【HR术语】什么是亲和偏见？（What is affinity bias?）
什么是亲和偏见？
亲和力偏差，也被称为相似性偏差，是人类无意识地倾向于其他具有相似背景、兴趣和信仰的人的一种倾向。虽然我们可能会认为自己会根据他人的性格来有意识地选择与之相处，但事实上，我们在选择自己喜欢的人和希望与之相处的人时，并不善于保持客观。更多时候，人们倾向于亲近他人，只是因为他们会让自己联想到自己。
是什么导致了亲和力偏见？
我们可能会倾向于与自己相似的人，这有几个原因。
首先，与自己相似的人在一起是一种肯定。我们更有可能听到自己的观点和想法得到回应和支持，给我们一种被肯定的感觉。
同样，亲缘偏好让我们避免与其他不同的观点发生冲突，因为我们可能会觉得接受这些观点具有挑战性。
认识到亲缘偏见本质上是一种捷径也是很有帮助的，它可以让我们的大脑跳过真正的批判性思考，简单地将 "与我相似 "与 "好 "和 "值得纳入我的生活 "联系起来，从而节省宝贵的能量。
亲和偏差的影响
不幸的是，有时捷径会让我们迷失方向，而亲缘偏好也会带来一定的负面影响。由于不自觉地倾向于与我们相似的人，我们错过了认识许多迷人的、有价值的人的机会。
我们最终会反复强化自己的观点和文化信仰。缺乏差异或挑战会导致我们无法看清自己的世界观，使我们缺乏同理心和理解力，有时甚至会对与我们 "不同 "的人产生恐惧。
招聘中的亲和偏见
亲和偏见最隐蔽、最有害的地方之一就是招聘。毕竟，招聘人员、招聘经理和人力资源领导者也难免会受到无意识偏见的影响。
因此，尽管招聘团队可能认为他们在客观地选择最佳候选人，但他们可能在不知不觉中选择了那些与他们长相和思维相似、背景相似的人。这在最好的情况下有可能造成同质化的工作场所，在最坏的情况下有可能造成非包容性、歧视性的工作场所。
亲和偏见有哪些例子？
亲缘偏见会以多种方式偷偷出现在你的思维中。例如，你可能会因为某人和你上同一所大学，就认为他受过良好教育；或者因为某人曾在你工作过的同一家公司工作过，就认为他胜任某个职位。
这种思维方式会以多种方式影响组织。工作场所亲缘偏见的一些例子包括：
聘用不符合特定职位要求的候选人
放弃值得晋升的人
领导者否定不同的新想法
忽视对员工的表扬和奖励
亲和力偏见最终会损害组织的员工、公司文化和生产力。
亲和偏见与多样性和包容性之间有什么联系？
需要考虑的一个重要问题是，亲和力偏见会如何影响贵组织的 DEI&B。因为当招聘人员和领导者总是聘用、晋升和培养与自己相似的人时，就会造成员工队伍中充斥着相同背景的人，从而破坏了多样性。这种无意识的偏见是包容性的障碍之一，它使少数群体身份的人无法在各级劳动力队伍中享有平等的代表权。
如何避免亲和偏见？
由于亲和偏见的危害性很大，人力资源领导者必须意识到并积极预防和扭转亲和偏见。有几种方法可以做到这一点：
公开谈论亲和偏见，以便人们在工作中更容易识别亲和偏见
让不同背景的多人参与招聘和晋升决策
在招聘过程中采用匿名和随机的方式
为包括 C 级、人力资源、经理和团队成员在内的所有人举办无意识偏见培训
为什么现代人力资源团队应该意识到亲和偏见？
我们无法控制作为人类自然持有的无意识偏见。但是，当这些偏见会对我们组织的文化、包容性和成功产生负面影响时，我们就有责任学习如何减少亲和偏见。采取积极措施，消除我们自己的内部偏见，最终将使决策更具战略性，工作场所更加公平。
以下为文章原文：
What is affinity bias?
Affinity bias, also referred to as similarity bias, is the unconscious human tendency to gravitate toward other people with similar backgrounds, interests, and beliefs. While we may think that we actively make conscious choices to surround ourselves with people based on their character, the reality is that we aren’t very good at being objective when choosing who we like and want to be around. More often than not, people tend to gravitate towards others simply because they remind them of themselves.
What causes affinity bias?
There are several reasons why we might gravitate toward people like us.
First, being around others like ourselves is affirming. We’re more likely to hear our opinions and thoughts echoed and upheld, giving us a sense of validation.
