If you ask a graduating master of business administration student, a prep school guidance counsellor or the internet how to be hired at the global consulting firm McKinsey, you’re likely to find a list of prestigious “target schools” where it has consistently aimed its recruiting efforts. You know the ones – Harvard, Yale, Stanford.
The legitimacy of traditional markers of brilliance, like an Ivy League qualification, are being questioned. And so, companies have had to come up with other ways to convey to recruits, investors and customers that they’re not just ticking boxes that may be outdated – their talent is truly the most talented. Broadening the recruiting net fits the bill, but may come with some of the same shortcomings as previous strategies.
That approach has since become a political minefield and, in some cases, a legal liability. Today, executives are talking less about diversity . Some have started emphasising “inclusion” or “belonging”. But many were already pivoting to something broader.“Skills-based hiring,” “skills-first hiring” and efforts to break the “paper ceiling” – the bias against those without university degrees – are all rising buzz phrases.
In the period after companies removed degree requirements from some jobs, about 3.5 per cent of those jobs were filled by candidates without a degree. That means fewer than one in 700 workers hired last year benefited from the shift in policy. Carnevale pointed to another challenge: it’s difficult to articulate exactly what qualities someone needs to do a particular job well, let alone how to assess those qualities without being sued.“Imagine trying to figure all that out, with lawyers in the room, what the actual knowledge, skills, abilities, personality traits, work values, work interests are – it’s dicey business,” he said.
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