演讲MP3+双语文稿:如何在办公室之外解决职场性别问题？
听力课堂TED音频栏目主要包括TED演讲的音频MP3及中英双语文稿，供各位英语爱好者学习使用。本文主要内容为演讲MP3+双语文稿:如何在办公室之外解决职场性别问题？，希望你会喜欢！
【演讲人及介绍】 Sara Sanford
性别平等专家萨拉·桑福德希望我们从分享故事转向分享数据，以对抗性别不平等。
【演讲主题】如何在办公室之外解决职场性别问题？
【演讲文稿-中英文】
00:12
A few years ago, I had a corporate feministdream job. Launching a company's national initiative to recruit more femaleemployees. In the finance sector.
几年前，我有一份企业女权主义者梦寐以求的工作。发起了一个公司的全国计划来招募更多的女性员工。在金融领域。
00:24
But first, I had to get the signed-off supportof all department heads. So I spent months perfecting the proposal, presentedit and won the support of almost everyone.
但首先，我必须得到所有部门主管的签字支持。因此，我花了几个月的时间完善这个提案，提出了它，几乎赢得了所有人的支持。
00:38
But in this team, there were two men we'llcall Howard and Tom. Howard just would not get back to me. I emailed him aboutthe proposal, I left him voice mails, I'd roll my chair back and forth duringmeetings, trying to make eye contact with Howard.
但在这支队伍里，有两个人我们叫他们霍华德和汤姆。霍华德就是不回我电话我给他发了邮件，告诉他我的提议，给他留了语音留言，开会的时候我还会来回滚动椅子，试着和霍华德进行眼神交流。
00:55
(Laughter)
（笑声）
00:56
He'd just take out his phone and startscrolling. And then I started to question myself. Had I been diplomatic enoughin that email? Too demanding in that voice mail? Does Howard hate this proposalor am I just overreacting? It's probably just me, I thought.
他只要拿出手机，开始滚动屏幕。然后我开始质疑自己。我在那封邮件里说得够圆滑了吗?语音信箱要求太高?霍华德讨厌这个提议还是我反应过度了?可能只有我一个人，我想
01:18
And then one day, I'm walking down the halland here comes Howard. He's holding a packet of papers, sees me and lights up.He says, "Sara, Tom just emailed this to me, you should take a look. It'sa proposal for us to recruit more women."
然后有一天，我走在走廊上，霍华德来了。他手里拿着一包文件，看见我，就点燃了蜡烛。他说:“莎拉，汤姆刚把这个邮件发给我，你应该看看。这是我们招募更多女性的提议。”
01:35
(Laughter)
(笑声)
01:36
"I think Tom has a really great ideahere, and we should all get behind it." Howard proceeds to hand my ownproposal back to me. And explains to me the many merits of what I wrote.
“我认为汤姆有一个非常棒的主意，我们都应该支持他。”霍华德继续把我的提案交给我。并向我解释我所写的许多优点。
01:49
(Laughter)
(笑声)
01:53
Howard was never against recruiting morewomen. But he needed to hear from a man why it was important to hire morewomen. And as this scene played out, I said nothing. Because I knew somehowthat I was a guest in a place that wasn't meant for me. And so instead ofquestioning my environment, I questioned myself.
霍华德从不反对招募更多的女性。但他需要从一个男人那里听到，为什么雇佣更多女性很重要。当这一幕上演时，我什么也没说。因为我知道我是一个不属于我的地方的客人。所以我没有质疑我的环境，而是质疑我自己。
02:24
I wanted to know how so many talented womenwho worked long hours and started their careers with confidence all becametrained in this kind of self-doubt that makes them say, "It's probablyjust me." How was that still possible? Aren't things getting better?
我想知道为什么那么多有才华的女性长时间工作，满怀信心地开始她们的职业生涯，却都被训练成这种自我怀疑的心态，以至于她们会说:“可能只有我一个人是这样的。”这怎么可能呢?情况没有好转吗?
02:43
Opportunities for women have increased overthe last 50 years. But over the last decade, progress has stalled. Experts havepreviously identified 2059 as the year the wage gap would close. But inSeptember of this year, these same experts announced that according to the mostcurrent data, we'll have to adjust our expectations to the year 2119.
