Google, like many tech companies, is a man’s world.
Started by a pair of men, its executive team is overwhelmingly male, and its work force is dominated by men. Over all, seven out of 10 people who work at Google are male.
Men make up 83 percent of Google’s engineering employees and 79 percent of its managers. In a report to the Equal Employment Opportunity Commission last year, Google said that of its 36 executives and top-ranking managers, just three are women.
Google’s leaders say they are unhappy about the firm’s poor gender diversity, and about the severe underrepresentation of blacks and Hispanics among its work force.
And so they are undertaking a long-term effort to improve these numbers, the centerpiece of which is a series of workshops aimed at making Google’s culture more accepting of diversity.
There’s just one problem: The company has no solid evidence that the workshops, or many of its other efforts to improve diversity, are actually working.
In some ways Google’s plan to fix its diversity issues resembles many of its most ambitious product ideas, from self-driving cars to wiring the country for superfast Internet.
Google says its plan isn’t one-shot. It points out that it has been trying to improve its diversity for years by sponsoring programs to increase the number of women and minorities who go into tech, and meticulously studying the way it hires people in an effort to reduce bias.
In May after pressure from civil rights leaders, the company published a report documenting the sex and race of its employees “to be candid about the issues,” Laszlo Bock, Google’s executive in charge of human resources, wrote at the time.
Google’s disclosure prompted a wave of similar reports across the industry, with Facebook, Apple, Yahoo and other tech giants issuing similarly dismal numbers about their work forces.
Google’s diversity training workshops, which began last year and which more than half of Google’s nearly 49,000 employees have attended, are based on an emerging field of research in social psychology known as unconscious bias. These are the hidden, reflexive preferences that shape most people’s worldviews, and that can profoundly affect how welcoming and open a workplace is to different people and ideas.
Google’s interest in hidden biases was sparked in 2012, when Mr. Bock read an article in The New York Times about a study that showed systematic discrimination against female applicants for scientific jobs in academia. The effect was so pervasive that researchers theorized the discrimination must be governed by unconscious cultural biases rather than overt sexism.
Mr. Bock wondered how such unconscious biases were playing out at Google. “This is a pretty genteel environment, and you don’t usually see outright manifestations of bias,” he said. “Occasionally you’ll have some idiot do something stupid and hurtful, and I like to fire those people.”
But Mr. Bock suspected that the more pernicious bias was most likely pervasive and hidden, a deep-set part of the culture rather than the work of a few loudmouth sexists.
Improving diversity wasn’t just a feel-good goal for Google. Citing research that shows diverse teams can be more creative than homogeneous ones, Mr. Bock argued that a diverse work force could be good for Google’s business. Could Google investigate how biases were affecting people’s work — and, more important, could it change its own culture?
Google’s human resources group, which goes by the name People Operations, functions like a graduate school research lab, with staff scientists who are constantly analyzing the company’s internal operations. Mr. Bock asked one of these researchers, Brian Welle, to begin a project on hidden biases. After a few months, Dr. Welle came up with a 90-minute lecture targeted specifically at a skeptical, scientifically minded Google employee.
Google offered several anecdotes that seem to indicate a less biased culture as a result of the training. Not long ago the company opened a new building, and someone spotted the fact that all the conference rooms were named after male scientists; in the past, that might have gone unmentioned, but this time the names were changed.
During one recent promotion meeting in which a group of male managers were deciding the fate of a female engineer, a senior manager who had been through the bias training cautioned his colleagues to remember that they were all men — and thus might not be able to fully appreciate the different roles women perform in engineering groups. “Just raising the awareness was enough for people to think about it,” Mr. Bock said. The woman was promoted.

Want to enjoy more abroad cultures, or know more and dating with Asian girls please log in our dating website: http://www.perdate.com/.
You can download our mobile apps in Apple Store or Google Shop by searching "perdate". For Android, you can also download app from 360 Security Assistant or search and download it from Google play.