演講MP3+雙語(yǔ)文稿:如何在辦公室之外解決職場(chǎng)性別問題？

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【演講人及介紹】 Sara Sanford

性別平等專家薩拉·桑福德希望我們從分享故事轉(zhuǎn)向分享數(shù)據(jù)，以對(duì)抗性別不平等。

【演講主題】如何在辦公室之外解決職場(chǎng)性別問題？

【演講文稿-中英文】

00:12

A few years ago, I had a corporate feministdream job. Launching a company's national initiative to recruit more femaleemployees. In the finance sector.

幾年前，我有一份企業(yè)女權(quán)主義者夢(mèng)寐以求的工作。發(fā)起了一個(gè)公司的全國(guó)計(jì)劃來招募更多的女性員工。在金融領(lǐng)域。

00:24

But first, I had to get the signed-off supportof all department heads. So I spent months perfecting the proposal, presentedit and won the support of almost everyone.

但首先，我必須得到所有部門主管的簽字支持。因此，我花了幾個(gè)月的時(shí)間完善這個(gè)提案，提出了它，幾乎贏得了所有人的支持。

00:38

But in this team, there were two men we'llcall Howard and Tom. Howard just would not get back to me. I emailed him aboutthe proposal, I left him voice mails, I'd roll my chair back and forth duringmeetings, trying to make eye contact with Howard.

但在這支隊(duì)伍里，有兩個(gè)人我們叫他們霍華德和湯姆?；羧A德就是不回我電話我給他發(fā)了郵件，告訴他我的提議，給他留了語(yǔ)音留言，開會(huì)的時(shí)候我還會(huì)來回滾動(dòng)椅子，試著和霍華德進(jìn)行眼神交流。

00:55

(Laughter)

（笑聲）

00:56

He'd just take out his phone and startscrolling. And then I started to question myself. Had I been diplomatic enoughin that email? Too demanding in that voice mail? Does Howard hate this proposalor am I just overreacting? It's probably just me, I thought.

他只要拿出手機(jī)，開始滾動(dòng)屏幕。然后我開始質(zhì)疑自己。我在那封郵件里說得夠圓滑了嗎?語(yǔ)音信箱要求太高?霍華德討厭這個(gè)提議還是我反應(yīng)過度了?可能只有我一個(gè)人，我想

01:18

And then one day, I'm walking down the halland here comes Howard. He's holding a packet of papers, sees me and lights up.He says, "Sara, Tom just emailed this to me, you should take a look. It'sa proposal for us to recruit more women."

然后有一天，我走在走廊上，霍華德來了。他手里拿著一包文件，看見我，就點(diǎn)燃了蠟燭。他說:“莎拉，湯姆剛把這個(gè)郵件發(fā)給我，你應(yīng)該看看。這是我們招募更多女性的提議。”

01:35

(Laughter)

(笑聲)

01:36

"I think Tom has a really great ideahere, and we should all get behind it." Howard proceeds to hand my ownproposal back to me. And explains to me the many merits of what I wrote.

“我認(rèn)為湯姆有一個(gè)非常棒的主意，我們都應(yīng)該支持他。”霍華德繼續(xù)把我的提案交給我。并向我解釋我所寫的許多優(yōu)點(diǎn)。

01:49

(Laughter)

(笑聲)

01:53

Howard was never against recruiting morewomen. But he needed to hear from a man why it was important to hire morewomen. And as this scene played out, I said nothing. Because I knew somehowthat I was a guest in a place that wasn't meant for me. And so instead ofquestioning my environment, I questioned myself.

霍華德從不反對(duì)招募更多的女性。但他需要從一個(gè)男人那里聽到，為什么雇傭更多女性很重要。當(dāng)這一幕上演時(shí)，我什么也沒說。因?yàn)槲抑牢沂且粋€(gè)不屬于我的地方的客人。所以我沒有質(zhì)疑我的環(huán)境，而是質(zhì)疑我自己。

02:24

I wanted to know how so many talented womenwho worked long hours and started their careers with confidence all becametrained in this kind of self-doubt that makes them say, "It's probablyjust me." How was that still possible? Aren't things getting better?

