Not really - there's a really simple solution for hiring more women without dropping the bar for them. Make your company the most desirable place for anyone to work, so that you have vastly more applicants than positions, and then you can pick whoever you want as the incoming cohort. Math:
Say that your goal is to hire from the top 1% of the field, and the top 1% is indistinguishable from each other. There are 1 million people in the field, and you will be hiring 1,000 this year. Also say that women make up 10% of the field. In this scenario, there are 10,000 people that you would be happy to work for you, and 1,000 of them are women.
If only 10% of prospective employees would even consider working for you (which is the case for many startups, and probably for present-day Microsoft), then you're trying to fill a class of 1000 from a universe of 1,000 candidates, and only 100 of the women both apply and meet your hiring threshold. The best you can do is 10% female interns.
If, however, everyone in the field wants to work for your company, you have a universe of 10,000 candidates, 1,000 are women, and you're trying to fill a class of 1,000. You can have a female proportion anywhere from 0-100% with no loss of quality.
The strategy you describe drops the bar for all employees in order to achieve a gender target.
This is not how companies operate, for the most part. If a company wants to hire 1,000 people and 10,000 applicants are in the top 1%, they will move the bar up to hire the top 0.1% instead.
Given a normal distirbution of applicants, there is a huge difference in talent (10x?) between top 1% and top 0.1%. The bar always automatically adjusts higher; otherwise, a competitor will hire the fraction of the 0.1% that you've passed over. Now the competitor has a 1,000 workers, and you have 1,000 workers, but the competitors are 10x more talented for the same pay (most of the 0.1% didn't get an offer from you, so there's no bidding war for their talents).
Actually, if a company spends more money recruiting each equivalent female employee than male employee, they do effectively drop their total hiring bar if spending more money lets the company climb the bell curve, because it's effectively a reduction in spending efficency, but that effect is small, and skill parity is still achieved.
You're assuming you can continuously & linearly rank every single applicant. The labor market doesn't work that way. Typically, it's organized into tiers - you have your superstars, and then you have a pool of developers that are good enough, and then you have a bunch of clueless n00bs. Within a tier, it's rare to find significant, measurable performance differences. The studies showed a 10x difference in productivity between the best teams and the worst teams - that does not mean it applies to individuals, or that it means the best developer is 2x as good as the second best developer, at least on an industry-wide level.
(How would you stack-rank John Resig against Rob Pike? The two of them against Zed Shaw? The three of them against Guido van Rossum? Note also that even if you can stack rank their accomplishments, that won't necessarily reflect in their day-to-day performance. Guido van Rossum wrote Python, but he also wrote a bunch of AppEngine code that isn't all that much beloved.)
Even if the population is divided into discrete tiers, the process is still rife with unfairness no matter how you dice it.
If you have 1,000 slots, 10,000 candidates in your tier, and 1,000 of them are women, you can hire any ratio of women to men that you like and all will be equally talented. Great, right? It's great for those that are hired; not so much for everyone else.
Say you make the gender ratio 50%. You hire 500 women and 500 men from the top tier. Every first-class company like Google or Facebook adopts this strategy. This means that the odds of being hired at a first-class company is 50% for women in the top tier, and only 5% for men in the top tier. For every interview a woman does, a man must do ten. Eventually all the slots in all first-class companies are filled up, leaving some top-tier men working for second class companies--but no top tier women are working for second class companies.
Right, but you're going to get this unfairness no matter what criteria you use, gender or otherwise.
Say you leave the gender ratio unspecified and instead decide based upon the interviewer's gut feeling. Then you'll bias the hiring process toward schmoozers with good social skills.
Or you decide based on which college the applicant went to. Then you bias it towards people who were willing to shell out for a prestigious piece of paper.
Or you decide based on whoever responds to your offer first. Then you bias it against people who have lives and better things to do with their time than refreshing their e-mail waiting for a callback.
Really, the only solution is to acknowledge that life's not fair, and people sometimes get things for completely arbitrary reasons. Which is really hard for a lot of people to do - it was hard for me - but you end up being a lot more successful when you don't think too hard about all the folks who get undeserved job offers and promotions and think more about how you can tilt the odds toward being one of the lucky ones instead.
I completely agree. I make this point, though, because the parent article begins,
“You only got that internship because you’re a woman.”
Note that this statement does not imply she is unqualified. She could be absolutely qualified (and probably is). However, in the ficticious tiering example above, the female applicant has 10x higher odds than a male applicant of getting a sought after job at a first-lass company, even though both are equally qualified. For this example, at least, the above statement is explainable (minus the "only" part, which is just mean) by the huge difference in probability between her and her friend. Her friend would have to apply to ten times more internships in order to land an equivalent gig.
It largely is in an employment situation. There are a number of people that are all well-qualified for the job, and any one of them can do it as well as any other.
It's not necessarily true when you compare between organizations, where different groups may make subtly different decisions with wildly different outcomes (although even then, a lot of the difference comes from different circumstances and not innate talent of the people involved). But in an organization, the need for teamwork and to "row in a common direction" tends to flatten out individual differences, and there're generally two possible classes: "valued contributor" and "holding back the group".