Similarly, affinity bias allows us to avoid confrontation with other, different points of view that we may find challenging to accept.
It’s also helpful to realize that affinity bias is essentially a shortcut, allowing our brains to save valuable energy by skipping real critical thinking and simply associating “similar to me” with “good” and “worth including in my life.”
Effects of affinity bias
Unfortunately, sometimes shortcuts get us lost, and affinity bias comes with its fair share of negative impacts. By unconsciously gravitating toward people similar to us, we miss out on the opportunity to get to know many fascinating, worthwhile people.
We end up reinforcing our opinions and cultural beliefs repeatedly. The lack of difference or challenge can lead to an inability to see past our own worldview, making us less empathetic and understanding and sometimes even leading to a fear of others who are “different” from us.
Affinity bias in hiring
One of the places where affinity bias is most insidious and harmful is in hiring. After all, recruiters, hiring managers, and HR leaders are not immune to unconscious bias.
So while hiring teams may think they’re objectively choosing the best candidates, they may be picking people who look and think like them and come from similar backgrounds without even realizing it. This risks creating a homogenous workplace at best and a non-inclusive, discriminatory workplace at worst.
What are some examples of affinity bias?
There are many ways in which affinity bias can sneakily show up in your thinking. For example, you might assume that a person is well-educated because they went to the same university as you or that somebody is qualified for a role because they previously worked at the same company you did.
This type of thinking can affect an organization in multiple ways. Some examples of affinity bias in the workplace include:
Hiring candidates who are not the most qualified for a given role
Passing over deserving people for promotions
Leaders dismissing new, different ideas
Overlooking people for praise and rewards
Ultimately, affinity bias can harm your organization’s people, your company culture, and your productivity.
What’s the connection between affinity bias and diversity and inclusion?
One important thing to consider is how affinity bias can affect your organization’s DEI&B. Because when recruiters and leaders are always hiring, promoting, and nurturing people similar to themselves, it creates a workforce full of people of the same backgrounds, destroying diversity. This unconscious bias is one of the barriers to inclusivity that keeps people of minority identities from equal representation in the workforce on all levels.
What can you do to avoid affinity bias?
Because it can be so harmful, HR leaders must be aware of and actively work toward preventing and reversing affinity bias. There are several ways to do this:
Speak openly about affinity bias, so people can more easily identify it at work
Involve multiple people of different backgrounds in hiring and promotion decisions
Introduce anonymity and randomization to the recruitment process
