Diversity Hiring Practices

A few years ago, a recruiter went viral for noting that she'd extended an offer for exactly what a candidate asked for, even though it was well below the budget for the role, critiquing the candidate for not understanding the market and "knowing their worth" because recruiters can't be responsible for teaching people how to negotiate. And countless recruiters made their own posts patting themselves on the back sharing stories about how they told candidates to ask for more. Of course the issue is that those recruiters were still perpetuating inequitable hiring processes. Here's the truth: any time a candidate is able to negotiate to receive a better offer, there is inequity in the system. - What about the candidates who don't have as much insight into compensation for the role? - What about the candidates who don't get insight from the recruiter around the need to negotiate? - What about the candidates who are too desperate to risk losing an offer by asking for more? The most equitable way for employers to approach compensation is to: 1. Have a clear process for setting compensation based on objective criteria that can be implemented fairly and consistently. 2. Avoid negotiation other than in rare cases where there is new information that aligns with said criteria. 3. Be transparent about those practices so candidates understand how the company arrived at the number and why it's not negotiable. And none of that should be contingent upon a candidate asking for the right number. It's not a candidate's job to be an expert on compensation. Any time you find yourself saying things like "let's offer 100k, and then we can negotiate up to $110k if they push", you should really be leading with that $110k offer. And candidates, you should know that if if a company communicates their compensation and compensation philosophy with you up front, lets you know they won't negotiate since they are focused on equitable compensation and are leading with their best and final offer, that's a really good signal that they care about doing right by their employees from a compensation perspective.

Traditional hiring practices that focus solely on credentials, years of experience, and well-defined skill sets are already falling short of business expectations, in an environment that yearns for agility, creativity, adaptability, collaboration, emotional intelligence, and visionary thinking. Rather than zeroing in solely on the typical qualifications that many employers prioritize, it's vital to recognize and embrace the undervalued attributes that hold transformative potential for an organization. Here are some of them:- 🟣 The Relentless Problem-Solver - Those who constantly challenge the status quo, question everything, and are never content with "this is how it's always been done." Why They Matter - In an ever-evolving market, this mindset can lead to innovations, optimizations, and disruptions that set companies apart. 🟣 The Cultural Bridge - Individuals who seamlessly blend into diverse teams, understanding and integrating various cultural nuances. Why They Matter - As companies go global and teams become more diverse, these bridges can enhance collaboration, and minimize misunderstandings. 🟣 The Passionate Novice - They may lack the specific experience but possess a fiery passion for the industry, role, or mission of the company. Why They Matter - Passion often drives faster learning curves, commitment, and an energy that can be inspirational to the team. 🟣 The Resilient Warrior - Those who've faced setbacks or come from atypical backgrounds yet have displayed resilience and determination to overcome adversities. Why They Matter - They embody grit, adaptability, and a distinct viewpoint. Their journeys can motivate teams and cultivate a relentless drive. 🟣 The Lifelong Learner - Not necessarily the experts, but those who exhibit an unending curiosity and dedication to continuous learning. Why They Matter - In the modern world, the ability to learn, unlearn, and relearn is invaluable. These individuals ensure the team stays current and forward-thinking. As we shape the future of work, it's worth pondering - are we looking in the right places? Maybe it's time to value the unconventional. Hiring for non-conventional capabilities is not about disregarding experience or expertise. It's about recognizing the immense value that often-overlooked traits and potential can bring to an organization. By broadening the hiring lens, employers tap into a richer, more diverse talent pool, driving innovation, resilience, and growth. In a world that's constantly shifting, the usual methods may no longer suffice. It's those who dare to value the unconventional who will thrive and lead in the future. The businesses that adapt their hiring strategies to this new paradigm will be the ones shaping the world to come. *** ✅ Share this to your network ✅ Follow me on LinkedIn ★ DM me for a conversation to learn how we can help you grow & succeed ★ #business #people #leadership #talent #skills #capabilities #success #growth

Neurodiversity 101: Neuroinclusive recruitment: small changes, big impact- low cost for 2026 Many organisations want to widen their talent pool, yet recruitment processes still quietly exclude neurodivergent people — not through intent, but through design. Neuroinclusive recruitment is not about lowering standards. It is about removing unnecessary barriers so people can show what they can actually do. Below are some very practical and low cost ways employers can make recruitment fairer and more effective. 1. Job applications Complex forms, jargon and hidden expectations filter people out early. Simple steps help: Use plain language and shorter forms Offer step-by-step or video guidance Allow alternative formats (e.g. recorded answers) Provide help without requiring a diagnosis 2. Interviews (face-to-face and online) Interviews often measure confidence under pressure rather than job skill. Train interviewers to recognise neurodivergent bias Offer quiet spaces, flexible lighting and clear structure Share questions in advance where possible Allow practice sessions, captions or camera-off options 3. Psychometric assessments Assessments should measure what matters for the role — not processing speed or test familiarity. Use tools designed with accessibility in mind Check for bias in delivery and scoring Explain purpose clearly and provide practice examples 4. CVs, networking and job searching Informal systems disadvantage people without social capital. Teach strengths-based CV writing Provide templates and assistive tools Use structured networking with clear expectations Offer 1:1 options alongside group events 5. Virtual recruitment processes Digital does not automatically mean accessible. Ensure platforms work with screen readers Give clear instructions and technical support Avoid time-pressured tasks unless essential 6. Adjustments and disclosure Many candidates do not know what they can ask for — or fear doing so. Clearly explain how to request adjustments Normalise adjustments as part of the process Focus on needs, not labels The key shift for 2026 : Design recruitment for predictability, clarity and flexibility. When you do, EVERYONE benefits AND not just neurodivergent candidates. For training, consultancy support and profiling tools contact the team at www.doitprofiler.com Lexxic

When I co-wrote How Google Works with Jonathan R., we captured the key lessons from our time at Google. One has only grown in importance as AI transforms every industry: the future of your business depends on the quality of your team. 👉 Hiring is the most important thing you do, and everyone should invest in it. The only way for your business to consistently succeed is to attract smart creatives and foster an environment where they can thrive at scale.  AI can automate routine tasks, but it’s the smart creatives who can leverage these tools to invent and innovate. So, what is a smart creative? They’re product-driven thinkers with: 🔹 Deep technical expertise 🔹 Sharp business insight 🔹 Bold creative vision How do you build an environment where smart creatives can thrive at scale? Simple: get out of their way. I often compare managing smart creatives to raising teenagers: you need to trust them and give them freedom to explore and create, stepping in only when things get serious or off track. Micromanagement stifles their potential, but the right balance of support and autonomy unleashes their best work. Smart creatives are everywhere. Here’s how to spot them when hiring: 🔹 They’re endlessly curious and persistent, always asking why and never giving up. 🔹 They have hands-on experience and a proven track record of building and creating. 🔹 They thrive in uncertainty and take smart risks. 🔹 They align deeply with your company’s values and help build a positive culture. 🔹 They care about where they work and what they do because mission and culture matter to them just as much as their role. If you want your company to succeed consistently, your role as a leader is to: ✅ Hire smart creatives ✅ Build an environment where they can thrive ✅ Don’t micromanage them ✅ Encourage them to harness AI In an era defined by exponential change, the aim isn't to replace smart creatives with AI but to amplify their impact. When equipped with the right tools, these team members can help organizations innovate and shape the future in ways we’ve yet to imagine. Smart creatives don’t just adapt to change — they lead it. #Leadership #HowGoogleWorks #SchmidtSights #FutureofWork

Something I'm seeing more and more of lately, and it's making me reflect. Some of the most talented, experienced people I know in global TA are stepping away from the industry. Not because they've lost their spark, but because our market is saturated right now and the opportunities just aren't matching the talent that's out there. And here's what I want to say to any hiring manager or business leader who sees a TA professional's CV land in their inbox for a non-TA role... Don't let the job title fool you. Look at what they actually bring. People who have built careers in Talent Acquisition are some of the most commercially sharp, people-savvy, adaptable professionals you will ever hire. Here's why 👇 🔍 They are expert researchers and analysts — identifying talent, reading markets, spotting trends and making informed decisions at pace is second nature to them. 🤝 They are relationship builders — building trust quickly, managing multiple stakeholders and keeping people engaged through complex, often ambiguous processes is what they do every single day. 🗣️ They are brilliant communicators — selling a vision, influencing without authority, handling difficult conversations with empathy and professionalism. All day, every day. 📊 They understand data and commercial impact — time to hire, cost per hire, pipeline conversion, DEI metrics. TA professionals are far more commercially minded than they're often given credit for. 🌍 They bring a global mindset — many have hired across multiple regions, navigated cultural differences and built processes that work at scale. That perspective is invaluable in any business. 🧠 They are problem solvers — hard to fill roles, urgent headcount, shifting business priorities. TA professionals are used to finding solutions when the odds aren't in their favour. ⚡ They are resilient — if the last few years in TA have taught us anything, it's that this community knows how to adapt, pivot and keep going. The stigma around "they're just a recruiter" needs to stop. These are strategic, emotionally intelligent, commercially aware professionals who can add value far beyond a hiring desk. If you're a TA professional exploring new paths right now, your skills are more transferable than you think💪 And if you're hiring — give that TA CV a proper look. You might just find your next best hire. 🌍🫶❤️

Most hiring "diversity problems" aren't actually hiring problems. They are sourcing problems. This IWD, focus on your pipeline: 1️⃣ Stop relying on the "inbound lottery." Crossing your fingers and hoping the right candidate applies is not a strategy, it’s a gamble. If you want a top-tier team, you have to actively search for it, not just wait for it to show up. It is a massive mistake to rely on inbound interest alone. 2️⃣ Representation is the floor, not the ceiling. Representation is far more than binary gender categories, though that is the non-negotiable starting point. If your pipeline doesn't reflect the world we live in, your final hire won't either. You cannot "fix" a lack of diversity at the final interview stage if you didn't build it into the top of the funnel. 3️⃣ Kill the "cultural fit" bias. We have to move past "the founder knows a guy" or interview feedback like, "There was just something about her I didn’t like." If you can’t point to a specific skill gap or a data-driven reason for a rejection, it’s likely your own bias talking. The reality of high-performance hiring is simple: "You can't hire the best if you don't source the best." Before you interview a single person for your next open role, audit your pipeline. If it isn't representative, don't start the clock. #InternationalWomensDay #Hiring #AllforThem Series Build

“How effective are you compared to someone with sight? 80%? 75?” That’s the question I was asked in a job interview once, for a job at a charity recruitment company. I still remember sitting there, early in my career, not knowing what else to do but answer it. I wanted the job. I wanted to prove myself. So I played along. In the end, I did get offered the role – but only after the first choice candidate turned it down. And I can’t help but think back to that moment. Because the question itself said more than any answer I could have given. It assumed effectiveness can be measured against a sighted benchmark. That being disabled automatically makes you “less than”. That my value could somehow be boiled down to a percentage of someone else. If I were asked that today, I’d stop the interview there and then. Not out of anger, but because it’s the wrong question. And it shows the real values of the organisation, and person, asking it - values I don’t align with. The real question should have been: what do you need to do this job effectively? That’s what inclusion looks like. Not measuring people against a “norm”, but creating the conditions for everyone to thrive. I’m not 80% of a sighted person. I’m 100% me. And if you’re a hiring manager, here’s my challenge to you: check your questions. Because the way you interview says as much about your organisation’s culture as the answers you get. #DisabilityInclusion #Accessibility #Recruitment #SocialModelOfDisability

Ahead of last night’s Academy Awards, my colleagues published a new report on Latino representation in film and TV. It offers a fresh look at the way films featuring Latino talent can help drive Hollywood success. From 2013 to 2022, according to the report, movies with Latinos in above-the-line roles (producers, directors, writers, lead actors) outperformed those without by more than 58 percent. These films were also about one-third more likely to be nominated for an Academy Award or Golden Globe. And once nominated, they were also more likely to win. You can read more here: https://lnkd.in/gkZXWMFG Some of this can be attributed to the enthusiasm of Latino audiences. They represent 19 percent of the US population, but they account for 24 percent of film ticket sales, 29 percent of daily mobile TV viewers, and 24 percent of streaming subscribers. In fact, Latinos are the most avid filmgoers per capita in the US—and their viewership doubles when Latinos are represented on- or off-screen. And yet, compared with other minorities, Latinos are the most underrepresented group in Hollywood in above-the-line film roles. They account for just 4 percent of lead or co-lead roles in US films, with similarly limited off-screen representation in director, producer, and writer roles. The report suggests several approaches to address this, including increasing the number of Latinos in decision-making roles, investing in Latino talent and content, and working to embrace and accurately represent Latino identity in creative work. There’s so much to be gained. By providing more opportunities for Latino talent, Hollywood can tap into additional revenue of $12 billion to $18 billion annually. This could benefit people across the industry’s value chain—and foster a more inclusive and accurate portrayal of the Latino community. Thanks to my colleagues Camilo Becdach, Tomás Lajous, Sheldon Lyn, Lucy Perez, and Tony Toussaint for their work and leadership on this topic. #SustainableInclusiveGrowth

This illustration by Sketchplanations is a brilliant reminder of the value of team diversity. Our perspectives seldom contain the full picture, so we need a mix of viewpoints to arrive at a stronger solution. But don't take it on faith alone - a 2006 study by Katherine Phillips from Northwestern University shows exactly that.   She recruited 216 participants and asked them to read a series of pieces of evidence about the same murder mystery. Then she divided them into two kinds of groups: Similar group: all participants were from the same ethnic group Diverse group: participants came from at least two ethnic groups Each group had 35 minutes to figure out who the murderer was. Similar groups got the correct answer 54% of the time. However, diverse groups got it right 75% of the time - a 39% uplift. This isn't a finding limited to ethnic diversity. Phillips' experiments have shown, for example, that groups of mixed political persuasion tend to outperform homogenous groups.  Whether its gender, class, age or political persuasion, mixed groups tend to perform better, for two big reasons: First, informational diversity. In Phillips’ words: ‘People who are different from one another in race, gender and other dimensions bring unique information and experiences to bear on the task at hand.’  Second, diverse groups engender greater reflection of opposing opinions: ‘When disagreement comes from a socially different person, we are prompted to work harder. Diversity jolts us into cognitive action in ways that homogeneity simply does not.’ There’s a lesson here for businesses: casting your net wide when recruiting is not only more ethical, it’s also more effective. Because the greater the mix of people you have, the more likely they are to offer up creative solutions to your challenges. If you're interested in learning more behavioural science, sign up to my newsletter, AstroHacks. Each fortnight I cover one bias and explain how you can apply it to business or marketing challenges. Link in the comments.

I am starting to hear it daily from candidates we are trying to help. Candidates, especially those with disabilities, are becoming disillusioned. See, the thing is, it is ridiculously short-sighted. I know what companies are thinking at the moment: there are a lot of candidates out of work, big numbers. We have the pick of masses. Just because you have a big number to pick from doesn't mean you can afford to drop your standards and think you can have a slap-dash recruitment process. It will come back to bite you. Do you know why? It's because the tides will turn again. It always does in recruitment. At some point, there will not be as many candidates to hire, and it's these times that people will remember. Candidates talk, and news travels fast. They remember the bad experience way more than the good experience. For candidates with disabilities, these experiences can be even more impactful. An inclusive and accessible recruitment process is not just about fairness; it's about respect and common courtesy. Here are some steps to make the process more inclusive: 1. Accessible Job Descriptions: Ensure job descriptions are available in accessible formats, including screen reader-compatible text and large print versions. 2. Inclusive Communication: Use clear, simple language and provide multiple ways for candidates to reach out or ask questions. 3. Flexible Interview Formats: Offer alternatives such as virtual interviews, written responses, or extended time for assessments. 4. Physical Accessibility: Ensure interview locations are accessible, including ramps, elevators, and accessible restrooms. 5. Assistive Technologies: Provide necessary assistive technologies for candidates during interviews and assessments. 6. Training for Hiring Teams: Educate hiring teams on disability awareness and inclusive practices. 7. Feedback Mechanism: Establish a feedback mechanism where candidates can share their experiences and suggest improvements. So let’s clean up our act and start putting candidate experience first. Prioritizing accessibility and inclusivity can lead to a richer, more diverse workforce and a stronger organizational reputation. A respectful, inclusive process is common courtesy. Cheers ID: "A social media post by Puneet Singh Singhal with the handle @puneetsiinghal. The post reads, 'Excluding talent due to inaccessible hiring practices is short-sighted and costly. #DisabilityPrideMonth'" #DisabilityPrideMonth #SDGs #AXSChat #Accessibility #Equity #Hiring #HR #Leadership #WeAreBillionStrong