Feb. 2, 2018 "Tech's focus on workplace fit feeds diversity problem": Today I found this article by Lekan Olawoye in the Globe and Mail:
Lead executive of Studio Y at MaRS Discovery District, Toronto
If you're looking for a good tech job, it's not enough to have a sparkling résumé and top-drawer coding skills. You also have to come off as a fit for the team.
In the past decade, the idea of hiring for "cultural fit" - picking candidates who espouse the same values as your company - has spread throughout the economy. But it has particularly taken root in tech firms, which often focus obsessively on their office lifestyle.
When my colleagues and I conducted focus groups for a new report on the talent supply in the Toronto region's tech sector, almost every HR manager we interviewed put fit near the top of their list for assessing potential hires. At times, it beats out industry knowledge and even technical skills.
That's a cause for concern.
Canada's tech companies, particularly our startups, are in a battle with deep-pocketed U.S. competitors for the most-skilled workers. Excluding talented people based on a nebulous concept such as "fit" exacerbates the problem and means they're failing to properly tap Canada's greatest natural asset: its diversity.
Hiring for compatibility is reasonable enough in theory - conventional wisdom is that happy workplaces are productive workplaces - but it falls apart when it collides with the reality of the way humans are wired.
Interviewers often take a mental shortcut and interpret personnel alignment to mean the candidate whom they relate to best. Some recruiters even employ the Beer Test - asking themselves if they'd like to go for drinks with an applicant.
That opens the door to all sorts of unconscious biases that raise the bar for candidates from already underrepresented groups, such as visible minorities and women.
Tech companies urgently need to improve their staff makeup, but some employers are worried that hiring employees from different cultures and nationalities could cause friction because they might not mesh in the office.
Managers who are willing to sacrifice diversity for the sake of harmony are making a bad business decision.
The evidence is piling up that diverse teams outperform homogenous ones. People from different ethnic backgrounds bring new ideas to the table that help companies spot and capitalize on opportunities in new markets - which is essential for Canada's export-focused tech sector.
Research also suggests diversity gives rise to creative friction that prevents teams from falling into groupthink and ultimately leads to smarter decision-making.
Research also suggests diversity gives rise to creative friction that prevents teams from falling into groupthink and ultimately leads to smarter decision-making.
Equally important, diversity is akin to canaries in the coal mine: Mixed teams can quickly flag when a company is culturally insensitive. It's telling that soon after H&M's monkey hoodie debacle, the Swedish retailer appointed a global diversity manager to drive inclusivity in its work force.
There are signs that some companies are recognizing the dangers of overemphasizing fit in hiring. Facebook, for instance, has banned managers from using "culture fit" as an interview criterion.
Retail technology firms Shopify and Hubba are now trying to hire for cultural addition and are actively looking for people who can shape teams, not just employing likeminded individuals. And some technology companies, such as Plum and Knockri, are developing intelligent software to screen applicants objectively, potentially increasing the representation of visible-minority candidates on interview short lists.
Retail technology firms Shopify and Hubba are now trying to hire for cultural addition and are actively looking for people who can shape teams, not just employing likeminded individuals. And some technology companies, such as Plum and Knockri, are developing intelligent software to screen applicants objectively, potentially increasing the representation of visible-minority candidates on interview short lists.
In our report, Talent Fuels Tech, we recommend companies start hiring candidates who demonstrate certain "mindsets for growth." The attitudes we identify include agile thinking, a global outlook and the ability to work across different economic sectors, anticipating how needs will vary.
Smart managers know to hire based on where they expect their companies to be in six months time, and workers with these approaches are able to adapt and develop as a company grows.
Smart managers know to hire based on where they expect their companies to be in six months time, and workers with these approaches are able to adapt and develop as a company grows.
Our research found that tech workers from visible minorities were highly motivated job seekers. That's a deep pool of talent that could drive company growth - if the recruitment playing field is levelled.
We are looking now at identifying the real-world attributes interviewers can look for to determine if a candidate has the right approach. In the meantime, HR teams at tech firms should begin challenging hiring managers any time they use cultural fit as a reason to reject a candidate from an underrepresented group.
After all, if you want standout talent, why look for people who are going to fit in?