Hold unconscious bias training for everyone, including C-levels, HR, managers, and team members
Why should modern HR teams be aware of affinity bias?
We can’t control the unconscious biases we naturally hold as human beings. But when they can negatively impact our organization’s culture, inclusivity, and success, it becomes our duty to learn how to mitigate affinity bias. Taking active steps toward dismantling our own internal biases will ultimately make for better, more strategic decision-making and a more equitable workplace.
DEIB
2024年08月12日
DEIB
【HR术语】什么是工作场所的 DEI&B？（What is DEI&B in the workplace?）
什么是工作场所的 DEI&B？
工作场所的多样性、公平性、包容性和归属感（DEI&B）是相互交织的价值观，涉及聘用不同背景和观点的个人，并全心全意地鼓励他们参与。
多样性通常包括不同的平等代表权：
种族
年龄
性别
性取向
生活方式
才能
个性特征
身体残疾
个人信仰
工作场所的多样性有哪些不同类型？
实现工作场所多元化的方法多种多样。让我们来看看公司努力纳入的四种常见多样性类型：
内部多样性是指一个人与生俱来的条件，包括：
比赛
种族
年龄
外部多样性是指一个人的素质会随着时间的推移而发生变化，包括：
教育
个人兴趣
技能
社会经济地位
组织多样性是指根据人们的工作状况对其进行分类的不同方式，如：
工作
工作地点
部门
资历级别
世界观多样性包括具有以下不同观点的人：
政治信仰
世界观
道德价值观
多样性与包容性有何区别？
多样性是指不同的人共同组成一个公司。全纳是指公司如何将人们融合成一个有凝聚力的整体。您的公司可能由来自不同文化、政治背景和年龄的人组成。
然而，要想包容每一个人，就必须对人们的差异给予接纳、心理安全和重视。此外，包容还能为多样性提供沃土，促进对话、创新、公司发展和改进。
什么是工作场所的公平？
公平是指根据每个人的独特需求，为他们提供公平的机会。公平的例子包括
为公司每个人提供相同数量的假期和 PTO 日，并允许他们随意使用。这种政策考虑到了不同文化背景的人可能有不同的需求。
招聘做法透明。从一开始就对薪酬和工作要求保持透明的组织往往能够吸引更多不同的候选人，这有助于打造一支更加多元化、公平和包容的员工队伍。
为所有团队成员提供职业发展机会。这可以促进整个组织的公平。无论部门、资历、任期或背景如何，如果每个人都能获得发展机会，那么每个人都能茁壮成长。
什么是工作场所归属感？
工作中的归属感是指人们被同事和整个组织所接受的感觉。当一个人感到自己有归属感时，就意味着他感到自己被重视，并有足够的安全感，可以在工作中展现完整的自我。
工作中的多样性和包容性有哪些好处和挑战？
许多千禧一代认为，多元化和包容性是工作文化中必不可少且有益的方面。根据盖洛普的研究，在工作场所强调这些价值观可以提高：
参与度
工作满意度
留住人才
福利
利润
绩效
创新
但是，成功整合多元化和包容性并不简单。要准确判断组织的多元化和包容性程度，以及各项措施的成效如何，是一件非常困难的事情。这就是 D&I 指标的作用所在。
如何衡量工作场所的多元化与包容性？
由于多样性和包容性是多方面的，定性和定量研究可以帮助您更好地了解当前的 DEI&B 状况。要衡量企业的 DEI&B 状况，可以从多样性和包容性指标入手，这些指标可以帮助企业评估其 DEI&B 状况和举措。常见的 DEI&B 指标包括：
候选人统计数据
晋升和晋级率
留任率和离职率
整个组织的多样性
如何改善工作场所的 DEI&B？
人力资源专业人士可以通过以下五个步骤来提高工作场所的 DEI&B：
远程招聘。远程招聘使人力资源领导者能够从各种背景、环境和地理位置进行招聘。远程招聘还能让人力资源部门招聘到原本可能无法工作的专业人员，如身体残疾或患有慢性疾病的人员。
教育。尊重是建立一支健康、多元化员工队伍的先决条件。人力资源领导者可以定期举办多元化和包容性培训课程，教育员工尊重他人，促进建设性对话和分歧、成长和创新。
建立员工与管理者的关系。人力资源领导者可以通过引导管理者与团队成员建立相互信任的关系来促进归属感。这首先要从相互尊重的沟通和公开对话开始。
培养员工的优势。人力资源领导者和管理者可以肯定专业人员的成就和才能，激励他们继续贡献高质量的工作。
制定透明的指导方针。在公司行为准则中处理多元化和包容性问题，有助于管理者为员工提供适当的支持，明确他们的权利，并使工作行为与公司价值观保持一致。
工作场所的 DEI&B 如何改善公司文化？
多元化和包容性可以促进一种统一的文化，鼓励人们分享想法并重视不同的观点。为讨论和思想多样性创造一个积极的环境，能让企业文化充满活力、成长性和吸引力，让人们愿意成为其中的一员。
人力资源技术如何帮助应对 DEI&B 挑战？
人力资源技术使公司能够更有效地组织和分析数据。与临时性的 DEI&B 方法相比，人力资源技术采取了系统性的方法，以确保
准确的 DEI&B 指标
减少招聘过程中的无意识偏见
多元化群体的晋升、职业发展、保留和参与
便于人力资源部门和所有管理人员获取数据
为什么 DEI&B 应成为现代人力资源战略的一部分？
DEI&B 让企业能够照照镜子，问一问："我们是如何为各种背景和信仰的人提供平等机会的？虽然企业不能强制推行 DEI&B，但纳入 DEI&B 的举措有助于企业将工作机会扩展到每个人，无论他们是谁，来自哪里。将 DEI&B 纳入人力资源战略，有助于企业在将不同群体的人纳入员工队伍的同时，更加专注于实现业务目标。
以下为文章原文：
What is DEI&B in the workplace?
Diversity, equity, inclusion, and belonging (DEI&B) in the workplace are intertwined values that involve hiring individuals of different backgrounds and perspectives and wholeheartedly encouraging their participation.
Diversity often includes equal representation of different:
Ethnicities
Ages
Genders
Sexual orientations
Lifestyles
Talent
Personality characteristics
Physical disabilities
Personal beliefs
What are the different types of diversity in the workplace?
