November 9, 2017

Diversity & inclusion roundup: To increase diversity the issue is not “pipeline”

We’re thrilled to announce a partnership with on our upcoming webinar, “Don’t call it a skills shortage: How to move past the pipeline problem and reach your diversity goals” Tuesday, November 14, 2017 1-1:45 EST; 10-10:45 PDT.

In this webinar, Elizabeth Ames from, Michelle Reidy of ThoughtWorks and recent Top 10 Women in Cloud Innovation Award recipient Laura Mather from Talent Sonar will discuss research that indicates companies continually hire from a traditional talent pool that is only 35% of the US population, when they should be looking at a much broader swath of the population. There is a qualified, untapped talent pool of women, underrepresented minorities, LGBT, veterans, etc. that comprises more than 65% of the US. Reserve your spot here.

Read on for a roundup of headlines that got our attention this week, resources you can take back to your team, and recent research findings.

In the news

Fidelity sued for unfair retaliation against sexual harassment complaint

Six years ago Erika Wesson, the only woman on its real estate team for institutional investors, faced well documented, not-appropriate-to-repeat here harassment. She sued, settled, and was promised good references, given her consistent performance ratings of “exceeding expectations.” Instead, she was blacklisted from the investment industry. She’s suing for breach-of-contract, making this the seventh sexual harassment or retaliation suit Fidelity has faced in the last 10 years. In addition to taking a firmer stance on sexual harassment, Fidelity’s CEO, Abigail Johnson, has vowed to recruit more women. We think that’s a great idea, if perhaps a tough sell at the moment. What’s the plan?

Latina Equal Pay Day

November 2 was Latina Equal Pay Day. It’s not much a celebration: It’s the day that when the amount the average Latina is paid catches up to what the average white man made the previous year. Eva Longoria is sick of it. Her solution? “Companies need to do their part to communicate that women are valued employees, starting with better recruitment and employment practices. A growing number of companies offer applications that remove identifying information from resumes to help guard against unconscious bias and level the playing field. Others conduct structured job interviews where candidates are asked the same questions and are scored on the same criteria—rather than allowing someone’s social capital or cultural background to influence the conversation’s direction.” Bravo!

Resources & Webinars

Webinar: How to build a data-driven recruiting process

November 15, 2017

Hosted by Teamable and Audrey Blanche, Head of D&I at Atlassian

Resource: Interested in job boards and organizations that will help you recruit from a more diverse pool of candidates? Here’s a handy list.

Resource: 7 Podcasts for HR leaders

We also recommend this great episode of Start-up: #19 Diversity Report.  

What we’re reading

Study finds men get status bump for voicing ideas, but women don’t

Not surprising finding: those who speak up in meetings to provide ideas for improving the group can gain the respect of their peers and, over time, emerge as leaders of their group. Surprising finding: this only applies to men, not women. Perhaps even more surprisingly, the researchers found that  both men and women ascribed more status and leadership emergence to men who spoke up than to women who did. To counteract this bias, researchers suggest managers amplify women’s ideas or document and give credit to ideas in real time.

Can you define diversity, inclusion, and equity?

It’s harder than you thought, right? Meg Bolger explains why the term “diverse candidate” is problematic (tl;dr: a person is a unique, individual unit, while “diversity is about a collective or a group and can only exist in relationship to others.” Let’s get this right!), and offers real-life exercises that your team can use to think carefully about how to increase inclusion and equity.

Why some leaders don’t want to get rid of their biases

In SHRM, JoAnn Coley points out that sometimes our biases–that is, times we make quick decisions based on incomplete information–have served us well. Even so, she argues leaders who want to grow and innovate have to learn to question their preferences and biases: “The dilemma of bias is that the very benefits of bias aka discernment, which has supported and enhanced your leadership capabilities can also be the source of being close-minded, judgmental, discounting potential talent…Yes, your success can limit your success and bias can play a role in that.”