在过去50年里，妇女的机会增加了。但在过去的十年里，进展停滞不前。此前，专家们认为2059年将是工资差距缩小的一年。但在今年9月，这些专家宣布，根据最新的数据，我们将不得不调整我们的预期到2119年
03:10
(Audience murmurs)
(观众杂音)
03:11
One hundred one years from now.
一百年后。
03:15
Looking beyond the wage gap, women arestill underrepresented in leadership, receive less access to senior leaders andare leaving the fastest-growing sectors, such as tech, at 45 percent higherrates than men, citing culture as the primary reason. So what have we beendoing to address gender inequality? Why isn't it working?
除了工资差距，女性在领导岗位上的比例仍然偏低，接触高层领导的机会也更少，而在科技等增长最快的行业中，女性的比例比男性高出45%，原因是文化。那么，我们一直在做什么来解决性别不平等问题呢?为什么它不工作?
03:41
Many businesses think they're addressingthe problem, because they provide training. Eight billion dollars worth oftraining a year, according to studies from the "Harvard BusinessReview." These same studies also conclude that these trainings don't workand often backfire. Research tracking the hiring and promotion practices of 830companies over the course of 30 years found that white men who are asked to goto diversity trainings tend to rebel by hiring and promoting fewer women andfewer minorities. The other solution has been to ask women to change their ownbehavior. To lean in. To sit at the table. Negotiate as often as men. Oh, andget more training.
许多企业认为他们正在解决这个问题，因为他们提供培训。根据《哈佛商业评论》的研究，每年培训价值80亿美元。这些研究还得出结论，这些培训没有效果，而且往往适得其反。一项跟踪调查了830家公司30年来的招聘和晋升情况的研究发现，被要求参加多元化培训的白人男性往往会反抗，他们聘用和提拔的女性和少数族裔较少。另一种解决方法是要求女性改变自己的行为。精益。坐在桌旁。像男人一样经常谈判。哦，还要接受更多的培训。
04:34
Women currently earn the majority ofcollege degrees, outperform their peers in key leadership skills and arerunning businesses that outperform the competition. It doesn't look likeeducation or skills or business acumen are the problem. We're alreadyempowered. Enough to make an impact on the businesses that are ready. Theseapproaches fail to address the key systemic problem: Unconscious bias.
目前，女性获得了大部分的大学学位，在关键的领导技能上超过了她们的同龄人，而且她们所经营的企业也在竞争中胜出。看起来教育、技能或商业头脑并不是问题所在。我们已经授权。足以对已经准备好的企业产生影响。这些方法未能解决关键的系统性问题:无意识偏见。
05:03
(Applause)
（掌声）
05:11
We all have bias, it's OK. It's lodged inour amygdala, it keeps ticking away when we go to work. Bias affects how much Ilike you, what I believe you're capable of and even how much space I think youtake up. Thanks in part to the Me Too movement, awareness of gender bias hasspread.
我们都有偏见，没关系。它存在于我们的杏仁核中，当我们去工作的时候，它就会滴答作响。偏见会影响我有多喜欢你，我相信你能做什么，甚至我认为你占了多少空间。部分由于Me Too运动，性别偏见的意识已经传播。
05:34
But the harassment stories that made headlinesare just one piece. You don't have to harass a woman to limit her career. Themessages women send me aren't about being harassed. They're being tolerated inthe workplace. But they're not being valued. I don't know anyone who has eversaid, "You know what I love about my employer? They just tolerate me sowell, I feel so tolerated."
但登上新闻头条的性骚扰事件只是其中之一。你不必去骚扰一个女人来限制她的事业。女人给我发的信息不是关于被骚扰。他们在工作场所被容忍。但他们没有被重视。我不知道有谁曾经说过:“你知道我喜欢我老板的什么吗?”他们对我很宽容，我觉得很宽容。”
06:05
(Laughter)
（笑声）
06:09
To break the inertia, we need to take astep beyond Me Too. Beyond just being tolerated as women. Our organizationdecided to tackle the problem in two ways. First, if we're all biased, ourworkplaces need to be actively antibiased by design, not by trying to changemindsets one training at a time. So our team began by identifying over 100cultural levers that can be adjusted to counter the impact of bias. We foundthat small tweaks can lead to big changes. And they cost a lot less than eightbillion dollars.
