As a company seeking to improve the health of millions of people around the world, Boston Scientific understood how unconscious bias impacts outcomes in healthcare. They also realized the role it might be playing in their ability to attract, develop, promote and retain top talent of all backgrounds. Committed to attaining BSC’s mission of transforming patient lives around the world, Boston Scientific’s CEO championed managing potential unconscious bias in talent decisions and ensuring his team had the tools to behaviorally mitigate the impact of their own unconscious bias in talent planning.
LCW worked with executive leadership at the end of 2016 to customize Managing Bias in Talent Review. This highly successful session prompted a cascade of organization-wide requests for unconscious bias solutions globally. Soon, Boston Scientific licensed Introduction to Managing Unconscious Bias eLearning modules in multiple languages along with face-to-face unconscious bias workshops for thousands of leaders and team members across Europe, the US, and Latin America.
The appetite for deeper programming grew as we partnered with Boston Scientific to develop custom workshops on topics such as gender and generational diversity along with a nine-month cross-cultural learning program for HR leaders. As the impact of these programs started to take hold, Boston Scientific partnered with LCW to explore the stories beneath their engagement survey data and identify areas where unconscious bias might yet exist in their talent systems. BSC was committed to using such insights to drive measurable progress and behavioral change, and so launched its 10/20/40 program in 2018 to drive equal opportunities for growth among its talent worldwide.
“The day after you met with the Executive Committee (EC), we had a two-day talent review offsite. We heard the CEO and EC respectfully challenge each other during our review process and use the bias terminology you just introduced. Some even referenced the handouts you provided. You had a real impact on the discussions. Several EC members were already making plans to cascade the tools to their teams and continue the process.”
After participating in the initial “Managing Bias in Talent Review” program, executives actively challenged each other the next day during their scheduled talent planning discussions.
Today the entire organization has been trained on unconscious and is now working to drive next level change by rooting out bias across talent systems and processes.
The 10/20/40 plan’s success has BSC aspiring to new goals to ensure they keep driving the organization forward as a global leader for top talent.