Let’s face it. Topics surrounding diversity and inclusion are on the minds, hearts, and tongues of almost everyone in organizational leadership in 2019. Executives are talking about supporting diversity and advancing women, but not everyone is actually doing that work. There are a few reasons that may exist for the latter, but that’s not the point of this piece. We know inclusionary practices are vital. To that end, we continuously work on improving those practices and elevating people of color, both at Projectline and within the organizations of our clients.
One of the tools that we use to ensure that are we selecting not only from the broadest possible talent pool, but also choosing the most qualified, effective employee, is the proficiency scorecard. The scorecard methodology is simple, yet effective. By using it, your hiring team can make decisions based on each candidate’s relevant merit. Based on the needs of the role, you can create the scorecard using the proficiencies, qualifications, and other facets that you’ve identified as essential for success within the role. Interviewers can then score candidates across those categories. The specificity of the criteria diminishes the opportunity for the interviewer’s implicit biases to color the results of the interview.
One could argue that quantifying a candidate’s suitability reduces the personal nature of the process. At this point in the hiring process, that’s the point. The net has already been cast as wide as feasible, and when you are considering who to finalize, candidates should be treated equally and without discrimination.
Now, this isn’t to say that quantification should be the final say. The person who scores the highest isn’t always the best hire. The working world isn’t a binary one, so we shouldn’t treat it fully as such. Teams are made up of humans who require interaction, engagement, and relationship building. Quantification should be seen as but one tool in the HR tool chest. The scorecard is meant to provide members of the hiring team a clear focal point for discussion and to minimize gut reactions and personal preference.
To take it a step further, savvy hiring teams can choose to analyze scores against historical data to identify trends and work with HR to meet specific goals. Job descriptions, scorecards, and interview structures that attract a diverse group of candidates and hires can be retooled and improved to consistently attain those results. Additionally, if interviewers consistently record scores that might suggest bias, leaders can intervene through awareness building, communication, and training. The goal is to continuously improve the hiring teams by providing them with the tools and skills needed to create the most skilled, efficient, and diverse teams.
Projectline’s team members never stop thinking about how to advocate for and improve hiring practices. We dream of tearing down barriers that keep marginalized populations from accessing the halls of influence and leadership. We dream of a world that provides opportunity for all people to flourish, lead, and be amazing. Internally and externally, we question, challenge, and seek to optimize our methods of increasing diversity and being inclusive. We’ll keep dreaming, but we’re going to keep working, too. Come dream with us. Come work with us.
If you’re interested in learning more tactics, check out our latest e-book, “A practical guide to more inclusive recruiting and hiring.”
Have thoughts? Say hi on LinkedIn or Twitter: @mynameisgino