There are endless ways to approach diversity at work. Let’s take a look at four common types of diversity that companies strive to incorporate:
Internal diversity implies the conditions that a person is born into and includes:
Race
Ethnicity
Age
External diversity refers to the qualities of a person that can change over time and can consist of:
Education
Personal interests
Skills
Socioeconomic status
Organizational diversity concerns the different ways of categorizing people based on their work status, such as:
Job
Work location
Department
Seniority level
World-view diversity includes people with different:
Political beliefs
World outlook
Moral values
What is the difference between diversity and inclusion?
Diversity refers to the different people who come together to make up a company. Inclusion is how the company weaves people together into one cohesive unit. Your company may have a diverse makeup of people from different cultural and political backgrounds and ages.
However, to include everyone, there must be acceptance, psychological safety, and value of people’s differences. Furthermore, inclusion provides fertile ground for diversity, leading to dialogue, innovation, company development, and improvement.
What is equity in the workplace?
Equity involves providing your people with fair opportunities according to each of their unique needs. Some examples of equity include:
Providing everyone in the company the same amount of holiday and PTO days and allowing them to use them however they see fit. This kind of policy accounts for the fact that people from different cultural backgrounds may have different needs.
Having transparent hiring practices. Organizations that are transparent about pay and job requirements from the beginning are often able to attract a more diverse pool of candidates, which helps create a more diverse, equitable, and inclusive workforce.
Offering professional development to all team members. This promotes equity across the organization. When everyone—regardless of department, seniority, tenure, or background—receives the opportunity to develop, it enables everyone to thrive.
What is workplace belonging?
Belonging in the context of work refers to people’s sense of being accepted by their colleagues and the organization as a whole. When someone feels they belong, it means they feel valued and safe enough to bring their whole selves to work.
What are the benefits and challenges of diversity and inclusion at work?
Many Millennials believe that diversity and inclusion are essential and beneficial aspects of work culture. According to Gallup, emphasizing these values in the workplace increases:
Engagement
Job satisfaction
Retention
Wellbeing
Profit
Performance
Innovation
But integrating diversity and inclusion successfully isn’t simple. It’s difficult to determine exactly how diverse and inclusive your organization is and how effective your initiatives are. This is where D&I metrics come in.
How can you measure DEI&B in the workplace?
Because diversity and inclusion are multidimensional, qualitative and quantitative research can help you better understand the current state of your DEI&B. To measure DEI&B, start with the diversity and inclusion metrics that help companies assess their DEI&B status and initiatives. Common DEI&B metrics include:
Candidate demographics
Advancement and promotion rate
Retention and turnover
Diversity throughout the entire organization
How can you improve DEI&B in the workplace?
HR professionals can boost DEI&B with these five steps:
Hire remotely. Remote hiring enables HR leaders to recruit from a wide range of backgrounds, circumstances, and geographical locations. Remote hiring also allows HR to hire professionals who may not otherwise be able to work, such as those who suffer from debilitating physical disabilities or chronic illnesses.
Educate. Respect is a prerequisite for a healthy, heterogeneous workforce. HR leaders can run periodic diversity and inclusion training sessions to educate people on respectful communication that nurtures constructive dialogue and disagreement, growth, and innovation.
Build employee-manager relationships. HR leaders can promote a sense of belonging by guiding managers to establish trusting relationships with team members. This begins with respectful communication and open dialogue.
Nurture people’s strengths. HR leaders and managers can acknowledge professionals’ achievements and talents to motivate them to continue contributing quality work.
Create transparent guidelines. Addressing diversity and inclusion in the company code of conduct helps managers properly support people, clarify their rights, and keep work conduct aligned with company values.
How can DEI&B in the workplace improve company culture?
Diversity and inclusion can promote a unified culture that encourages people to share ideas and value differing points of view. Creating a positive environment for discussion and diversity of thought enables a vibrant, growth-minded, and engaging culture that people want to be a part of.
How does HR tech help with DEI&B challenges?
HR tech enables companies to organize and analyze their data more efficiently. Rather than taking an ad hoc approach to DEI&B, HR tech takes a systematic one to ensure:
Accurate DEI&B metrics
Reduced unconscious bias in the hiring process
Promotions, career development, retention, and engagement of diverse groups
Easily accessible data for HR and all managers
Why should DEI&B be part of modern HR strategy?
DEI&B allows companies to look in the mirror and ask, “What are we doing to offer equal opportunities to people of all backgrounds and beliefs?” While companies can’t force DEI&B, incorporating DEI&B initiatives assist the organization in extending work opportunities to everyone, no matter who they are and where they come from. Including DEI&B in the HR strategy helps companies hyperfocus on achieving business goals while integrating a varied group of individuals into the workforce.
