Establish a set of rules, define "culture fit," and hold people accountable
Implications of culture fit biases can lead to a lot of homogeneity in groups. In many cases, it comes down to having things in common with other groups that other groups do not have. First-generation professionals, for example, will not have these things. Therefore, when there is an open job, it is important to make sure there are clear, objective criteria for it and use the same rubric to rate all applicants.
When one insurance company started hiring this way, it was able to hire 46% more people from different races than before. Even if your company does not require this, make sure everyone on your team does. Make a list of the specific skills that are needed for a job so that everyone can focus on them when they look at résumés and interview candidates.
One manager did this when she worked as the chief counsel for a bank. She made a point of writing down the qualities that would make new team members successful: proactive in managing risk; patient; customer-focused; and independent. People on her team and the people who were applying for jobs were told about this, consequently, they were all on the same page. People should be held accountable in the same way that you hold them to account. Waiving rules very infrequently and only if an explanation is given is the best way to keep track of long-term trends. Research shows that objective rules are more likely to be strict for outside groups than for inside groups.
Overview
Jim Woods is the President and CEO of Woods Kovalova Group's Denver, London, and Kyiv offices and head of the Diversity, Equity & Inclusion Practice. He works exclusively in the banking sector with senior executives and leadership teams to create a significant and sustainable impact in DE&I to create the kind of inclusive environment that allows companies to attract, retain, and get the best out of their employees and serve their communities. Better.
Experience
Jim has more than two decades of experience driving change in the banking industry around performance, growth, and innovation. He's designed and led complex transformation initiatives in companies linked to globalization, demographic changes, sustainability, shifting business models, and new technologies.
Earlier in his career, Jim served in the United States Navy, taught fifth-grade math and science, including university human resources and leadership. Also, Jim has taught at Villanova University. He has authored six business books on DE&I, and leadership.
Education
Capella University, MS in Organizational Development and Human Resources