognitive Error Distorting and Ignoring Evidence Extraneous Myths and Assumptions Psycho-analyzing the Candidate Wishful Thinking Rhetoric not Evidence Self-Fulfilling Prophecy Seizing a Pretext Character Over Context Premature Ranking/ Digging In Momentum of the Group
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