Tech industry executive Sherry Lowe explores how to mesh her philosophy of hiring solely based on experience and skillset with the need for greater diversity in tech
There is no doubt in my mind I got my first job as a sportscaster because I am a woman. Young and with little experience in the field, I won out against many more qualified male applicants for a sports director role because they wanted a woman on the air, at the sports desk. I benefitted from being hired for my gender – but I was conflicted then and still am now.
Despite the beginning of my career, I have been a longtime advocate of hiring based on experience, believing organizations should hire based on skills and qualifications. Over the last 15 years in Silicon Valley, I’ve hired dozens of people from all walks of life and have always aimed to hire “blind,” in other words, not looking at gender, race, ethnicity or other factors. As a result, I have built strong and diverse teams.
Reflecting on my experience got me thinking about the debate between hiring based on experience versus hiring to achieve diversity. Regardless of how you hire, the goal is to find the best candidate. But what does that truly mean?
Finding the “best” employee
While I’ve always advocated for hiring the most qualified person, at the same time I know diversity is crucial to any organization — and is still lacking in tech. Despite numerous studies demonstrating diversity directly impacts the bottom line, diversity numbers remain shockingly low. The average number of women employed at some of the largest tech companies in the U.S. – Google, Apple, Amazon and others – is at 29 percent, African-Americans at 7 percent and Hispanics at 8 percent.
Hiring the “best” person on paper can result in a room full of the same type of person. Studies show that diverse teams outperform homogenous teams – you need multiple types of representation to provide different perspectives and ways of solving problems. The best resume doesn’t always result in the best employee – many of us have learned that the hard way. Some resumes lead you in the right direction, but personality and cultural fit seal the deal, making the interview process key.
Part of diversifying teams is also about creating opportunities. Many individuals never get to show their value because they are not given the chance, so the hiring pool lacks diversity. With my first sportscaster job, I never would have succeeded had I not simply been given the opportunity – which I got because I am a woman – and although it took time to get there, I ultimately proved that I was equally as competent as my male colleagues. However, in TV you can often learn on the job, which isn’t always possible in specialized areas of business and tech.
Increasing diversity in tech is a complex, multi-part challenge. Some applicants may be unfamiliar with hiring techniques, some lack the proper training, others may be hesitant to join a culture where they feel they won’t fit in and some are screened out due to unconscious bias. By addressing these issues – recruiting and hiring methods, education and company culture – we can promote diversity while considering qualifications side by side.
The conundrum – making the unconscious, conscious
Many recruiting and hiring methods continue to introduce unconscious bias – either for or against women, racial and ethnic minority candidates. Perhaps a company is looking for a candidate who checks all the boxes and is also a minority, or perhaps managers select a white male’s resume over that of an equally qualified female or minority individual. Anonymity has been shown to make a big difference in fair hiring practices; one study found “blind” orchestra auditions – using a screen to conceal the candidate’s identity – increased the number of female musicians hired from 25 to 46 percent.
Employers need to focus on making unconscious bias conscious. Steps such as removing biased language from job descriptions (e.g., “aggressive”); actively recruiting outside of usual networks (such as at historically black or women’s colleges); including diverse representation among interviewers; and ensuring interview questions focus on the job requirements can all help make strides toward eliminating bias.
Education – the right kind, at the right time
The tech industry is divided over whether the lack of diversity is a pipeline issue or a recruiting, hiring and retention issue – but the truth is it’s all of the above. Education plays a critical role, and the diversity issue will not be solved without working to appeal to and improve educational efforts and programs for women and minorities.
However, it’s not just education itself, but overall improving the quality and extent of education. Beyond getting more students to pursue STEM majors, we need to encourage students already there. One study showed minority students were less likely to stick to their majors if they felt they weren’t performing. Creating support systems, establishing extracurricular programs and building strong mentors to encourage women and minorities are key pieces of the puzzle.
And, while higher education is important, we need to reach individuals earlier on. We’ve seen inspiring examples of this through organizations like the National Society of Black Engineers’ SEEK Program that offers STEM programs for elementary schoolers, and Girls Who Code, which incorporates coding into school curriculum and offers STEM programs designed for girls.
Shattering cultural stereotypes
Culture also plays a major part in deterring women and minorities from tech – data shows many more minority students are majoring in STEM subjects than work in the field. Beyond getting them in the door, many companies struggle to promote and retain women and minorities. Societal attitudes and tech culture stereotypes such as the “male programmer” persist and discourage many from entering and staying in the field.
Companies need to focus on establishing a more appealing, inclusive culture, with diverse leadership and mentorship opportunities. Many have begun making strides toward this – companies like Cardinal Health, which offers courses on diversity and inclusion for employees, or Booz Allen Hamilton and others that have been recognized on the “Good for People of Color (PoC) in Tech” list. The industry needs greater corporate commitment toward establishing support programs, work policies and role models that benefit everyone.
At the end of the day, I stand by my philosophy of hiring based on experience and skillset. But I also understand the critical need for and benefits of greater diversity in every organization. Diversity, experience and cultural fit have to work hand in hand.
By tackling the root causes, societal attitudes and biases behind the lack of diversity, actively recruiting diverse and qualified individuals and balancing diversity with skill, I feel confident we can hire, retain and promote capable, diverse individuals who are truly best for the role.