我想知道為什么那么多有才華的女性長(zhǎng)時(shí)間工作，滿懷信心地開始她們的職業(yè)生涯，卻都被訓(xùn)練成這種自我懷疑的心態(tài)，以至于她們會(huì)說:“可能只有我一個(gè)人是這樣的?！边@怎么可能呢?情況沒有好轉(zhuǎn)嗎?

02:43

Opportunities for women have increased overthe last 50 years. But over the last decade, progress has stalled. Experts havepreviously identified 2059 as the year the wage gap would close. But inSeptember of this year, these same experts announced that according to the mostcurrent data, we'll have to adjust our expectations to the year 2119.

在過去50年里，婦女的機(jī)會(huì)增加了。但在過去的十年里，進(jìn)展停滯不前。此前，專家們認(rèn)為2059年將是工資差距縮小的一年。但在今年9月，這些專家宣布，根據(jù)最新的數(shù)據(jù)，我們將不得不調(diào)整我們的預(yù)期到2119年

03:10

(Audience murmurs)

(觀眾雜音)

03:11

One hundred one years from now.

一百年后。

03:15

Looking beyond the wage gap, women arestill underrepresented in leadership, receive less access to senior leaders andare leaving the fastest-growing sectors, such as tech, at 45 percent higherrates than men, citing culture as the primary reason. So what have we beendoing to address gender inequality? Why isn't it working?

除了工資差距，女性在領(lǐng)導(dǎo)崗位上的比例仍然偏低，接觸高層領(lǐng)導(dǎo)的機(jī)會(huì)也更少，而在科技等增長(zhǎng)最快的行業(yè)中，女性的比例比男性高出45%，原因是文化。那么，我們一直在做什么來解決性別不平等問題呢?為什么它不工作?

03:41

Many businesses think they're addressingthe problem, because they provide training. Eight billion dollars worth oftraining a year, according to studies from the "Harvard BusinessReview." These same studies also conclude that these trainings don't workand often backfire. Research tracking the hiring and promotion practices of 830companies over the course of 30 years found that white men who are asked to goto diversity trainings tend to rebel by hiring and promoting fewer women andfewer minorities. The other solution has been to ask women to change their ownbehavior. To lean in. To sit at the table. Negotiate as often as men. Oh, andget more training.

許多企業(yè)認(rèn)為他們正在解決這個(gè)問題，因?yàn)樗麄兲峁┡嘤?xùn)。根據(jù)《哈佛商業(yè)評(píng)論》的研究，每年培訓(xùn)價(jià)值80億美元。這些研究還得出結(jié)論，這些培訓(xùn)沒有效果，而且往往適得其反。一項(xiàng)跟蹤調(diào)查了830家公司30年來的招聘和晉升情況的研究發(fā)現(xiàn)，被要求參加多元化培訓(xùn)的白人男性往往會(huì)反抗，他們聘用和提拔的女性和少數(shù)族裔較少。另一種解決方法是要求女性改變自己的行為。精益。坐在桌旁。像男人一樣經(jīng)常談判。哦，還要接受更多的培訓(xùn)。

04:34

Women currently earn the majority ofcollege degrees, outperform their peers in key leadership skills and arerunning businesses that outperform the competition. It doesn't look likeeducation or skills or business acumen are the problem. We're alreadyempowered. Enough to make an impact on the businesses that are ready. Theseapproaches fail to address the key systemic problem: Unconscious bias.

目前，女性獲得了大部分的大學(xué)學(xué)位，在關(guān)鍵的領(lǐng)導(dǎo)技能上超過了她們的同齡人，而且她們所經(jīng)營(yíng)的企業(yè)也在競(jìng)爭(zhēng)中勝出?？雌饋斫逃⒓寄芑蛏虡I(yè)頭腦并不是問題所在。我們已經(jīng)授權(quán)。足以對(duì)已經(jīng)準(zhǔn)備好的企業(yè)產(chǎn)生影響。這些方法未能解決關(guān)鍵的系統(tǒng)性問題:無意識(shí)偏見。

05:03

(Applause)

（掌聲）

05:11

We all have bias, it's OK. It's lodged inour amygdala, it keeps ticking away when we go to work. Bias affects how much Ilike you, what I believe you're capable of and even how much space I think youtake up. Thanks in part to the Me Too movement, awareness of gender bias hasspread.

