Executive Summary and Main Points
The transformative concept of intersectionality, as applied to talent management, spotlights the distinct and complex discrimination faced by Black women and other individuals with intersecting identities in corporate environments. Given the demographic shifts within the US workforce and the rise in LGBTQ+ representation, there is an urgent need to adopt intersectional workforce policies that address varied employee experiences. Innovations in recruitment, retention, and promotion strategies are increasingly acknowledging intersectionality. These include skills-based hiring, inclusive AI screening, and intersectional inclusion practices tailored towards fostering holistic diversity and representation. However, integrating intersectionality in corporate DEI (Diversity, Equity, and Inclusion) initiatives lags due to persistent biases and the lack of targeted efforts toward underrepresented groups, as illustrated by examples of insufficient strategies that do not yield the intended improvements for multiply minoritized talent.
Potential Impact in the Education Sector
These developments hold promise for reforming recruitment, retention, and promotion frameworks within Further Education, Higher Education, and Micro-credential sectors by advocating for strategic partnerships and digitalization centered on inclusivity. Further and Higher Education institutions could apply skills-based hiring for faculty and staff, partner with groups showcasing diverse identities, and ensure their AI-driven application tools are scrutinized for bias. Micro-credential providers can diversify their offerings by recognizing the varied pathways—beyond traditional degrees—that individuals undertake for skill development and aligning their programs to support continuous learning for underrepresented groups, ultimately leading to better-accessible credentials which hold value in the interconnected global higher education and employment markets.
Potential Applicability in the Education Sector
Innovative applications leveraging AI and digital tools in global education systems can facilitate the adoption of intersectional approaches in talent management. For example, AI-based admissions and hiring processes can be refined to minimize biases against individuals with multiple intersecting identities, such as race, gender, and socioeconomic status. Digital platforms that offer micro-credentials could consider partnership with organizations focused on skill development for underrepresented minorities, thereby expanding access and educational opportunities. Higher education institutions might also benefit from establishing ERGs to foster a sense of belonging among diverse staff and students, reflecting the complex demographics of their academic communities.
Criticism and Potential Shortfalls
Current criticisms include the failure of DEI initiatives to properly account for intersectionality, leading to the perpetuation of existing disparities, particularly for Black women and other multiply minoritized groups. The use of AI in recruitment, while intended to reduce bias, may inadvertently exclude those at the intersections of identity if not carefully implemented and audited. Real-world examples demonstrate the limitations of traditional diversity programs, suggesting that generic DEI training and broad sponsorship programs may not address the specific needs and barriers faced by individuals with multiple marginalized identities. Ethical and cultural considerations must be integrated into these technologies and strategies to ensure they are not exacerbating the very issues they aim to address.
Actionable Recommendations
International education leadership should prioritize developing an intersectional lens within talent management by:
– Implementing skills-based and competency-driven recruitment practices, removing unnecessary educational prerequisites to broaden the talent pool.
– Auditing AI-driven tools for intersectional bias, engaging experts to develop inclusive algorithms, and pairing these tools with human oversight.
– Establishing strategic partnerships with organizations that foster skill development and cultural competencies among underrepresented groups.
– Designing ERGs and mentorship programs that encourage inter-group collaboration and support for multiply minoritized individuals.
– Offering professional development and leadership programs that focus on intersectional identities to ensure comprehensive DEI coverage and to challenge existing structures that inhibit the advancement of marginalized individuals.
Source article: https://hbr.org/2024/02/how-to-build-an-intersectional-approach-to-talent-management