Still, Google’s seminar is a model that other companies have adopted.
然而，其他企业还是引入了谷歌的这一培训班。
In just the past few years, this kind of training has exploded at companies across the country.
短短几年内，这种培训就在全国各地的企业落地开花了。
At Google, about 75% of its 75,000 employees have taken the workshop, and in 2014 the company spent $114 million on its various diversity programs.
就拿谷歌而言，其7.5万名员工中有将近75%的人都接受了培训，2014年一年时间，各种多元化培训课程就花了谷歌1.14亿美元。
At least 20% of companies in the U.S. now offer unconscious-bias training,
如今，至少有20%的企业都开展了无意识偏见培训课程，
from the Royal Bank of Canada to consultants McKinsey & Co. (“We do that big time,” says its top executive, Dominic Barton) and defense contractor BAE Systems.
其中包括加拿大皇家银行，麦肯锡公司（“我们经常都会开展这个培训，”该公司的全球总裁Dominic Barton透露）以及国防承包商BAE系统公司。
Almost all of the big tech firms already offer it, including Facebook, Salesforce and VMware, with more joining by the day.
几乎所有的大型技术企业也开展了这一培训课程，包括Facebook, Salesforce,VMware，名单还在继续增加。
By some estimates, 50% of all American corporations will offer unconscious-bias training in the not-too-distant future.
据估计，不久的将来，美国将会有半数企业提供无意识偏见培训课程。
Undoubtedly, the popularity of these programs has soared in part because they intentionally don’t cast blame.
毫无疑问，这些课程之所以被热捧，部分原因在于这些课程有意地避开了责任的追究。
The appeal of the training is that, unlike old-fashioned diversity training, it’s intended to be guilt-free.
培训的吸引力在于，与老式的多元化培训不同，这一课程的目标在于不追究责任。
However, how much companies talk about equality and inclusiveness matters little compared with how they act.
然而，与他们的实际行动相比，企业们口头上再怎么强调平等和包容都没多大意义。
Incentives speak louder than any speeches by the CEO, or bias training workshops, or posters on a wall.
比起大佬们的演讲，比起偏见培训课程和墙上那些海报，切实的激励措施要管用得多。