我們都有偏見，沒關(guān)系。它存在于我們的杏仁核中，當(dāng)我們?nèi)スぷ鞯臅r(shí)候，它就會(huì)滴答作響。偏見會(huì)影響我有多喜歡你，我相信你能做什么，甚至我認(rèn)為你占了多少空間。部分由于Me Too運(yùn)動(dòng)，性別偏見的意識(shí)已經(jīng)傳播。

05:34

But the harassment stories that made headlinesare just one piece. You don't have to harass a woman to limit her career. Themessages women send me aren't about being harassed. They're being tolerated inthe workplace. But they're not being valued. I don't know anyone who has eversaid, "You know what I love about my employer? They just tolerate me sowell, I feel so tolerated."

但登上新聞?lì)^條的性騷擾事件只是其中之一。你不必去騷擾一個(gè)女人來限制她的事業(yè)。女人給我發(fā)的信息不是關(guān)于被騷擾。他們?cè)诠ぷ鲌?chǎng)所被容忍。但他們沒有被重視。我不知道有誰曾經(jīng)說過:“你知道我喜歡我老板的什么嗎?”他們對(duì)我很寬容，我覺得很寬容。”

06:05

(Laughter)

（笑聲）

06:09

To break the inertia, we need to take astep beyond Me Too. Beyond just being tolerated as women. Our organizationdecided to tackle the problem in two ways. First, if we're all biased, ourworkplaces need to be actively antibiased by design, not by trying to changemindsets one training at a time. So our team began by identifying over 100cultural levers that can be adjusted to counter the impact of bias. We foundthat small tweaks can lead to big changes. And they cost a lot less than eightbillion dollars.

為了打破慣性，我們也需要超越我一步。不僅僅是作為女性被容忍。我們組織決定用兩種方法來處理這個(gè)問題。首先，如果我們都有偏見，那么我們的工作場(chǎng)所需要通過設(shè)計(jì)來積極地消除偏見，而不是通過每次訓(xùn)練來改變思維方式。因此，我們的團(tuán)隊(duì)首先確定了100多個(gè)可以調(diào)整的文化杠桿，以抵消偏見的影響。我們發(fā)現(xiàn)小的調(diào)整可以導(dǎo)致大的改變。它們的成本遠(yuǎn)低于80億美元。

06:49

So what do these small tweaks look like? Ifa woman is asked to state her gender before filling out a job application, orperforming a skills-related test, she performs worse than if she were not askedfirst. So how can businesses avoid activating this self-stereotyping bias? Movethe gender check box to the end of the application.

那么這些小的調(diào)整是什么樣子的呢?如果女性在填寫工作申請(qǐng)表或進(jìn)行技能相關(guān)測(cè)試前被要求說明自己的性別，那么她的表現(xiàn)會(huì)比沒有被要求說明性別的女性差。那么，企業(yè)如何才能避免激活這種自我刻板印象偏見呢?將“性別”復(fù)選框移到應(yīng)用程序的末尾。

07:13

Example two. In a national survey that weconducted, men were 50 percent more likely to state they had received multiple,frequent evaluations over the course of the last year. As opposed to one singleyearly review. Here's why this matters. "Fortune" magazine reviewedperformance evals across industries. And found that criticism like this relatedto personality, ["Watch your tone!"] but not job-related skills,appeared in 71 of the 94 yearly reviews received by women. Of the 83 reviewsreceived by men, personality criticism showed up twice. But in businesses thatconduct much shorter, highly frequent reviews, say, five-minute weekly evaluationsfocused on specific projects, the personality criticism vanishes. And theperceived performance gap between men and women is nearly nonexistent. Whileyearly reviews rely on overall impressions, which are like petri dishes forbias, short, objectively focused evaluations eliminate this feelings-based grayarea.