为了打破惯性，我们也需要超越我一步。不仅仅是作为女性被容忍。我们组织决定用两种方法来处理这个问题。首先，如果我们都有偏见，那么我们的工作场所需要通过设计来积极地消除偏见，而不是通过每次训练来改变思维方式。因此，我们的团队首先确定了100多个可以调整的文化杠杆，以抵消偏见的影响。我们发现小的调整可以导致大的改变。它们的成本远低于80亿美元。
06:49
So what do these small tweaks look like? Ifa woman is asked to state her gender before filling out a job application, orperforming a skills-related test, she performs worse than if she were not askedfirst. So how can businesses avoid activating this self-stereotyping bias? Movethe gender check box to the end of the application.
那么这些小的调整是什么样子的呢?如果女性在填写工作申请表或进行技能相关测试前被要求说明自己的性别，那么她的表现会比没有被要求说明性别的女性差。那么，企业如何才能避免激活这种自我刻板印象偏见呢?将“性别”复选框移到应用程序的末尾。
07:13
Example two. In a national survey that weconducted, men were 50 percent more likely to state they had received multiple,frequent evaluations over the course of the last year. As opposed to one singleyearly review. Here's why this matters. "Fortune" magazine reviewedperformance evals across industries. And found that criticism like this relatedto personality, ["Watch your tone!"] but not job-related skills,appeared in 71 of the 94 yearly reviews received by women. Of the 83 reviewsreceived by men, personality criticism showed up twice. But in businesses thatconduct much shorter, highly frequent reviews, say, five-minute weekly evaluationsfocused on specific projects, the personality criticism vanishes. And theperceived performance gap between men and women is nearly nonexistent. Whileyearly reviews rely on overall impressions, which are like petri dishes forbias, short, objectively focused evaluations eliminate this feelings-based grayarea.
两个例子。在我们进行的一项全国性调查中，有50%以上的男性表示他们在过去一年中接受了多次、频繁的评估。而不是单一的年度回顾。这就是为什么这很重要。《财富》杂志对各行业的表现进行了评估。发现这样的批评与性格有关，[“注意你的语气!”在女性收到的94份年度评估报告中，有71份未提及与工作相关的技能。在男性收到的83篇评论中，性格批评出现了两次。但在进行更短、更频繁的评估的企业中，比如每周针对具体项目进行五分钟的评估，个性批评就消失了。男性和女性之间感知到的绩效差距几乎不存在。虽然年度评估依赖于总体印象，就像有偏见的培养皿，但简短、客观、重点突出的评估消除了这种基于感觉的灰色区域。
08:32
Now, some businesses are consciously takingthese steps to counter the impact of bias, while others just do a good job ofadvertising. We wanted to find out who is actually getting it right. So we puta poll on Facebook, we asked women in workshops how they were choosingemployers where they would be valued. The most common response that we heard?"I Google it." So we googled it.
现在，一些企业正在有意识地采取这些措施来对抗偏见的影响，而另一些企业只是在广告方面做得很好。我们想知道到底是谁做的对。所以我们在Facebook上做了一个调查，我们在研讨会上问女性她们是如何选择雇主的。我们听到的最普遍的反应是什么?“我谷歌它。”所以我们谷歌了一下。
09:02
(Laughter)
(笑声)
09:03
Specifically, we googled "bestemployers for women in tech." Our results showed three completely differentlists. One business shows up as the top employer on one list, doesn't show upat all on another, some lists offer no criteria and some are purchased ads.They're paid for.
具体来说，我们在谷歌上搜索了“科技界最适合女性的雇主”。我们的结果显示了三个完全不同的列表。一个企业在一个列表中显示为顶级雇主，而在另一个列表中则完全没有显示，有些列表没有提供任何标准，有些则是购买的广告。
09:25
Employees and employers both want clearbenchmarks that go beyond good intentions. The LEED certification gavebusinesses this clarity around environmental stewardship by outlining the exactsteps they need to take for certification. We wanted businesses to have thiskind of playbook for gender equity.
员工和雇主都希望有明确的基准，而不仅仅是良好的意愿。LEED认证为企业提供了明确的环境管理，列出了企业认证所需的具体步骤。我们希望企业拥有这种性别平等的剧本。
09:48
So for our second act, we took what we hadlearned from testing these cultural levers, we partnered with the University ofWashington and created the first standardized certification for gender equityin US businesses.
