Is D&I hiring a threat to meritocracy?

The story titled Is D&I hiring a threat to meritocracy? delves into the topic of diversity and inclusion (D&I) hiring and whether it poses a risk to meritocracy. 

The article discusses how D&I programs have become an important part of HR as modern workplaces strive to be fair and include, ensuring everyone feels respected and empowered. These initiatives aim to break down barriers that stop individuals from diverse backgrounds from feeling valued and secure at work.

In the story, Rajiv Naithani, CPO of Infogain, discusses the intersection of diversity and inclusion (DI) hiring practices with meritocracy in the article. He shares his insights on how DI hiring is not a threat to meritocracy but rather complements it. 

Read the original article here.

The disagreement with diversity hiring and the argument that it is against meritocracy is not a brand-new debate topic. Some allegations even equate diversity hirings to the new form of corporate woke washing, which points out that these are some gimmicks to foster employer branding and never touch the core of the D&I concerns. In this context, ETHRWorld reached out to HR leaders, including D&I officers, to understand if diversity hiring is a threat to meritocracy.

Highlights

• Diversity and inclusion (D&I) posing a threat to meritocracy is premature in today’s age, especially in India, as we still grapple with representation at workplaces.
• The real deal is not about picking diversity over talent. It's about seeing how sometimes we don't even realise we're making it harder for some people to show us how great they are because of our subconscious and cognitive biases.
• Achieving diversity and inclusion isn’t a one-size-fits-all endeavour; it hinges on various factors, including the focus of different business units and the stage of the company’s lifecycle.
• Limiting D&I quotas to entry-level roles perpetuates the glass ceiling phenomenon, where qualified individuals from marginalised groups face barriers to career progression.
• Promoting D&I quotas solely for entry-level roles may address immediate representation concerns, but it overlooks the broader goal of creating inclusive workplaces at all levels.
• D&I isn't just about setting quotas, it’s also about creating a culture of inclusivity at every level of the organisation.
• The idea that D&I initiatives threaten meritocracy stems from a fundamental misunderstanding of what true diversity and inclusion entail.

A former Google employee recently revealed in his X account that he left the company after being allegedly denied a promotion for being a white man. As per a report from the NY Post, the alleged quota was attributed to the pressure from Employee Resource Groups formed in the wake of the #MeToo scandals, which demanded increased hiring of women and diverse candidates within the company.

Though his boss initially resisted meeting diversity quotas, he eventually gave in due to the threat of employees quitting. The employee also quoted his supervisor in the tweet, "I'm really not supposed to tell you this. It could get me fired. But, you're one of the highest-performing people here, but I can't promote you right now because I have a quota. My hands are tied. You'll get the next slot. Please be patient. I'm really sorry.”

The disagreement with diversity hiring and the argument that it is against meritocracy is not a brand-new debate topic. The comments and reactions to the above post have further fuelled the already existing aversion towards diversity hiring. Some allegations even equate diversity hirings to the new form of corporate woke washing, which points out that these are some gimmicks to foster employer branding and never touch the core of the diversity and inclusion (D&I) concerns.

In this context, ETHRWorld reached out to HR leaders, including D&I officers, to understand if diversity hiring is a threat to meritocracy.

It's premature to think that way Arpana Mehra, VP - HR, Global DTS and HR Head, HARMAN India (a Samsung company), is of the opinion that India is yet to achieve a comprehensive representation of diverse groups in the workforce, which in itself is an opportunity missed. “D&I posing a threat to meritocracy is premature in today’s age, especially in India, as we still grapple with representation at workplaces. As corporates, our focus should be on fostering equity, addressing the current disparities, and ensuring a fair and inclusive environment for everyone," she points out.

“Promoting D&I at the workplace extends beyond gender, ability, biases, or LGBTQ inclusion. It is a much more diverse aspect of creating an inclusive environment where anyone and everyone should be accepted and given opportunities to grow,” Mehra says.

Things can go wrong if D&I is a box-ticking exercise In the view of Rajiv Naithani, Chief People Officer, Infogain, the idea that D&I initiatives threaten meritocracy stems from a fundamental misunderstanding of what true diversity and inclusion entail. “If a company only looks at D&I as a box-ticking exercise, that's where things can go wrong. It might seem like we're giving some folks special treatment just to make the numbers look good, but that's missing the point,” he says.

“The real deal is not about picking diversity over talent. It's about seeing how sometimes we don't even realise we're making it harder for some people to show us how great they are because of our subconscious and cognitive biases. We should be making sure everyone gets a fair shot. Having a mix of people (inclusive panel of all genders) doing the interviews is one way to help with that. It's not just for show; it's about making sure we're not missing out on great talent because of our blind spots,” he adds.

Naithani puts forward that we also need to shake up how we find people in the first place. Sticking to the old ways might leave out a bunch of talented folks who don't fit the usual mould. The sourcing pipeline should be equitable. And teaching the interviewers about these biases is super important. It helps everyone get a fair look, not just the minority candidates.

“In short, doing D&I right doesn't take away from rewarding talent. It makes sure we're truly seeing and rewarding talent from everywhere. It's not about making things less fair; it's about making sure everyone's talents have a chance to shine,” he says.

Force fitting could cause unmet goals

According to Nivedita Kannan, Head of People Function, Mudrex, having a D&I agenda and wanting meritocracy in how we operate are not mutually exclusive. “Wanting to hire diverse talent need not mean you have to compromise to meet imposed targets or numbers. Hire folks from different backgrounds but ensure they're the right person for the role. This ensures they succeed in the role and the business grows as do they. Force fitting could cause unmet goals resulting in disengagement or stagnancy. Pick merit even with diversity. It's a sure-shot way to create the environment for mutual success,” she says.

