Presentation given recently at the Military Operations Research Symposium in MD. Based on Novations\' recent Four Stages research study.

1. Reducing the Effects of Bias
in Employee Development
Doug Maxfield
Director of Client Services
Novations Group, Inc.

2. Many reasons are used to promote the increase of
diversity in the workplace.
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3. Diversity does not necessarily mean high performance.
Diverse organizations aren’t necessarily inclusive.
Inclusive organizations aren’t necessarily diverse.
Diverse organizations do not necessarily out-perform
non-diverse organizations.
Well-managed and inclusive organizations that are
diverse often out-perform non-diverse and poorly
managed organizations.

4. FOUR STAGES of CONTRIBUTION

5. Learner

6. Expert

7. Influencer

8. Strategist

9. Value depends on contribution.
4
A GE 3
ST
VALUE
2
1
CONTRIBUTION

10. Key findings of recent study.
High performers continuously increase their capacity and
contribution.
A significantly greater percentage of Caucasian
employees are rated as contributing beyond Stage 1.
Women are on par with men for Stage 3 contribution as a
percent of the population, but fewer in Stage 4.
Gender and ethnicity differences can affect perceptions
of contribution.

11. Managers and their direct reports differ in their
assessment of contribution…
Mean Dominant Stage
2.50
2.00
1.50 1.90 2.38
1.00
0.50
0.00
Manager Rating of Direct Report Direct Report Rating of Self

12. …but the gap tends to be larger between managers and
direct reports of color.
40
40
Percentage Gap in Perception of Contribution
Percentage Gap in Perception of Contribution
30
30
20
20
White/Caucasian
White/Caucasian
10
10
Black/AA
Black/AA
Hispanic/Latino
Hispanic/Latino
0
0
Asian
Asian
-10
-10
-20
-20
Stage One Stage Two Stage Three Stage Four
-30
-30

13. Differences in specific competency ratings suggest
potential reasons for these differences in perception.
Competency/Behavior Possible Explanation
Strategic Alignment
Learning vs. understanding how American managerial
work relates to strategy stereotypes
Learns from Experience
Asking questions Dependency vs. protective
device to lower risk
Gaining input first then building
draft vs. building draft then Cultural differences in
gaining input consensus building

14. The “perception gap” impacts positioning by manager and
disposition of direct report.
Position Disposition
The degree to which an
The degree to which an
individual
individual’s
demonstrates the
assignments and support
necessary confidence,
represent platforms for
determination, and
learning.
commitment.

15. Logic drives the manager’s treatment and the
employee’s behaviors.
Manager’s Positioning Employee’s Disposition
Provides only portions Waits for direction,
of a project and direct seeks supervision
supervision
Seeks only basic skills- Can accomplish routine
based contribution tasks
Seeks “directed”
creativity and initiative Not really innovative
Stage One Stage One

16. Manager positioning can significantly limit
employee development.
Initial Employee
Initial Employee Manager Positioning
Manager Positioning Resulting Disposition
Resulting Disposition
Disposition
Disposition
Wants assignments
Wants assignments Values specialization
Values specialization Focuses effort in
Focuses effort in
that broaden
that broaden and technical depth
and technical depth narrow technical area
narrow technical area
perspective
perspective
Rewards individual Does not share ideas
Does not share ideas
Rewards individual
Shares ideas and
Shares ideas and results or “credit”
or “credit”
results
knowledge with others
knowledge with others Views coaching of
Views coaching of
Aspires to develop Assigns sole
Assigns sole others as non value-
Aspires to develop others as non value-
others as mentor or responsibility for
responsibility for add
others as mentor or add
idea leader definable projects
definable projects
idea leader Limits network and
Limits network and
Seeks to build strong
Seeks to build strong Limited sharing of
Limited sharing of interactions to those in
interactions to those in
internal and external
internal and external network contacts and
network contacts and immediate sphere of
immediate sphere of
networks
networks exposure to others
exposure to others work
work
Stage Three Stage Two Stage Two

17. Mind the

18. Consciously broaden the pool of

19. Expect consistent outcomes
…from a diversity of approaches

20. Provide
mentoring

21. Summary
Leverage exists in the manager-employee relationship.
A roadmap increases ability to articulate development
and performance expectations.
Resource limitations necessitate the development of all.
Provide additional support for key transitions.

22. Reducing the Effects of Bias
in Employee Development
Doug Maxfield
209.834.1863
dmaxfield@novations.com