Feb. 12, 2018 "Why men are key to supporting female entrepreneurs": Today I found this article by Sunir Chandaria and Laura McGee is in the Globe and Mail:
Sunir Chandaria is the chair of YPO Canada and Honorary Consul of Kenya in Toronto. Laura McGee is a consultant at McKinsey & Company and co-founder of #GoSponsorHer
The Canada-U.S. Council for Advancement of Women Entrepreneurs and Business Leaders recently released its first recommendation on "Supporting and Growing Women-Owned Businesses." Its findings are clear: there's a strong business case for investing in women entrepreneurs but progress is far too slow.
Women own fewer than 10 per cent of companies with 100-plus employees, and fewer than 20 per cent of companies with one or more employee. There is significant entrepreneurial talent that remains untapped.
Women own fewer than 10 per cent of companies with 100-plus employees, and fewer than 20 per cent of companies with one or more employee. There is significant entrepreneurial talent that remains untapped.
The council recommends four tactical steps to drive change, including public and private procurement, greater representation in networks and accelerators, and government policies to alleviate unpaid care.
These policy changes are important but only part of the solution: real and lasting change will require a shift in culture and attitudes. The council makes a clear and unequivocal call to action for men – not just women – to take part in actualizing this change.
These policy changes are important but only part of the solution: real and lasting change will require a shift in culture and attitudes. The council makes a clear and unequivocal call to action for men – not just women – to take part in actualizing this change.
Time and again, women cite attitudes and biases as the number one factor limiting their advancement. Research tells us men are reluctant to meet with women alone and are fearful of sponsoring high-potential women. Recent events like the Harvey Weinstein scandal – while shedding important light on sexual harassment – risk having a further "chilling effect" on these attitudes.
We cannot afford to exclude men from the conversation. Change that proposes to benefit everyone will not happen fast enough unless all genders take ownership of their capacity to impact this topic and commit to driving forward faster.
The good news is there is plenty that men can do to move the dial for women entrepreneurs as investors, partners and champions:
Educate yourself
One of the biggest barriers facing women is unconscious bias – and this harms men as well as women. For example, research has found that investors tend to ask women entrepreneurs different and "preventive" questions about their business plans, often putting them on the back foot. Being aware of your bias can help you overcome it.
Acknowledge and discuss harmful attitudes
One of the most alarming recent findings is how reluctant men and women are to spend time alone together. One scholar found that two-thirds of senior men and one-half of junior women shied away from sponsorship relationships out of fear for what others might think. Yet time together is a critical component of trust building. Circulating articles and reports to your peers is a good way to start a healthy fact-based discussion.
Take personal action
Building on this knowledge, men should take personal action to identify and invest in a high-potential woman. Be her mentor, be her sponsor, and have the courage to disregard what others might think.
Be clear about your relationship at the outset
A meaningful sponsorship relationship sometimes entails spending time together outside of normal working hours, whether by attending professional events together or simply discussing one's career over a meal. Some men may worry that their offer of sponsorship may be perceived the wrong way. This is easily fixed.
Think about leading with: "How would you like to go for a mentor/sponsor dinner to discuss your career?" It goes without saying that once you've set this standard, you must stick to it.
Think about leading with: "How would you like to go for a mentor/sponsor dinner to discuss your career?" It goes without saying that once you've set this standard, you must stick to it.
Be a role model
Singing the praises of talented women in your network is not only helpful to them, it signals others to do the same. The Council and others have taken on the incredibly tough challenge of changing long-standing social norms. This will not happen overnight, but we believe progress can be sped up with a healthy dose of peer pressure
. We saw this happen with #GoSponsorHer – over 150 C-suite leaders joined the campaign within weeks, many of whom were previously unaware of the stats around sponsorship. Each of these leaders has since met with a high-potential woman at least once – a good first step towards changing social conventions.
. We saw this happen with #GoSponsorHer – over 150 C-suite leaders joined the campaign within weeks, many of whom were previously unaware of the stats around sponsorship. Each of these leaders has since met with a high-potential woman at least once – a good first step towards changing social conventions.
The good news is that influential organizations across Canada are making bold moves to drive cultural change. Others must do more of this. We don't pretend this is easy – leaning in will take both courage and commitment. It is the right thing to do from both a social and business perspective and the men who figure this out will find themselves at a significant advantage.
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