Kannan opines that having a quota to promote diversity in leadership is useful to a large extent because, at that stage, it becomes important to remind teams taking succession planning-related decisions that the varied perspectives one gets from diverse talent pools at a strategic role level is incomparable to any other circumstance. “The decision to ensure diversity cannot be restricted to one stratum of the workforce and surely not for the sake of numbers. Diverse groups expose business teams to such varied perspectives that the goals of business experience shift and become more focused on ensuring success with this clarity and nuance,” he says.

Meritocracy shouldn’t be a barrier in building a diverse workforce

According to Sneha Arora, CHRO, Simpl, organisations seeking to enhance their diversity and inclusivity quotient can adopt several strategies. Firstly, focusing on widening the top of the recruitment funnel can increase the chances of successful D&I hires. Secondly, building a robust pipeline of diverse talent and providing them with tailored training opportunities ensures a steady flow of talent ready to be elevated to the next level.

Additionally, fostering a culture that values diversity and providing a supportive policy framework are instrumental in creating an inclusive environment where all employees feel valued and empowered to contribute their best. “In this pursuit, it’s essential to strike a balance between meritocracy and diversity. While meritocracy remains a fundamental principle in talent acquisition, it shouldn’t be a barrier to building a diverse organisation. Instead, it should serve as an enabler to attract the best talent while fostering a culture of inclusivity and belonging,” Arora says.

In her opinion, building an impactful sustainable business relies heavily on a motivated workforce committed to fulfilling the company’s promises to its customers. “In this pursuit, fostering a diverse and inclusive workplace culture becomes imperative not only for ethical reasons but also for driving business growth. A study from Harvard Business Review supports the notion that diverse companies tend to have a 19 per cent higher innovation revenue,” she says.

“However, achieving diversity and inclusion isn’t a one-size-fits-all endeavour; it hinges on various factors, including the focus of different business units and the stage of the company’s lifecycle. While startups and smaller organisations may face unique challenges in their nascent stages, they too should prioritise fostering diversity and inclusion from the outset. By doing so, they not only contribute to a more equitable workplace but also enhance their ability to attract and retain top diverse talent across all departments,” Arora adds.

DE&I hiring practices fortify meritocracy

Akshay Tyagi, Head - DE&I, The Lalit Suri Hospitality Group, firmly advocates that DE&I hiring practices not only align with meritocracy but also bolster organisational success in multifaceted ways. “In our organisation, meritocracy stands as the cornerstone of our recruitment ethos. Simultaneously, we acknowledge historical biases that hinder certain groups, limiting their opportunities, and run our own skilling programmes to equip people with the required set of skills. DE&I initiatives are instrumental in dismantling these barriers, creating equitable avenues for all to thrive. Proactive recruitment from diverse backgrounds not only enhances our organisational fabric but also spurs innovation and adaptability,” he says.

“Importantly, DE&I hiring practices fortify meritocracy by ensuring equal opportunity for all to showcase their abilities, and our majority of team members from LGBTQIA+ community, people with disabilities are success stories of our skilling initiatives who further joined our teams. Our evaluation process considers both credentials and potential contributions to our inclusive environment,” Tyagi adds.

Is it fair to promote the D&I quota in succession planning or should it be just for the entry-level roles?

Naithani of Infogain makes it clear that ensuring diversity and inclusion isn't just about setting quotas; it's about creating a culture of inclusivity at every level of the organisation. To achieve this, he suggests the following checklists:

• It's crucial to continuously monitor and review representation across all functions. Sharing these insights with functional leaders helps them understand the current state of diversity within their teams and how it is compared to the organisation as a whole, the best functions, and even compared to industry standards.
• By providing data on performance, tenure and other relevant metrics, we can give a clearer picture of where each group stands, shedding light on areas that might be overlooked. This approach not only raises awareness but also guides targeted actions to foster inclusivity.
• True cultural change towards inclusivity is achieved when we ensure diverse representation is not just at entry levels but across all levels, forums, communities and decision-making panels.
• It’s about making sure everyone, irrespective of their background, has an equal opportunity to grow, contribute and lead. This holistic view and effort are what drive meaningful and lasting impact in D&I initiatives.

According to Tyagi of The Lalit Suri Hospitality Group, promoting D&I quotas solely for entry-level roles may address immediate representation concerns, but it overlooks the broader goal of creating inclusive workplaces at all levels. “Extending D&I quotas to succession planning is not only fair but necessary for fostering true diversity and equity within organisations. Succession planning plays a pivotal role in shaping the future leadership of an organisation,” he says.

“By incorporating D&I quotas into this process, organisations actively work towards breaking down barriers that hinder the advancement of underrepresented groups. This approach ensures that diverse talent is not only welcomed but actively cultivated for leadership positions,” he adds.

Moreover, Tyagi points out that limiting D&I quotas to entry-level roles perpetuates the glass ceiling phenomenon, where qualified individuals from marginalised groups face barriers to career progression. By promoting diversity in succession planning, companies signal their commitment to creating pathways for all employees to excel, regardless of background or identity.

Tyagi reiterates that D&I quotas do not compromise meritocracy; rather, they enhance it by broadening the pool of qualified candidates and promoting a more inclusive decision-making process. “We are proud to have people from LGBTQIA+ community in job roles at all levels, including General Managers, Managers, Assistant Managers, and Associates in departments like Front office, Housekeeping, F&B operations, Sales & Marketing, HR, etc,” he says.

“In essence, promoting D&I quotas in succession planning aligns with the principles of fairness, equity and organisational growth. It ensures that diversity is not just a box to check at the entry-level but a fundamental aspect of leadership development and strategic planning. By embracing diversity at all levels, companies can harness the full potential of their workforce and thrive in an increasingly diverse global marketplace,” he adds.