(This is also why large organizations like Google tweak their hiring processes to avoid false positives more than false negatives. One bad hire forces the team down to his level, as they always have to stop and explain things to him, or he'll block them from implementing a cleverer solution that he wouldn't understand. One good hire, however, very rarely raises the level of the team - he needs a lot of patience and very good empathetic & people skills to do so.)
> It largely is in an employment situation. There are a number of people that are all well-qualified for the job, and any one of them can do it as well as any other.
No, that is simply not true. There might be a cutoff over which everyone is "reasonably competent", and perform "acceptably", but there are still huge differences between people.
You immediately say "no" to people that don't reach the "acceptable" bar. But above that, you have hiring quotas, and you try to maximize the value of the people you hire. Hiring someone just above the bar now means you get one less hire later. Someone much better might show up, and often does. And on the other hand if the current candidate is much, much above the bar - you fight to get that person hired, you work on convincing your peers in the hiring process. Because they are worth it. Such people have a much higher chance to be hired.
I've been on both sides of the hiring process many times and worked for many years in tech. To say that above some skill level everyone is the same, "can do it as well as any other" - not in all of my experience.
How large an organization? There are big differences between what a 10-person startup needs and what a 20,000 person mega-corp needs.
(FWIW, I would pay much more attention to individual performance differences if I were hiring for my own startup than I would when interviewing for Google. But I thought the context of this discussion was organizations large enough for gender quotas to matter, i.e. the Microsofts and Googles of this world. If it were my own startup, I'd try to hire from the population I've personally worked with, avoiding this whole discussion anyway. And I have never worked in an organization with a hiring quota - the companies I've worked for will all take you if you meet the hiring bar, and hold cash in reserve so they can scoop up a suitably-qualified employee if one presents herself. For that matter, I've been given offers at several places that were "not hiring", so I'm guessing quotas are just guidelines in many other places as well.)
> And I have never worked in an organization with a hiring quota - the companies I've worked for will all take you if you meet the hiring bar
You must have worked only at places where the amount of acceptable candidates is greatly constrained. Either because the hiring bar was extremely high, or there simply were extremely few candidates out there with the right skills.
In practice I've seen quotas everywhere I've worked. At small startups, at the beginning you often have no money to pay salaries, so you give out equity, and you don't want to be diluted into nothing from day one. It's also crucial to find great talent for the very beginnings of your company and codebase.
For large companies, there are always quotas because otherwise they would grow until they quickly become unprofitable, and of course there is a limit to how fast you can integrate new people into an existing structure. Each division and team has a target size for the next year, and they hire up to that limit.
I have never been in a company, big or small, where we said "hire as many good people as you find! no matter how many! we'll take 'em all!"
I work at Google. The hiring bar is definitely high, but the quotas are also definitely just guidelines. (I was hired during a hiring freeze, for example.)
I've previously worked at 2 startups, founded 1, and also interned at a large and a mid-size company. None of them had quotas. The two startups were very constrained in the number of acceptable candidates, but the internships had a fairly large pool of candidates to choose from, and would make a position for a suitably-qualified candidate if one did not exist.
I think we are saying basically the same thing in other words.
If the hiring bar is very high, it can be set high enough so as to limit the number of people you hire. So you end up hiring only (ones you think are) the very best.
The fact remains that even in such a "quotaless" situation, if you saw 1,000 amazing people you would not hire them all for your 10 person startup. That would be lunacy. In fact you would stop interviewing after hiring a tiny fraction.
The point here is that, contrary to the discussion before, it isn't that there is a "near-infinite" amount of candidates of equal talent. All companies want to hire the best, and the right amount of them within some reasonable range.
So it isn't that you can pick a criterion like "we will hire only left-handed people" without that having an effect, since left-handedness is only about 10% of the population (of all coder skill levels). If you start looking at far fewer candidates, you will miss some of the very best that otherwise you would want to hire.
The startups I've worked at hire everyone who's good. Quotas and headcounts exist at companies like Intel, but VC funded startups can't possibly hire quickly enough to spend all their investment.
Really? I always see funded startups limit their hiring to their investment and because it just isn't practical.
If you are a 10 person startup, there are likely thousands of people in silicon valley who could work for you, and hundreds of thousands who could work remotely. You're not going to hire them all - it would take too long, you would run out of money, and you would have your equity diluted into nothing.
Say that your goal is to hire from the top 1% of the field, and the top 1% is indistinguishable from each other. There are 1 million people in the field, and you will be hiring 1,000 this year. Also say that women make up 10% of the field. In this scenario, there are 10,000 people that you would be happy to work for you, and 1,000 of them are women.
If only 10% of prospective employees would even consider working for you (which is the case for many startups, and probably for present-day Microsoft), then you're trying to fill a class of 1000 from a universe of 1,000 candidates, and only 100 of the women both apply and meet your hiring threshold. The best you can do is 10% female interns.
If, however, everyone in the field wants to work for your company, you have a universe of 10,000 candidates, 1,000 are women, and you're trying to fill a class of 1,000. You can have a female proportion anywhere from 0-100% with no loss of quality.