Diversity is a matter in fashion. It has even become an issue in our organizations who are appointing “Diversity Managers” within Human Resources departments. Their role is often to ensure that gender equality is respected by promoting the emergence of women leaders while encouraging cultural and ethnic diversity and of sexual orientation. Some companies are therefore declaring themselves “pro-woman” or “pro-gay” or “pro-ethnic”. Of course we applaud and want more. But beyond good intentions, what is the actual strategy of diversification in viewpoints and perspectives? After all, shouldn’t all diversity mainly serve this?
How many times have you, as a recruiter, taken a risk on a candidate? Do you know someone who doesn’t have 100% of the criteria sought? These are those put on your “shortlist” as an “outlier” and for whom you feel the need to “take a chance” without however being able to show it. The concept of risk management in human resources is very relative. Since there is never a guarantee in recruitment, our decisions being based on the human factor, there is always a risk. So recruiters always have the sense of living dangerously, which leads them to minimize as much as possible risks taken with candidates who are different or non-standard. Yet these are often the individuals who perform best! The higher the risk the higher the reward! This is what research by Gautam Mukunda shows: “the best leaders are not the most experienced”.
What is very interesting in what Mukunda reveals is that the statistics have not been wrong, and candidates who don’t have all the experience and skills sought are the ones that give the best results. However, in the majority of hirings, the hiring manager stubbornly insists on having someone with all the skills, experiences, know-how and knowledge that the job description describes. Candidates that are not a 100% match are automatically eliminated. Too bad.
For several months I have tested the concept of diversity from this angle with my customers. Everyone seemed very interested and moving in the same direction, recognizing that it’s necessary to be more daring more often. That is, until the recruitment mandate begins and their good intentions evaporate. Although the fear of taking risks in hiring someone who doesn't have all the attributes is understandable, it must not set aside your judgment. Trust yourself and trust people.
Nathalie Francisci, CRHA, IAS. A
Associée
ODGERS BERNDTSON
Leader mondial en recrutement de cadres