” HOW CAN THE POTENTIAL OF AI BE HARNESSED TO MITIGATE BIASES? AND WHAT ARE THE RISKS OF AI PERPETUATING THEM?”
ESTHER DURAN: In digital, when we talk about tech, what is often missing is empathy. If you put a bunch of tech people in a room, I guarantee that 75–85% of the outcome is going to be lacking empathy. If those people are the ones coding AI, then their reflections will be mirrored, featuring a lack of empathy and their bias. Whenever I do talks, I always encourage every single
woman of every colour and background to come forward and be part of the tech industry because we really need to change the narrative. Mentorship is really important, especially for women, and encouraging them into technical subjects and roles. Women also need to have some position of power to
LEA BELLION: Affinity groups and having leaders that ensure a psychologically safe space are really important. I’m a member of one for people with disabilities, their caregivers and allies as I was late diagnosed neurodiverse and it’s been really helpful to me. I would urge leaders to encourage their teams to get involved and lean into these sorts of groups and also think about how they can potentially provide better opportunities for these specific groups. As a leader, listening to all levels of the organisation,
as well senior leadership, is crucial. We have a roundtable discussion forum where anyone can put anything up to the senior leadership team. I think that’s a brilliant way of involving all levels of the company. If you don’t see representation or ERGs at your work, then create something of your own. Although the courage to do that comes from having that foundation of psychological safety. I’m really pleased that I’m a part of an affinity
group, but there can also be a risk of these being echo chambers, as people in these groups often have an affinity for them. Training sessions and ensuring inclusive participation and collaboration is key.
YINKA OKUNLOLA: I’ve definitely benefited from ERGs in my career at various companies, although not every company I’ve joined has had them. It’s a good idea to find out what ERGs your company has that can help you. I asked what affinity groups were available at interview before joining Cognizant and they happily talked me through the options. If companies genuinely invest in people, then they
will get their return in people. I’m an example of that. As a leader, anything I learn in these groups I take back into my teams to educate, strengthen and empower them. The light that you shine gives other people permission to do the same.
affect change. When I speak to companies or clients who say they are great at diversity and inclusion, I ask them to show me their board. Change can’t happen on any significant level unless there’s better representation in leadership. It can’t all fall on junior engineers or data analysts.
LEA BELLION: AI bias has to be addressed, but it has the potential to create a fairer working environment, too. For instance, in a meeting, AI could potentially be used to help people with disabilities read the room and understand non-verbal cues. It could even help the chair recognise if someone in the meeting was feeling uncomfortable. In recruitment, as long as the AI is informed by a diverse
group of people it could also be positively used to review CVs and develop a fuller picture of the person applying by searching other factors on the internet. Stripping names from CVs might prevent some biases, but not others, say if someone was dyslexic and [the CV] had typos. AI could help create alternative ways to avoid these different biases.
“ The one thing I really focus on when leading my teams is creating an environment where people feel comfortable to be their authentic selves. I think that helps people’s talents to shine and that naturally gives them more confidence to go after opportunities.”
SINNI SIMPSON, HEAD OF DELIVERY MANAGEMENT AND OPERATIONS, COGNIZANT
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