兩個(gè)例子。在我們進(jìn)行的一項(xiàng)全國(guó)性調(diào)查中，有50%以上的男性表示他們?cè)谶^去一年中接受了多次、頻繁的評(píng)估。而不是單一的年度回顧。這就是為什么這很重要。《財(cái)富》雜志對(duì)各行業(yè)的表現(xiàn)進(jìn)行了評(píng)估。發(fā)現(xiàn)這樣的批評(píng)與性格有關(guān)，[“注意你的語(yǔ)氣!”在女性收到的94份年度評(píng)估報(bào)告中，有71份未提及與工作相關(guān)的技能。在男性收到的83篇評(píng)論中，性格批評(píng)出現(xiàn)了兩次。但在進(jìn)行更短、更頻繁的評(píng)估的企業(yè)中，比如每周針對(duì)具體項(xiàng)目進(jìn)行五分鐘的評(píng)估，個(gè)性批評(píng)就消失了。男性和女性之間感知到的績(jī)效差距幾乎不存在。雖然年度評(píng)估依賴于總體印象，就像有偏見的培養(yǎng)皿，但簡(jiǎn)短、客觀、重點(diǎn)突出的評(píng)估消除了這種基于感覺的灰色區(qū)域。

08:32

Now, some businesses are consciously takingthese steps to counter the impact of bias, while others just do a good job ofadvertising. We wanted to find out who is actually getting it right. So we puta poll on Facebook, we asked women in workshops how they were choosingemployers where they would be valued. The most common response that we heard?"I Google it." So we googled it.

現(xiàn)在，一些企業(yè)正在有意識(shí)地采取這些措施來對(duì)抗偏見的影響，而另一些企業(yè)只是在廣告方面做得很好。我們想知道到底是誰做的對(duì)。所以我們?cè)贔acebook上做了一個(gè)調(diào)查，我們?cè)谘杏憰?huì)上問女性她們是如何選擇雇主的。我們聽到的最普遍的反應(yīng)是什么?“我谷歌它。”所以我們谷歌了一下。

09:02

(Laughter)

(笑聲)

09:03

Specifically, we googled "bestemployers for women in tech." Our results showed three completely differentlists. One business shows up as the top employer on one list, doesn't show upat all on another, some lists offer no criteria and some are purchased ads.They're paid for.

具體來說，我們?cè)诠雀枭纤阉髁恕翱萍冀缱钸m合女性的雇主”。我們的結(jié)果顯示了三個(gè)完全不同的列表。一個(gè)企業(yè)在一個(gè)列表中顯示為頂級(jí)雇主，而在另一個(gè)列表中則完全沒有顯示，有些列表沒有提供任何標(biāo)準(zhǔn)，有些則是購(gòu)買的廣告。

09:25

Employees and employers both want clearbenchmarks that go beyond good intentions. The LEED certification gavebusinesses this clarity around environmental stewardship by outlining the exactsteps they need to take for certification. We wanted businesses to have thiskind of playbook for gender equity.

員工和雇主都希望有明確的基準(zhǔn)，而不僅僅是良好的意愿。LEED認(rèn)證為企業(yè)提供了明確的環(huán)境管理，列出了企業(yè)認(rèn)證所需的具體步驟。我們希望企業(yè)擁有這種性別平等的劇本。

09:48

So for our second act, we took what we hadlearned from testing these cultural levers, we partnered with the University ofWashington and created the first standardized certification for gender equityin US businesses.

因此，在我們的第二個(gè)行動(dòng)中，我們從測(cè)試這些文化杠桿中學(xué)到了什么，我們與華盛頓大學(xué)合作，創(chuàng)建了美國(guó)企業(yè)中第一個(gè)性別平等的標(biāo)準(zhǔn)化認(rèn)證。

10:03

(Applause)

（掌聲）

10:09

Thank you.

謝謝

10:10

(Applause)

（掌聲）

10:13

To create this standard, we had to learnwhat matters and what doesn't. We found out that what matters is not the totalpercentage of female employees. Or the number of board members that are female.Those are what we call vanity metrics. They can be bought, while the cultureinside can still be out of balance. The factors that matter and that should bemeasured are under the surface.