【HR术语】什么是工作场所的年龄歧视？(What is ageism in the workplace?)
什么是工作场所的年龄歧视？
职场中的年龄歧视，又称年龄偏见，是指人们因年龄而歧视同事和其他专业人员。
老龄歧视的形式多种多样，既可能发生在工作场所的年轻人身上，也可能发生在老年人身上。
年龄歧视是建立在对与年龄有关的陈规定型观念的信念之上的，例如，年龄较大的专业人员工作效率较低，无法适应新技术，或者年轻的专业人员工作积极性较低。
对这些刻板印象的相信会对公司及其文化产生破坏性影响。
工作场所中的年龄歧视有哪些例子？
年龄歧视可能以不同的形式出现，既有微妙的，也有明显的。一些年龄偏见的例子包括
由于年龄原因，将专业人员排除在培训机会、加薪和晋升之外
只解雇年龄较大的专业人员
因为年龄而拒绝聘用合格的求职者
在招聘启事中使用不鼓励某些年龄组的人申请的语言
就某人的年龄开冒犯性的玩笑或发表冒犯性的言论
粗暴对待反对年龄歧视的专业人士（即所谓的 "伤害"）
因为某项任务涉及新技术，就认为老年人不具备处理该任务的技能
因为团队成员 "太年轻 "或 "太老"，而忽视他们参与具有挑战性的项目
因为专业人员的年龄而将他们排除在重要会议和决策之外，或将他们排除在工作聚会之外
鼓励专业人员退休
当年长或年轻的专业人员犯类似错误时，对他们的批评多于其他团队成员
为什么要将避免年龄歧视作为人力资源战略的一部分？
工作场所中任何形式的歧视都只会损害公司的成功和声誉。
年龄歧视也不例外。
一个提倡 DEI&B 并没有年龄歧视的工作场所不仅能赢得员工的青睐，还能提高员工留任率，降低离职成本。
研究表明，多元化和包容性的工作场所也会带来更大的收入增长。
通过制定避免老龄歧视的战略，您将确保您的工作场所更具生产力、参与性和创新性，并能做出更好的决策。
这是因为各代人之间的平衡性很好；这为您提供了广泛的视角和技能，为公司的长期成功奠定了基础。
如何防止职场中的年龄歧视？
要防止职场中的年龄歧视，您可以
查看你的 DEI&B 指标，全面评估你公司的情况。您可以使用 "DE&I 面板 "来检查人力资源数据，并确定哪些领域受到年龄偏见的影响（如果有的话）。
检查公司政策和做法，确保它们具有包容性。
制定反对年龄歧视的政策，明确规定团队成员在工作中应如何应对各种形式的年龄歧视。
为招聘经理和主管提供培训，防止在招聘中出现年龄偏见。
在招聘启事中避免使用与年龄相关的语言。
确保所有合格的专业人员都能平等地获得晋升、加薪和培训机会。
在工作聚会和团队建设会议上，让每个人都感到自己被接纳。
为老年专业人员创造灵活的工作安排。
鼓励代际辅导，打破陈规。这样可以让年长和年轻的团队成员相互学习，建立牢固的工作关系。
年龄歧视如何影响企业文化？
工作场所的年龄偏见会对公司文化产生负面影响。
专业人士不会感到公司关心他们，因此工作满意度、生产力和参与度都会降低。
年龄歧视也会造成士气低落、对公司忠诚度降低的怨恨氛围。在一个缺乏支持和包容性的环境中，人们不会愿意长久待下去，这意味着离职率会上升。
这会形成一个负反馈循环，因为年轻或年长专业人员的不断流失会阻碍工作效率，增加与年龄有关的刻板印象。
年龄歧视会造成一种抵制变革的停滞不前的工作环境。它限制了多元化思维，阻止公司迎接新的挑战和机遇。这意味着创新和创造力的减少，而创新和创造力对公司的长期成功至关重要。
以下为文章原文：
What is ageism in the workplace?
Ageism in the workplace, also known as age bias, is when people discriminate against their colleagues and other professionals because of their age.
Ageism takes various forms—it can happen to both younger and older people in the workplace.
Ageism is founded on a belief in age-related stereotypes, such as older professionals being less productive and unable to adapt to new technologies, or younger professionals being less motivated.
The belief in these kinds of stereotypes has a damaging effect on companies and their culture.
What are some examples of ageism in the workplace?
