Together4Integrity / Diversity

Together4Integrity / Diversity

Let’s Deal with Prejudice 

Working with unconscious prejudices is a cornerstone not only of employee development but also of corporate diversity and inclusion

o you know how unconscious prejudices relate to the development of diversity and inclusion and how ŠKODA AUTO works with them? The answer came from last year’s training, which the carmaker prepared in cooperation with ŠKODA AUTO University (ŠAVŠ). The 1,972 direct supervisors (from foremen to Board members) who were trained to work with unconscious prejudices by using the nudge management method graduated from this programme. It is based on a scientific study of human behaviour and applies management and organisation methods to naturally influence the subconscious behaviour of employees in a positive way. The trainers led trainings called Promoting Diversity and Working with Prejudices to Make the Team Work Better and used examples that describe 12 basic prejudice types (see the Twelve Basic Types of Prejudices column). They also initiated a discussion among the managers to reveal which unconscious prejudices ŠKODA AUTO employees have most often. These are mainly the first three listed in the column.

The goal is for all the employees to know that they are making decisions based on unconscious prejudices and are able to work with them.

This year, ŠAVŠ will continue with trainings relating to prejudices and work in collaboration with the SB/5 – Transformation and HR 4.0 departments. “Our goal is for the employees to know that we all make decisions based on unconscious prejudices. However, at certain key moments (e.g. the way we communicate during team meetings, strategic decisions, analyses, colleague selections etc.), it is important that we realise that we have these prejudices and are able to work with them. This requires time, humility, forethought and suitable tools – such as the nudge management method”, says Jan Kotík from the SB/5 department, which organises the trainings. Last year’s trainings are followed this year by e-Learning courses, where we will verify the minimum diversity standards on ŠKODA AUTO, and we will also acquaint colleagues with suggestions from last year’s events. “By having an awareness of our own prejudices, we can consciously create diverse teams and work with the individuality in each of us”, adds Kotík. ED

How diversity is important for ŠKODA AUTO

In a rapidly changing world, the number of decisions we must make is constantly increasing. To make things easier, we often use (both negative and positive) unconscious prejudices. However, the importance of diversity for ŠKODA AUTO is undeniable. If it wants to be successful in all the markets, it needs diverse people behind its products and services. If it wants to be innovative, it has to seek teams in which different opinions, experiences and world views meet.

Can you think of a situation where you have experienced unconscious prejudices in practice?

Do you have a tip on how to work with them? We will be happy to publish your suggestions on ŠKODA Space. E-mail them to us at e‑mail.

Dagmar Sieglová

ŠKODA AUTO University

The diversity training was unique in that it brought together leaders from across the entire carmaker who shared everyday practices and learned from and inspired each other. I enjoyed the open atmosphere and sincere interest in modern management approaches. The cooperation between ŠAVŠ and the carmaker offers a unique opportunity to connect practice with diversity ideas and to prepare for work with the human potential of the next generation of leaders.

Petr Spolek

SB – Operative HR Care, Digitisation, HR 4.0

Diversity trainings are part of a Group-wide initiative, and participation was mandatory for all the direct supervisors. At ŠKODA AUTO alone, the training involved almost 2,000 managers to help them to understand the current topic, lead by example and pass it on. The trainings enabled us to get valuable suggestions and reactions from our colleagues. They showed us where we can improve and what we need to work on.

Edita Weberová

EGV/1 – Prototype Production Preparation 

Training on unconscious prejudices appealed to me. At the trainings, I appreciated the discussion and teamwork the most, as well as the opportunity to share experiences with colleagues. And why would I recommend a similar training to others? It made me think about how the topic concerns me, my team, and how important diversity is.

Twelve basic types of prejudices

1 

Obedience to authority

The tendency to attach more importance to an authority figure’s opinion (or assume it is more accurate) regardless of the content and to be more influenced by that opinion.

Examples: “He knows what he’s doing; otherwise, he wouldn’t be sitting there.” “It sounds like nonsense to me, but the boss probably sees it in a broader context, so we’ll do it that way.”

2

Misleading planning

Tendency to underestimate the time required to complete a task.

Example: “I’m very optimistic when planning a project, and I believe that everything will go smoothly and without delay.” “We have plenty of time, so let’s leave it till Monday.”

3

Unchanged state 

Tendency to like things as they have always been, resist change and give priority to established practices.

Examples: “It’s always been done that way, so let’s do it that way.” “The new system is absolutely terrible. I haven’t tried it yet, but I heard it doesn’t work.”

4

By similarity

Tendency to evaluate those who are like us and share our world view more positively.

5

Stereotyping

The expectation that a member of a group will have certain characteristics without having any real information about him/her. 

6

Prioritising one’s own group

Tendency to prefer those who are part of our social group or team. 

7

Ostrich effect 

The decision to ignore danger or unpleasant information or situations by avoiding or denying them.   

8

Confirming the selected information only

Prioritising information and interpretations that support our own opinion. Or, conversely, ignoring or underestimating those that go against our beliefs. Alternatively, ambiguous interpretation of the information so that it is in accordance with our opinion.

9

Transparency illusion

Overestimating others’ ability to properly understand my mental state, intentions or motivation.  

10

Halo effect   

Expectation that a group member will have certain positive or negative qualities without having any real information about him/her.   

11

Not made by us   

An aversion to using products, research, standards or knowledge developed by someone outside the group.    

12

Herd effect  

The tendency to do something or believe in something just because others do the same or believe in the same thing.