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Still, Google’s seminar is a model that other companies have adopted.
然而，其他企業還是引入了谷歌的這一培訓班。
In just the past few years, this kind of training has exploded at companies across the country.
短短幾年內，這種培訓就在全國各地的企業落地開花了。
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7.5萬名員工中有將近75%的人都接受了培訓，2014年一年時間，各種多元化培訓課程就花了谷歌1.14億美元。
At least 20% of companies in the U.S. now offer unconscious-bias training,
如今，至少有20%的企業都開展了無意識偏見培訓課程，
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銀行，麥肯錫公司（“我們經常都會開展這個培訓，”該公司的全球總裁Dominic Barton透露）以及國防承包商BAE系統公司。
Almost all of the big tech firms already offer it, including Facebook, Salesforce and VMware, with more joining by the day.
幾乎所有的大型技術企業也開展了這一培訓課程，包括Facebook, Salesforce,VMware，名單還在繼續增加。
By some estimates, 50% of all American corporations will offer unconscious-bias training in the not-too-distant future.
據估計，不久的將來，美國將會有半數企業提供無意識偏見培訓課程。
Undoubtedly, the popularity of these programs has soared in part because they intentionally don’t cast blame.
毫無疑問，這些課程之所以被熱捧，部分原因在于這些課程有意地避開了責任的追究。
The appeal of the training is that, unlike old-fashioned diversity training, it’s intended to be guilt-free.
培訓的吸引力在于，與老式的多元化培訓不同，這一課程的目標在于不追究責任。
However, how much companies talk about equality and inclusiveness matters little compared with how they act.
然而，與他們的實際行動相比，企業們口頭上再怎么強調平等和包容都沒多大意義。
Incentives speak louder than any speeches by the CEO, or bias training workshops, or posters on a wall.
比起大佬們的演講，比起偏見培訓課程和墻上那些海報，切實的激勵措施要管用得多。