Ageism can appear in different forms, both subtle and obvious. Some age bias examples include:
Excluding professionals from training opportunities, raises, and promotions because of their age
Only firing older professionals
Refusing to hire qualified candidates for a job opening because of their age
Using language in job postings that discourages people from certain age groups from applying
Making offensive jokes and remarks about someone’s age
Treating professionals who speak up against ageism badly (known as victimization)
Assuming an older person doesn’t have the skills to handle a task because it involves new technology
Overlooking team members for challenging projects because they’re “too young” or “too old”
Leaving professionals out of important meetings and decisions or excluding them from work gatherings because of their age
Encouraging a professional to retire
Criticizing an older, or younger, professional more than other team members when they make similar mistakes
Why should avoiding ageism be part of your HR strategy?
Discrimination of any kind in the workplace can only harm the success and reputation of a company.
Ageism is no exception.
A workplace that promotes DEI&B and is free from ageism not only gains the favor of its people but also increases retention rates—reducing turnover costs.
Research shows that a diverse and inclusive workplace yields greater revenue growth too.
By creating a strategy to avoid ageism, you’ll ensure that your workplace is more productive, engaged, and innovative with better decision-making.
That’s because you’ll have a great balance between generations; this gives you a broad range of perspectives and skills that sets your company up for long-term success.
How can you prevent ageism in the workplace?
To prevent ageism in the workplace, you can:
Look at your DEI&B metrics to thoroughly assess your company’s situation. You can use a DE&I dashboard to examine HR data and identify which areas arebeing influenced by age bias, if any.
Examine company policies and practices to make sure that they’re inclusive.
Establish policies against ageism which clearly outline how team members should deal with its various forms at work.
Provide training for hiring managers and supervisors to prevent age bias in hiring.
Avoid age-related language in job postings.
Ensure that promotions, raises, and training opportunities are equally available to all qualified professionals.
Make everyone feel included at work gatherings and in team-building sessions.
Create flexible work arrangements for older professionals.
Break down stereotypes by encouraging intergenerational mentoring. This will allow older and younger team members to learn from each other and create strong working relationships.
How does ageism influence company culture?
Age bias in the workplace has a negative influence on company culture.
Professionals won’t feel that their company cares for them, so there’ll be less job satisfaction, productivity, and engagement.
Ageism creates an atmosphere of resentment with low morale and less company loyalty too. People won’t want to stay for long in an environment that isn’t supportive and inclusive, meaning turnover rates will increase.
This can create a negative feedback loop, since the constant loss of younger or older professionals will hinder productivity and increase age-related stereotypes.
Ageism creates a stagnant work environment that is resistant to change. It limits diverse thinking and stops a company from embracing new challenges and opportunities. That means less innovation and creativity, which are essential for the long-term success of a company.
【美国】多元化，公平，包容和归属（DEIB）技术公司Kanarys获得了500万美元的A轮融资
近期，总部位于加利福尼亚州的多元化，公平，包容和归属（DEIB）技术公司Kanarys获得了500万美元的A轮融资。本轮融资由Seyen Capital领投，Portfolia Rising America，Rackhouse Venture Capital，Revolution's Rise of the Rest Seed Fund等参投。该公司打算利用这笔资金为其执行团队招募和任命六名专注于DEIB、工程、财务、运营、产品营销和销售的关键成员，并进一步扩展Kanarys DEIB技术平台。
具体名单如下：
Albert Fong，被任命为产品营销副总裁。
Cecilia Choi，被任命为运营副总裁。
Chad Stoerp，被任命为财务副总裁。
Dawn Christian，被任命为DEIB执行副总裁。
D'ontreye Nero，被任命为工程副总裁。
Joe Fernandez，被任命为销售副总裁。
在首席执行官Mandy Price的领导下，Kanarys是一家技术公司，专注于提供组织所需的工具，以围绕多元化，公平性和包容性（DEI）挑战进行长期的系统性变革。其平台提供了将DEI纳入组织各个领域所需的框架、基准和数据，以便他们可以跟踪和衡量对业务成果的影响。其创新解决方案确保组织采用数据驱动的方法来应对DEI挑战，查明人才招聘、保留、绩效评估和薪酬实践等领域的DEI盲点，并使公司能够采取有针对性的即时行动。
在短短五年内，Kanarys已发展成为DEIB的行业领导者，为Brands，Silicon Labs，Chuck E. Cheese Corporation，7-Eleven和其他财富500强公司提供服务，并与Prospanica，National Society of Black Engineers和INROADS等建立了战略合作伙伴关系。
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