「釋義」

“泄漏管道”的比喻描述了女性在科學(xué)、技術(shù)、工程和數(shù)學(xué)（STEM）領(lǐng)域成為代表不足的少數(shù)群體。在數(shù)學(xué)和工程領(lǐng)域，這種不平衡在本科之前就開(kāi)始了，選擇這些領(lǐng)域做專(zhuān)業(yè)的女性人數(shù)較少。相反，在生物和生命科學(xué)領(lǐng)域，女性占獲得博士學(xué)位學(xué)生的一半以上，但大多數(shù)女性未能在學(xué)術(shù)界獲得終身教職。

研究表明，科學(xué)界的女性比男性同行更可能強(qiáng)調(diào)生活與工作的平衡。此外，男性博士后比女性博士后更希望自己的伴侶為自己做出事業(yè)上的犧牲。麻省理工學(xué)院最近發(fā)表的一篇文章列舉了這些原因以及更多的原因，來(lái)描述為什么女性會(huì)從學(xué)術(shù)界“泄漏”到其他職業(yè)道路上。

「應(yīng)用場(chǎng)景」

這不是唯一解決之道。當(dāng)公司發(fā)現(xiàn)兩性整體成功率差異，或影響效率的關(guān)鍵行為差異時(shí)，它們可以積極在組織中尋找可能導(dǎo)致這些差異的因素，然后通過(guò)實(shí)踐來(lái)改變這些因素。

Things don’t have to be this way. When companies observe differences in the overall success rates of women and men, or in behaviors that are critical to effectiveness, they can actively seek to understand the organizational conditions that might be responsible, and then they can experiment with changing those conditions.

例如，某睿智的常務(wù)董事為她所在職業(yè)服務(wù)公司的“泄露管道”（leaky pipeline，指組織高層越往上走，女性越少的現(xiàn)象——譯者注）感到憂心。她對(duì)女性在生育后“選擇性退出”表示懷疑，因此進(jìn)行了調(diào)研，她發(fā)現(xiàn)女性離開(kāi)公司的原因之一是績(jī)效評(píng)估體系。管理者在為直接下屬評(píng)分時(shí)，必須參考強(qiáng)制正態(tài)分布標(biāo)準(zhǔn)。因?yàn)榭?jī)效與那些工作滿全年的同事進(jìn)行比較，因生育請(qǐng)假的女性不太可能獲得最高評(píng)分。

Consider the example of a savvy managing director concerned about the leaky pipeline at her professional services firm. Skeptical that women were simply “opting out” following the birth of a child, she investigated and found that one reason women were leaving the firm stemmed from the performance appraisal system: Supervisors had to adhere to a forced distribution when rating their direct reports, and women who had taken parental leave were unlikely to receive the highest rating because their performance was ranked against that of peers who had worked a full year. Getting less than top marks not only hurt their chances of promotion but also sent a demoralizing message that being a mother was incompatible with being on a partner track. However, the fix was relatively easy: The company decided to reserve the forced distribution for employees who worked the full year, while those with long leaves could roll over their rating from the prior year. That applied to both men and women, but the policy was most heavily used by new mothers. The change gave women more incentive to return from maternity leave and helped keep them on track for advancement. Having more mothers stay on track, in turn, helped chip away at assumptions within the firm about women’s work/family preferences.

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以上文字選自《哈佛商業(yè)評(píng)論》中文版2018年6月刊《男女差別的普遍誤區(qū)》

凱瑟琳·汀斯利、羅賓·艾利?| 文

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