Case Studies

At the inception of this venture, the multinational software titan, SAP, recognized a significant oversight in their recruitment strategy: they had largely overlooked individuals on the autism spectrum—a dynamic and underutilized talent reservoir. Motivated to enrich their talent pool and foster a culture of inclusivity, SAP launched the "Autism at Work" program.

This ambitious initiative set a quantifiable target: to ensure that at least 1% of its workforce included individuals on the autism spectrum. However, SAP quickly realized that simply tweaking hiring protocols would not suffice. The challenge demanded a more comprehensive approach, prompting the company to expand its focus beyond corporate boundaries to include broader educational and community outreach efforts.

SAP undertook initiatives to enhance educational opportunities and reshape public perceptions about the capabilities of individuals with autism. They also provided resources and training to other businesses on the benefits of integrating neurodiverse talent into their teams and the best practices for doing so.

While SAP had yet to meet its initial hiring goal at the time of the report, the impact of "Autism at Work" had already been profound and far-reaching. Not only did it improve opportunities for individuals with autism, but it also set a precedent for other corporations, demonstrating the untapped potential within this diverse group and the value of a truly inclusive workforce.

Read the Article:

Velasco, J. (2022, April 27). SAP’s 9-year Neurodiversity Journey, 50 years in the making. LinkedIn. https://www.linkedin.com/pulse/saps-9-year-neurodiversity-journey-50-years-making-jos%C3%A9-velasco/ 

A medium-sized law firm in the United States was confronting a significant challenge that many organizations face: unconscious biases influencing performance evaluations and, consequently, affecting career trajectories and organizational strength. An internal audit of their review processes revealed distinct patterns of bias:

- 83% of Black men were consistently commended for their "good attitude," compared to just 46% of white men.

- 27% of white women received praise for being "friendly and warm," in contrast to only 10% of white men.

- 43% of people of color and 31% of white women had their evaluations include at least one noted mistake, while only 26% of white men experienced similar critiques.

These findings highlighted a troubling but not uncommon issue: performance reviews often reflected personal biases rather than objective merit, disadvantaging women, people of color, and other marginalized groups. Such biases can unintentionally shape the decisions about who gets promoted or receives raises, ultimately influencing the entire fabric of the organization.

Recognizing the need for change, the law firm partnered with the Center for Work Life Law to tackle these ingrained biases head-on. Their collaborative efforts led to the development of tailored interventions designed to promote fairness and equity within the firm. Key among these interventions was a one-hour managerial training focused on recognizing and mitigating bias, coupled with a revised performance evaluation form that emphasized competencies and tangible evidence over subjective judgment.

This systemic approach not only aimed to enhance fairness in performance reviews but also sought to establish a meritocracy where promotions and opportunities are based on actual performance, thereby strengthening the organization's overall effectiveness and inclusivity.

Read The Article:

Williams, Joan C., et al. “How One Company Worked to Root out Bias from Performance Reviews.” Harvard Business Review, 21 Apr. 2021, hbr.org/2021/04/how-one-company-worked-to-root-out-bias-from-performance-reviews.