Are appointments doomed to bias?

A multinational business, headquartered in the US, introduced a policy a few years ago that was designed to increase the level of diversity in its senior ranks. When appointing a leadership role the shortlist of candidates had to include at least two women and one person who was visibly from an ethnic minority background.

This is known as an ‘identity-conscious’ approach and is typically employed when organisations have established diversity targets, the idea being that decision-makers will ensure female and minority candidates are given proper consideration.

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