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Diversity in the new age of superheroes

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Diversity has just breached another long-standing and socially destructive barrier. This time it is a famous Comic-book publication which has cast aside the notion that only white alpha males can be seen as heroes.

The son of Superman, Jonathan Kent, himself a superhero, is portrayed in an openly gay relationship. Increasingly books, toys, movies and games used by children and adolescents are portraying the world at last as it is with all its complexity, diversity and richness.

The effect of this is likely to be that the next generation will grow up accepting that people of colour, members of the LGBTQI community, people with a disability, and of course , women are simply part of the montage of life. Perhaps they will then enter adult life without having to unlearn the biases and stereotypes which are part and parcel of the way the current adult population perceives things. For those of us at Symmetra who work with organisations trying to disrupt the harmful effects of unconscious bias this is a development that we welcome with open arms!

Gearing up to face the “new normal” at work

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Work culture cannot and will not be the same after COVID-19. It is a truism that is almost universally acknowledged. The question is: precisely how has it changed and what do organisations need to do to meet the new challenges?

Several important answers are provided by the O.C. Tanner Institute, which has just released its landmark 2022, Global Culture Report, inspiringly titled: RETHINK. The research is extensively based on a sample size of 38,177 employees in businesses employing 500 or more across many industrialised countries. Indeed, it offers many insights which may cause everyone to pause and rethink.

The overarching conclusion that leaders need to absorb is encapsulated in the introduction: “In many industries, employees now call more shots, insisting on flexible work environments and leaving jobs, if necessary. But after a year and a half of remote or hybrid work and social distancing, the need for connection is nearly universal. Helping employees feel connected to purpose, accomplishments and one another – no matter where or when they work – is more important than ever.”

Three critical lessons emerge from the report:

  • Remote work worked but hybrid models provide a better employee experience
  • Recognition is more important than a ‘feel-good’ exercise-it impacts the strength of the connection between employees
  • Employee engagement is not the best metric to predict individual or organisational performance

Symmetra endorses the conclusions in the report. It is well worth the time for every leader and manager to read it.

Fostering equality by embracing same-sex marriage

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Same-sex marriage is becoming the new norm in many areas of the world and accepted as something barely evoking any exceptional commentary. Symmetra lauds this progress as this indeed is to be welcomed.

Citizens of Switzerland have just voted by a 64.1 per cent majority to legalise same sex marriage. Supporters of the forthcoming legislation say it will put same-sex partners on an equal footing with heterosexual couples, allowing them to adopt children together and facilitating citizenship for same-sex spouses. All the major countries in Western Europe now have legalised same-sex marriage.

Some in Eastern Europe like Croatia, Hungary and Montenegro recognise same-sex partnerships short of marriage. There is, however, no legal recognition of any type of such relationship in Russia, Slovakia, Lithuania and Poland.

Notably, the trend shows clearly that advances in removing discrimination and pointless barriers to equality, which detractors argued would have dire and damaging consequences, have been adopted and absorbed with hardly any problems at all.

Fostering equality by embracing same-sex marriage

By | Uncategorized | No Comments

Same-sex marriage is becoming the new norm in many areas of the world and accepted as something barely evoking any exceptional commentary. Symmetra lauds this progress as this indeed is to be welcomed.

Citizens of Switzerland have just voted by a 64.1 per cent majority to legalise same sex marriage. Supporters of the forthcoming legislation say it will put same-sex partners on an equal footing with heterosexual couples, allowing them to adopt children together and facilitating citizenship for same-sex spouses. All the major countries in Western Europe now have legalised same-sex marriage.

Some in Eastern Europe like Croatia, Hungary and Montenegro recognise same-sex partnerships short of marriage. There is, however, no legal recognition of any type of such relationship in Russia, Slovakia, Lithuania and Poland.

Notably, the trend shows clearly that advances in removing discrimination and pointless barriers to equality, which detractors argued would have dire and damaging consequences, have been adopted and absorbed with hardly any problems at all.

What drives employee engagement?

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Recently a Symmetra post commented on “The Great Resignation” – a flood of employees leaving to seek greener pastures as the pandemic starts to ease. So how can organisations counteract this outflow which is clearly a result of long built-up dissatisfaction and disillusionment?

What is it about an organisation which makes employees engaged, committed, loyal and excited? The view which has gained great currency of late is that “a sense of purpose“ is the bedrock upon which an inclusive and engaged culture can be built. However eminent professors, Cross, Edmondson and Murphy, following a decade of research have just revealed unequivocally that this premise is misconceived.

For example, they found, contrary to all expectations, that a cancer hospital treating the world’s most devastating cancers and which should have imbued all with an enviable sense of purpose was beset by low morale and fear and consequently, high worker turnover. In stark contrast, a retail chain with stores across the globe had a notably higher spirit of camaraderie amongst staff, generally more energised and enthusiastic employees, and very satisfied customers. What this demonstrates is that purpose is important but should not be the starting point. The primary concern and drive of leaders should be to build trust and safety.

Crucially, employees will respond if they are able to trust their leaders and colleagues in three areas: trust that people will act in the interests of others, not only themselves; trust that people will be consistent in word and deed; trust that people have the competencies they claim for themselves. Once trust is established, two latter elements can be brought into the mix: purpose-instilling behaviours and energy-generating behaviours.

Leaders who are adept at leading inclusively will certainly understand the priority order of these factors to generate the best and most sustainable results.

Better results and better decisions: How sound anti-bias training can help

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Can we rely on scientific training to eliminate or at least reduce poor decisions resulting from unconscious bias? Apparently not.

