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Vadim Liberman

Vadim Liberman is editor of ERE.net and TLNT (the devil wears TJ Maxx) — a workplace renegade advancing how we think, work, and live. He has previously worked as a strategy consultant to HR and recruiting tech companies at The Starr Conspiracy, as a talent management professional at Prudential, and as senior editor of The Conference Board Review, a magazine for business leaders. Vadim loves to talk about all things HR, talent acquisition, and Bravo TV shows. You can reach him directly at vadim@ere.net.

Recent events appear to have lit a fire under the collective asses of corporate America, resulting in a remarkable number of job postings in diversity and inclusion. A recent search on LinkedIn shows a whopping 87,098 listings that have diversity and inclusion in the title. And while I like to believe this is business as usual, the cynic in me would not be surprised to learn that the majority of these positions are brand new to the organization. 

The rise of D&I in organizations isn’t new. In 2018, CNNMoney reported a 20% increase in demand over the prior year for such roles. Not coincidentally, this increase coincided with the accusations against Harvey Weinstein and the mainstreaming of the #metoo movement. Nothing like a reactive approach to solving systemic issues, right?

But back to our story about the current state of affairs in HR and the increased focus on D&I.

For the record, I am 100% in support of organizations finally putting their money where their press releases are and taking real action against systemic injustice. Racial equality, gender equality, LGBTQ+ support, mental health, equal pay — all of these are long past due to receive real attention from the powers that be. 

But therein lies my concern: I am not convinced that the powers that be want real attention on their action in these areas.

I’m sure corporate leadership wants to be seen as doing the right thing, especially now when organizations are being called out for not explicitly supporting equality in all its forms. Yet when all is said and done, most diversity efforts fail. And they’re failing not because of tangible, legislative challenges to overcome. No, they fail because of reasons like “diversity fatigue,” as though it’s so exhausting to treat all humans equally. Oh, the humanity!

Perhaps I’m judging you too harshly, though. It’s entirely possible that your organization is different and you intend to give this role real authority and power to make the changes that are needed in your infrastructure to make a lasting difference.

If that’s the case, these are the things you need to make sure you let your newly hired D&I leader do:

Completely revamp your hiring process. No matter how good you think your hiring process is, it needs to be better. In a 2017 study, 66% of companies said they had strategies for diversity hiring, yet only 25% actually set diversity targets. And a 2019 study in the scientific world affirmed 2012 findings that women are still subject to major biases in physics and biology positions. Also, men are twice as likely to get hired, regardless of the gender of the hiring manager. 

Let your D&I leader do what’s needed to fix this, including training, removing names and bias indicators from resumes, and establishing a structured interview process with a facilitated debrief. 

Conduct an in-depth job analysis of all positions. This one should be an easy sell. No one likes their job descriptions anyway. And no matter how “scientific” you think those qualifications are, they are probably just retreads of the JDs written back when the women-folk used mimeograph machines and got the men coffee as they did the “real work.”

OK, maybe that’s hyperbole, but it’s well-documented that most job descriptions use gender-biased language, and qualifications are often written with a specific person in mind — or at the very least, a specific “type” of person from a certain socio-economic status. Give your D&I leader free rein to challenge all of the business on their preconceived notions of what makes a successful employee.