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>Can you actually prove that people are in any way capable of measuring merit, especially for leadership decisions, which is pretty squishy to begin with? It s
by whatshisface 4y ago
>Can you actually prove that people are in any way capable of measuring merit, especially for leadership decisions, which is pretty squishy to begin with?
It sounds like you're agreeing with the author here, because he says,
>I fear that when large companies hire and promote people based on group identities, it discourages individuals from cultivating their abilities.
It is only one logical step to go from one to the other. The idea that the promotion process is so random that the introduction of an additional random factor (D&I status is totally uncorrelated to performance) can't make it any worse would nullify anyone's faith in performance incentives.
- mikkergp 4y ago> It is only one logical step to go from one to the other. The idea that the promotion process is so random that the introduction of an additional random factor (D&I status is totally uncorrelated to performance) can't make it any worse would nullify anyone's faith in performance incentives. It is only one logical step to assume the opposite as well, that a company that thinks holistically about the hiring process, and questions whether or not managers are acting in a truly meritocratic way will give people confidence that cultivating their abilities won't be for naught if they have a racist/sexist manager. The article states a lot of things based on feels but the one tangible point they make is that HR is not in fact insisting he hire someone based on an "additional random factor" just that they considered all the candidates.
- whatshisface 4y agoThe article is a lot more than just complaining about D&I policies, for example you'll notice that the manager spent several months unsuccessfully trying to get even one qualified diverse candidate to interview with Microsoft. What's up with that?