A new study says minority employees are often perceived to be less competent, even in their own eyes. But managers can fix that.
一個新的研究表明，少數(shù)族群在職場上往往被貼上“能力不夠”的標(biāo)簽，甚至連他們自己也這么認(rèn)為。不過，主管們能夠解決這個問題。

No question about it, companies’ campaigns to hire and promote more minorities (including, in some industries, women) have created workplaces that do a far better job of reflecting the growing diversity of the U.S. population than was true even a decade ago. Yet some employers are puzzled by the stubborn fact that such hires don’t move up as often or as fast as their credentials suggest they might, and some don’t even stay. Why？
不可否認(rèn)的是，相比十年前，如今美國公司在雇傭和提拔少數(shù)族群（有些領(lǐng)域里的女性）方面，更加廣泛地體現(xiàn)了工作場合的多元化。然而，讓很多雇主不解的是，這部分少數(shù)人群的晉升速度通常不能和他們所取得的資格證書相匹配，有些甚至還不能晉升。這是為什么呢？

One possible reason that’s usually too subtle to be mentioned in an exit interview: “Diversity hires” are often assumed by other employees to have been hired for their sex or their skin color alone, not because they’re qualified for their jobs — and that stigma even rubs off on the individuals themselves, so they either stop trying to get ahead or else just quit. That’s according to a new study, led by three business school professors, that analyzed earlier research covering 6,432 employees.
其中一個可能的原因，也是他們不愿意在離職面談中提及的是：“雇傭少數(shù)族群”會被其他的員工認(rèn)為雇主只是因?yàn)樗麄兊哪w色和性別而錄用他們，而非他們能力本身。這種偏見甚至影響到了少數(shù)族群個人本身，以至于他們不去嘗試往上爬，甚至直接辭職。這個結(jié)果是基于一項(xiàng)由三位大學(xué)教授牽頭的研究，該研究覆蓋到了6432名雇員。

“People have all kinds of assumptions about what ‘a(chǎn)ffirmative action’ or ‘diversity programs’ mean,” notes David Mayer, one of the study’s authors, who teaches management at the University of Michigan’s Ross School of Business. “Unfortunately, plenty of employees think it’s about hiring people who are less qualified, just because they’re a member of a minority group.”
“每個人對于平權(quán)舉措或多元政策的理解都不一樣，”David Mayer，本研究指導(dǎo)者之一，目前在美國密歇根大學(xué)羅斯商學(xué)院教授管理學(xué)課程?！安恍业氖牵簧俟蛦T認(rèn)為平權(quán)舉措是指雇傭能力較低的人，而且僅僅是因?yàn)樗麄兪巧贁?shù)族群。”

The study, which will be published later this month in the Academy of Management Journal, found that belief, which usually goes unspoken, can make some employees perceive minority colleagues as “l(fā)ess likeable,” Mayer says. “They’re seen as having an unfair, unearned advantage in the competition for scarce resources like raises and promotions.” The predictable result, as time goes by, is that few minorities stick around long enough to reach senior positions — the opposite of what diversity efforts are intended to achieve.
這個研究報(bào)告將會在本月的《管理學(xué)學(xué)術(shù)期刊》上發(fā)表，研究發(fā)現(xiàn)，通常不被提及的信仰，使得少數(shù)族群員工不受其他族群的員工的歡迎。Mayer說。“他們通常遭受不公平的對待，與其他人相比，缺少更多加薪和晉升機(jī)會等非勞力利益資源?！毖芯拷Y(jié)果預(yù)測，隨著時間的推移，會有越來越少的人繼續(xù)堅(jiān)守職位到晉升的那一刻，這也是趨向員工多樣性的表現(xiàn)。

That’s discouraging, but there’s a relatively simple fix. Instead of assuming that everyone knows a new employee was hired based on his or her qualifications, spell it out.
這也是人們所不想看到的，不過，確實(shí)有一個簡單的解決方法。那就是把每個人的錄用資格清楚說明白，而不是憑空猜測。

“An email memo from a fairly senior manager welcoming the new person and describing his or her education, experience, and special knowledge can really make a big difference,” Mayer says. “If someone was hired partly because she has a lot of experience in a particular market the company wants to get into, for example, say that. Don’t assume people will discover it on their own, or that the new employee is even aware that that’s why he or she was hired.”
“如果一個高級經(jīng)理在郵件通知里描述清楚新入員工的教育背景，工作經(jīng)歷，特殊技能等，這會起到很大的作用”Mayer說，“如果一個人被錄用一定程度上是因?yàn)樗哂写罅抗舅枰奶厥忸I(lǐng)域的工作經(jīng)驗(yàn)，那么就把它說清楚。不要以為他人會發(fā)現(xiàn)，又或者以為雇員能夠意識到自己為什么會被雇用?！?/div>

The likeability factor is more complicated, but Mayer says his research suggests companies can tackle it by “creating an environment where people are encouraged to get to know each other as more than just coworkers, and where employees are allowed to bring their outside selves to work with them. The better people know each other as individuals, the less backlash there is against diversity.”
雇員的受歡迎度則是更復(fù)雜的概念，不過Mayer認(rèn)為他的研究表明，能夠通過以下方法來解決這個問題——創(chuàng)造新的工作環(huán)境，在這個環(huán)境里鼓勵大家互相了解，這樣的話，他們不僅僅是同事的關(guān)系，還可以把外在的自我?guī)У焦ぷ鲌龊?。人們互相了解得越多，種族多樣性的強(qiáng)烈反映就會越小。

Both the welcome memo and the collegial culture are “really best practices in any workplace, regardless of whether there’s a diversity effort going on,” Mayer adds. “It’s a matter of just a little more transparency. Companies often forget that employees want to know the reasons behind decisions” — even, or especially, diversity hires.
“不管落實(shí)多元化聘用有多困難，新人歡迎郵件和大學(xué)文化在任何工作場合都是非常好的實(shí)踐活動，”Mayer說，“我們需要的是更多一點(diǎn)的透明度。公司經(jīng)常忽略員工想要知道公司決策背后的原因”，尤其是，雇傭少數(shù)族群。