Hiring for diversity
Nora* is 25 years old and works in the finance team for a retail company. She joined straight out of university through a graduate programme and has been with the business for the past four years.
She identifies her company culture as being a mixture of hierarchical and dynamic, something she attributes to the ongoing changes taking place. However, the company’s transition into a more dynamic workplace is not without its growing pains. Nora describes some of the EDI processes and initiatives as still appearing rather “surface level or performative.” She notes that a culture fit approach is prioritised during recruitment. “I often feel alienated,” she says. “I’m a rather reserved person, and within my peer groups the culture of drinking and going out is quite dominant. I’ve often felt left out and found it hard to make friends at work because I don’t enjoy that as much as others. It can be difficult when who you know and who you are friends with can potentially influence who is promoted.”
Nora has been involved in the hiring process for several roles. During this process, applicants are marked against a set of company values, which tends to lead to very similar personality types being hired. This creates a pressure to fit a specific mould, which can then be reflected in who is favoured once employed. “Being reserved has made things harder, but I recently connected with a more senior individual that is quite similar, and they have been a really great role model for me,” Nora says. When asked what changes she would most like to see in the coming years, Nora lists the hiring process as one of the main areas for improvement. She notes her company doesn’t feel like a diverse place to work and would benefit from more diversity. Nora also hopes to see EDI measures becoming
“I’d love to see the hiring process change,” she says. “There is something easy about having people who are similar, but we need more diversity. People from different backgrounds, with different personalities, and with different ways of thinking.” *This case study is based on an interview with one of the survey participants, but their name and some details have been changed following a request for anonymity.
less performative as the shift in company culture progresses.
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