According to survey respondents, perhaps one of the issues holding back progress, especially in this labor market, is that organizations are targeting the most qualified candidates for that role, rather than checking a box for a specific demographic. It's something you need to keep at work.
People Concern's Harris says while this is a logical approach, it's equally important to try to break away from traditional norms. “We focus on interviewing dozens of applicants, not just the first five to 10, and make sure to give opportunities to people who are capable but may not have the best resume.” “We have to do it,” Harris said. “I don't think most organizations are intentionally trying to be biased in their hiring. They're just doing what they think is safe, and the results speak for themselves.”
But there are also larger internal issues unique to large companies, he says. The larger the organization, the stronger the internal promotion track and anointed future leaders.
“Large organizations have the resources to 'pick through the garbage,' which often means that 90% of candidates are excluded due to strict screening criteria,” he said, contrasting He pointed out that small and medium-sized enterprises often have to take risks. Untrained or inexperienced candidates. “Most executives in large organizations fall into the category of career-oriented people in their 40s, 50s, and 60s. Not hiring like-minded people can have a negative impact on diversity. This is because the requirements can exclude very talented people with limited experience.”
Cathy Carmody, chief operating officer (CHRO) of Accomack County, Virginia, said the organization is targeting senior executives by “advertising on social media through groups tailored to women.” The company said it has changed some of its recruitment sources for professional women.
Beyond recruitment, some CHROs in our survey also mentioned the importance of developing their own talent pipeline, with one saying, “Improving existing diversity within the workforce.” It is important to provide development ladders that focus on the most talented people and remove talent barriers and skills gaps.” Fosters internal progress and growth. ”
But Hamacher said there's another important part of L&D that many companies overlook. “More importantly, create an equitable professional development structure and standardize the selection process.”
For example, she said, how are people selected for professional development opportunities within the organization? How are people selected to participate in projects with high profile or access to executives? Or who gets tapped on the shoulder to attend training or meetings? “It's these informal opportunities that actually produce the best candidates for any job you're looking to move up in,” she said.
That's why organizations that focus on selecting the most qualified candidates, especially among those who are underrepresented within the organization, need to understand what the organization's informal processes for filling positions are like. Maybe we need to consider that, she says. “Are they not only fair, but do they have a fair chance of access?”
And for leadership roles, this can be even more difficult. He said the process for hiring senior executives is often “off the books,” with referrals being prioritized over job applicants. “There is no opportunity to increase representation internally or externally because there is no opportunity to determine who is a qualified candidate,” she said.