As our understanding of unconscious bias increases and deepens, we are learning two important things: firstly, that these biases intrude into areas that we might imagine as being insulated; secondly, we are understanding which sorts of programs work to reduce the deleterious effects of unconscious bias and which do not.

On the first point, one example is that comprehensive studies show that women are often not getting the right or adequate medical treatment because clinical research focuses on men’s ailments and also because biases lead to women’s health complaints being downplayed or ignored. On the second point, a current article in HBR confirms that misguided or unskilled forms of anti-biasing training can be counter-productive and actually further entrench biases.

Training that is successful involves awareness-raising; education on the pre-eminent forms of bias in the workplace and equipping participants with tools and skills to recognise and counteract unconscious biases. In addition, organisations should introduce systemic processes which counteract bias, measure improvements, encourage employees to engage with diverse groups and nurture curiosity. These recommendations align very well with the programs that Symmetra has been using with clients across the globe. The conclusion is, thus, no area of decision-making is free of biases and sound anti-biasing training is fundamental for effective decisions at every level of the organisation.

Better results and better decisions: How sound anti-bias training can help

By | Uncategorized | No Comments

Can we rely on scientific training to eliminate or at least reduce poor decisions resulting from unconscious bias? Apparently not.

As our understanding of unconscious bias increases and deepens, we are learning two important things: firstly, that these biases intrude into areas that we might imagine as being insulated; secondly, we are understanding which sorts of programs work to reduce the deleterious effects of unconscious bias and which do not.

On the first point, one example is that comprehensive studies show that women are often not getting the right or adequate medical treatment because clinical research focuses on men’s ailments and also because biases lead to women’s health complaints being downplayed or ignored. On the second point, a current article in HBR confirms that misguided or unskilled forms of anti-biasing training can be counter-productive and actually further entrench biases.

Training that is successful involves awareness-raising; education on the pre-eminent forms of bias in the workplace and equipping participants with tools and skills to recognise and counteract unconscious biases. In addition, organisations should introduce systemic processes which counteract bias, measure improvements, encourage employees to engage with diverse groups and nurture curiosity. These recommendations align very well with the programs that Symmetra has been using with clients across the globe. The conclusion is, thus, no area of decision-making is free of biases and sound anti-biasing training is fundamental for effective decisions at every level of the organisation.

Why companies should evolve to meet employee expectations ?

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What is the “great resignation?“ This is a phrase coined by Anthony Klotz of Texas A&M University. Initially, he observed as Covid-19 struck, that the number of resignations declined. Employees, naturally in a state of uncertainty, clung to their jobs. However, he predicted that this trend would be reversed and this seems to be taking place. Working in completely new ways, employees have had an unprecedented opportunity to reappraise their working lives, re-adjusting their priorities and what they expect and demand from the employment relationship.

Systemic and structural changes are underway. In most industrialised economies unemployment is surprisingly low and many industries are short of workers. The overarching challenge for employers is succinctly and forcefully laid out in the LinkedIn article: “get ready – you are at risk…. If you want to keep (your top employees) you’re going to have to give them reasons to stay“.

So, all the fundamental elements of an inclusive culture become ever-more critical – instilling a feeling of belonging; embedding psychological safety; showing empathy; encouraging flexible working; making sure that the organisation is a pathway to personal enrichment and fulfillment; constantly working to make the brand one to be proud of. These are all elements that can be measured as Symmetra is doing with its global clients. Failure to do so may result in valued employees eyeing greener pastures.

Why being proactive on employee mental health is the new way forward?

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Symmetra is finding with its clients across the globe that many more are recognising the imperative to proactively address employees’ mental well-being- an obligation heightened by the pandemic.

An OECD brief found that pre-COVID mental health conditions in 15 member-countries, including Australia, UK, New Zealand, and the USA, had been largely unchanged for decades. However, from March 2020 the prevalence of anxiety and depression increased and in some cases doubled.

Clearly being close to deaths, hospitalisations, family members losing jobs, restrictions on movement, reduced physical contacts, working odd hours, having school-going children confined to home have all contributed. According to the brief, the integration of mental health support with employment support is key to successful workplace outcomes. Input from employees themselves is essential.

Bupa UK identified four fundamental learnings for employers as we emerge from the pandemic: i) favour flexibility-give workers autonomy; ii) emphasise mental health-especially for remote working; iii) give easy access to help- for both physical and mental health concerns; iv) address culture- make workplaces more diverse and inclusive, which are happier and more productive environments.

Symmetra is pleased to see this wake-up call for employers in the new and unheralded working climate where employees are giving utmost scrutiny to the honest and sustained care provided by employers in deciding where to pursue their career.

The struggle against racism

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In the long struggle against racism, in its various manifestations across the globe salutary acts is the removal of racist symbolism which is expressed in statues, architecture, language, names, adornment, artifacts and even packaging for consumables. Examples of these are legions and they range from statues erected in honor of slave-owners in the Southern United States to casual and unthinking use of the “n…“ word; calling Asians “slit-eyed“ and so on.

Hurtful racist symbols have been seamlessly integrated and accepted into the everyday life of many communities and nations. People who are not victims or targets are often not even aware of the offense or the wounds caused. But individuals and groups who are subject to slights or insults which have racist undertones are all too aware of these, though they are often borne in silence. They mount up creating a corrosive impact on confidence, sense of belonging and a belief that some people are just non-persons in the minds of others.

Governments and organisations as well as educational institutions need to commit themselves to a systematic review of all images, documents and communications to make sure that anything with racist imputations is removed. Symmetra is inspired by the growing number of our global clients who have brought us on board to help with auditing systems, symbols, policies and processes as part of the implementation of their anti-racism initiatives.