Diversity is like science: you have to try Época Negócios

He talks about science. Before you start deciding how companies should act, Claudio Garcia I felt the problem on the skin. For 14 years, he held various leadership positions in LHH / DBMHe served as President for Latin America, Global Executive Vice President of Strategy and Corporate Development and Head of Talent Development.

One of his main findings was the realization that most companies were simply copying Models Diversity of other companies. “Just because the program works in another organization doesn’t mean it’s best for you,” he says. He says before you see what your neighbor is doing, you have to look at your belly button, admit your mistakes, and make necessary changes.

Claudio Garcia, guest of the tenth episode of the podcast series “Men of Our Time”, which will feature weekly interviews with 100 CEOs from various industries, conducted by Sandra Boccia, Managing Editor at business seasonand Silvia Fazio, President of WILL (Women in Leadership in Latin America). These professionals will be invited to talk about what it means to be a man of their time and share their experiences in today’s business environment. The Liberation Project is a partnership between a partnership between business season e will. Here are some excerpts from the interview.

Silvia Fazio – You have a master’s degree in behavioral sciences. What does it look like to treat people management in a scientific way?
There is a serious problem in this area. If you are in a meeting and an expert decides to talk about physics, no one will argue with him because he is very technical. But when it comes to talking about people, everyone has an opinion. I bring science to the discussions, because I believe it helps us clarify issues related to the inclusion of gender, race, and other minorities within organizations. I’m trying to use my knowledge to transform a complex area, an equity issue.

Sandra Boccia – How does polarization hinder companies’ adoption of inclusion measures?
What is happening today is that votes that have been banned for so long are amplified by social media. Then there are phenomena such as cancellation, for example. In some of the companies I contact, feminist affinity groups have been set up. But what was supposed to be a positive became a problem, because they became angrier and more and more, pointing out problems all the time, without the patience to wait for solutions. Therefore, there is no point in implementing this type of comprehensive measure in isolation. It must be accompanied by complementary measures.

Sylvia – What is the biggest difficulty for companies in adopting effective diversity policies?
In the field of people management, everything is very volatile and unpredictable. The science behind this isn’t very precise, it’s the science of probability. And organizations behave like machines, trying to provide answers to HR problems in a linear fashion – if you do project X, the answer will be Y. It doesn’t work that way. The same project that worked for another company will not necessarily work in your project, because they are two different contexts. Incremental testing, and small trials, is necessary to see how your company will react.

Sandra – Can you share with us what you know is going right or wrong?
The one thing that usually doesn’t work is training in unconscious biases. The effect is very low. At first, it even creates awareness in people. But then they go back to their reality and go on autopilot again. Unconscious bias is not something that gets implemented. Training is important, but if it is not accompanied by a change in the system, then nothing will change.
Another usually problematic movement is building familiarity groups, which often have the opposite effect. The proposal here is to give a voice to groups made up of women, blacks, Indians, people with disabilities and other minorities. But the formation of these groups ends up reinforcing that they are a separate class, and this increases polarization. This scale has to be part of a larger transformation, otherwise it won’t work.

Sandra – In conversations with friends, I’ve heard things like: “I’m concerned about this whole feminism. Will there be work for me eventually?” What’s behind this mental model?
There is a false premise that if the number of women, blacks, Indians, and minorities in general increases through the organisation, white men and straight men will have fewer jobs. In economic terms, we have seen this movement in the past, when women were not included in the labor market. When they entered, the economy grew. So this is a fallacy. Of course, over time, we will have more women at the top. This is something they have to learn to deal with. It would be painful, but it should be. And I think this will be beneficial to humanity. We men are at the top in 90% of positions, in all areas of power. And we’re not doing a good job: we have serious problems with the climate issue, the political issue, and the issue of capitalism. Because we have limitations. Women’s leadership differs from men’s because they have a different social history. Men invest in infrastructure and advertising; Women invest in school, health and sanitation. They are different styles. That’s why we need to achieve gender balance in these positions of power.

Sandra – We always hear that young people want to change the world. What kind of company do you think young tech talent should go to change the world?
It’s a tough question. What I always say is: Follow the path that makes your eyes sparkle the most. Know that you are still young and can make mistakes. This option is not forever. Throughout his life, he will have many jobs. You will be experimenting with different models, and testing them, until you find what makes you happy. Now, if you want to change the world, start with yourself. Try to get to know what kind of guy you are, as concretely as possible. What influences do you get, and what jokes do you share among friends. Find out what’s wrong with the world you want to build. And then the change begins.

Check out the interview: