What are the KPI's of the people doing the recruiting strategy for these organizations? They're incentivized to hire people who will fit in, and perform well.

What are the KPI's of the people doing the recruiting strategy for these organizations? They're incentivized to hire people who will fit in, and perform well. After a certain level of competency, from any school, this is no longer a distinguishing feature. So they double down on the culture fit, and the easiest way to eliminate risk is to hire from a pool of people who have already demonstrated that culture. I has a very illuminating chat once with a hiring consultant developing the onboarding/induction process and activity package for graduate engineers starting at a global oil&gas company (different industry, but the same level of gatekeeping). When taking the grads through these activities, she was struck by the fact they all looked and sounded nearly identical(even with obligatory racial diversity). She later found out that the two managers in charge of graduate program were hiring exclusively from the two engineering schools they themselves had attended, and that they were running into a terrible time retaining graduates after the program had finished, as they usually stepped off into more boutique consultancies or went to work on passion projects as money was never the motivator. The recommendation from her consultancy was to broaden their hiring practices, and that drawing exclusively upper crust engineers who just saw the role as a stepping stone was going to hurt them in the long run, whereas they'd get much better loyalty from middle class graduates.