為了創(chuàng)建這個(gè)標(biāo)準(zhǔn)，我們必須了解什么是重要的，什么是不重要的。我們發(fā)現(xiàn)，重要的不是女性員工的總比例?；蛘叨聲?huì)中女性成員的數(shù)量。這些就是我們所說的虛榮心指標(biāo)。它們可以被買到，但里面的文化仍然可能不平衡。重要的和應(yīng)該衡量的因素都在表面之下。

10:41

For example, even in organizations whereequal percentages of women and men state that they have had access to a mentor,men's mentors are more likely to be in senior positions. Reviewing our surveyresults, men were twice as likely to state they had been offered an opportunityto shadow someone in a senior role.

例如，即使在男女比例相同的組織中，男性的導(dǎo)師也更有可能擔(dān)任高級(jí)職位?；仡櫸覀兊恼{(diào)查結(jié)果，男性有兩倍的可能說他們?cè)袡C(jī)會(huì)跟隨某個(gè)高級(jí)職位的人。

11:03

We're all used to hearing about the wagegap. Hidden opportunity gaps like these are just as influential. So whenassessing a company's culture, we measure these gaps between men's and women'sexperiences. And the smaller the gap, the more equity is center of the culture.

我們都聽說過工資差距。像這樣隱藏的機(jī)會(huì)差距也同樣具有影響力。因此，在評(píng)估一家公司的文化時(shí)，我們會(huì)衡量男性和女性的經(jīng)歷之間的差距。差距越小，公平就越成為文化的中心。

11:22

We also searched our findings for thetenets of workplace culture that are most important to men and most importantto women. We learned that only three factors consistently matter to men, whilea dozen matter to women. And they only share one in common. Topping the listfor women: Paid family leave, health care for dependents and feeling that theirideas are heard and they're properly credited for them. These are a few of the188 indicators that determine whether or not an organization meets ourquantitative standard for workplace equality. Based on the data that matter.These are the factors to create a culture of equity that lasts. Not just for amonth or for a quarter but for years.

我們還搜索了對(duì)男性和女性最重要的職場(chǎng)文化信條。我們發(fā)現(xiàn)，只有三個(gè)因素對(duì)男性有影響，而十幾個(gè)因素對(duì)女性有影響。他們只有一個(gè)共同點(diǎn)。女性排在首位的是:帶薪探親假、受撫養(yǎng)人的醫(yī)療保健，以及覺得自己的想法被傾聽、自己的功勞被適當(dāng)?shù)赜浽谧约旱馁~上。這是188個(gè)指標(biāo)中的幾個(gè)，這些指標(biāo)決定了一個(gè)組織是否符合我們的工作場(chǎng)所平等量化標(biāo)準(zhǔn)?；谥匾臄?shù)據(jù)。這些都是創(chuàng)造一種持久的公平文化的因素。不只是一個(gè)月或一個(gè)季度，而是幾年。

12:17

So where does this leave us? Women in theworkforce today are constantly told, "You can be anything you want now.It's up to you." Women of color, for whom the wage gap is even larger,have heard it. The two-thirds of minimum-wage workers who are women have heardit. Workers who don't identify as male or female and hide their identity atwork have heard it. If they can hear, "You can be anything you want now,it's up to you," I believe it's time for our businesses to hear it, too.Eliminating workplace bias is a tall order. But we can't afford to let half ourpeople go on being ignored. We've given businesses a framework for real change.Businesses can be anything they want now. It is up to them.

那么我們?cè)撛趺崔k呢?如今的職場(chǎng)女性經(jīng)常被告知，“你現(xiàn)在可以成為任何你想成為的人?！边@取決于你。”有色人種女性聽到過這種說法，她們的工資差距甚至更大。三分之二拿最低工資的女性員工都聽說過這句話。那些不認(rèn)為自己是男性或女性，并在工作中隱藏自己身份的員工都聽說過這種說法。如果他們聽到“你現(xiàn)在可以成為任何你想成為的人，這取決于你”，我相信現(xiàn)在是我們的企業(yè)聽到這句話的時(shí)候了。消除職場(chǎng)偏見是一項(xiàng)艱巨的任務(wù)。但我們不能讓一半的人繼續(xù)被忽視。我們?yōu)槠髽I(yè)提供了一個(gè)真正變革的框架?，F(xiàn)在企業(yè)可以是他們想要的任何東西。這取決于他們。

13:19

Thank you.

謝謝

13:20

(Applause)

（掌聲）