因此，在我们的第二个行动中，我们从测试这些文化杠杆中学到了什么，我们与华盛顿大学合作，创建了美国企业中第一个性别平等的标准化认证。
10:03
(Applause)
（掌声）
10:09
Thank you.
谢谢
10:10
(Applause)
（掌声）
10:13
To create this standard, we had to learnwhat matters and what doesn't. We found out that what matters is not the totalpercentage of female employees. Or the number of board members that are female.Those are what we call vanity metrics. They can be bought, while the cultureinside can still be out of balance. The factors that matter and that should bemeasured are under the surface.
为了创建这个标准，我们必须了解什么是重要的，什么是不重要的。我们发现，重要的不是女性员工的总比例。或者董事会中女性成员的数量。这些就是我们所说的虚荣心指标。它们可以被买到，但里面的文化仍然可能不平衡。重要的和应该衡量的因素都在表面之下。
10:41
For example, even in organizations whereequal percentages of women and men state that they have had access to a mentor,men's mentors are more likely to be in senior positions. Reviewing our surveyresults, men were twice as likely to state they had been offered an opportunityto shadow someone in a senior role.
例如，即使在男女比例相同的组织中，男性的导师也更有可能担任高级职位。回顾我们的调查结果，男性有两倍的可能说他们曾有机会跟随某个高级职位的人。
11:03
We're all used to hearing about the wagegap. Hidden opportunity gaps like these are just as influential. So whenassessing a company's culture, we measure these gaps between men's and women'sexperiences. And the smaller the gap, the more equity is center of the culture.
我们都听说过工资差距。像这样隐藏的机会差距也同样具有影响力。因此，在评估一家公司的文化时，我们会衡量男性和女性的经历之间的差距。差距越小，公平就越成为文化的中心。
11:22
We also searched our findings for thetenets of workplace culture that are most important to men and most importantto women. We learned that only three factors consistently matter to men, whilea dozen matter to women. And they only share one in common. Topping the listfor women: Paid family leave, health care for dependents and feeling that theirideas are heard and they're properly credited for them. These are a few of the188 indicators that determine whether or not an organization meets ourquantitative standard for workplace equality. Based on the data that matter.These are the factors to create a culture of equity that lasts. Not just for amonth or for a quarter but for years.
我们还搜索了对男性和女性最重要的职场文化信条。我们发现，只有三个因素对男性有影响，而十几个因素对女性有影响。他们只有一个共同点。女性排在首位的是:带薪探亲假、受抚养人的医疗保健，以及觉得自己的想法被倾听、自己的功劳被适当地记在自己的账上。这是188个指标中的几个，这些指标决定了一个组织是否符合我们的工作场所平等量化标准。基于重要的数据。这些都是创造一种持久的公平文化的因素。不只是一个月或一个季度，而是几年。
12:17
So where does this leave us? Women in theworkforce today are constantly told, "You can be anything you want now.It's up to you." Women of color, for whom the wage gap is even larger,have heard it. The two-thirds of minimum-wage workers who are women have heardit. Workers who don't identify as male or female and hide their identity atwork have heard it. If they can hear, "You can be anything you want now,it's up to you," I believe it's time for our businesses to hear it, too.Eliminating workplace bias is a tall order. But we can't afford to let half ourpeople go on being ignored. We've given businesses a framework for real change.Businesses can be anything they want now. It is up to them.
那么我们该怎么办呢?如今的职场女性经常被告知，“你现在可以成为任何你想成为的人。”这取决于你。”有色人种女性听到过这种说法，她们的工资差距甚至更大。三分之二拿最低工资的女性员工都听说过这句话。那些不认为自己是男性或女性，并在工作中隐藏自己身份的员工都听说过这种说法。如果他们听到“你现在可以成为任何你想成为的人，这取决于你”，我相信现在是我们的企业听到这句话的时候了。消除职场偏见是一项艰巨的任务。但我们不能让一半的人继续被忽视。我们为企业提供了一个真正变革的框架。现在企业可以是他们想要的任何东西。这取决于他们。
13:19
Thank you.
谢谢
13:20
(Applause)
（掌声）
