In today’s workplace, diversity is
more than just a buzzword; it’s a way to build a stronger business. At Pinterest, we
understand that diverse teams yield smarter, more innovative results, which
are essential in the competitive, dynamic tech industry. With over
175 million active users worldwide, Pinterest thrives on providing users with
relevant ideas: what to wear, what to cook, how to furnish your home, and where
to travel. Pinterest’s fastest growing users are outside of the United States,
and for current and future users, it’s important that the people building our
product make it relevant to people of different ethnic, social, physical, and
geographic backgrounds.
But businesses have long struggled to
increase diversity across all levels. For nearly a decade, I worked at Catalyst,
a nonprofit focused on helping women advance in the workplace, consulting with
progressive companies who began investing in diversity initiatives in the ‘90s.
The tech industry joined the diversity movement to diversify their workforces
far later, after being scrutinized for its stark lack of gender and ethnic
diversity. What brought me to Pinterest was a bold move I hadn’t seen
previously: in 2015, the company decided to set public, challenging goals to increase hiring rates of women
and employees from underrepresented ethnic groups.
For example, while women typically
make up roughly 16% of software engineers in the U.S. (and
almost no companies report engineering data specifically),
Pinterest’s goal in 2016 was to hire women engineers at nearly twice this rate.
The goal was based on a legal analysis of the current workforce, industry
graduate rates, and co-founders Ben Silbermann and Evan Sharp’s desire to push
far beyond the status quo after two years of flat data.
The next step was to figure out a
strategy to reach these goals, and, more broadly, to ensure a culture of
belonging and managerial competence in inclusion. I joined Pinterest as the
company’s first Head of Diversity in January of 2016. By
the end of that year, we had hit or exceeded most of our goals, improving
hiring rates of underrepresented engineers from 1 to 9% and increasing
underrepresented talent from 7% to 12% in other roles. But we saw limited
movement for women engineers, only increasing our hiring rate from 21% to 22%,
which fell short of our goal. While higher than industry norms, this flatness
was in large part due to our focus on putting more women in senior roles versus
in entry-level roles (more on that later). Over the course of my first year at
Pinterest, I’ve learned four key lessons about how to improve diversity from
within a company:
1. Setting diversity goals isn’t
enough. You need (repeated) explanations of why they matter.
Rolling out public diversity targets
is an important step, but achieving these goals requires intense and regular
follow-up throughout the organization. It can’t just be left up to HR, either.
We learned we can make faster progress
if hiring managers understand how diversity advances our goal of building a
global, world class product. While I worked with the leadership team to digest
and communicate research and stories on this, my team doubled down on efforts
to engage hiring managers in inclusive decision-making. First, we instituted
an unconscious bias training program for
every new employee within their first two weeks, delivered by trained employees
across all functions. The sessions give practical advice on how to disrupt bias
in decision-making. We created a playbook and training for managers
focused on inclusive leadership. These provide strategies on how managers can
design more inclusive meetings, team experiences, and give consistent feedback
— based on research that employees receive different types of feedback
depending on their gender or cultural background. We also conducted an
in-house study identifying the best practices of our most inclusive leaders,
identified through team feedback. Our study found that these
managers tended to empower their employees with ownership of their roles
while also encouraging risk-taking; we’ve made the results available to the rest of
our industry.
2. Embracing diversity means getting
comfortable with being uncomfortable.
When I walked into Pinterest, one of
my biggest concerns was gauging and navigating the adversity of those
threatened by or dismissive of inclusion and diversity. In every company, there
are skeptics — both silent and outspoken — who question whether diversity has
merit. Others wonder if underrepresented groups can truly meet a high hiring bar. And because we put a stake in the
ground regarding our goals, some have succumbed to zero-sum thinking, assuming
that, despite our company growth, diversity programs in tech companies favor
some groups at the expense of others.
Being clear about our goals and
experimenting with new methods upfront helped break through some of the status
quo. We found that people tend to refer job candidates who look like
themselves, so we decided to ask people for loose connections and leads instead
of referrals. This landed well only when we made it optional rather than
required, and when we reminded people that these candidates would receive the
same scrutiny as any other hiring candidates. (Although it should be assumed
that no candidates will get special treatment, that needs to be restated
frequently.)
Furthermore, different groups have
unique concerns that need to be addressed separately. Senior women wonder if
the company will truly put women in leadership positions — a valid concern —
thus, we discussed embedding leadership targets within our hiring goals while
relaunching our female empowerment employee resource group with strong executive
sponsorship. Perhaps the most immediate impact was on our recruiters, who faced
new sourcing and relationship challenges. My team and I worked alongside
recruiters to ensure we would help them test new strategies for
hiring. One example is our new apprenticeship program, which brings in
new software engineers from non-traditional computer science backgrounds who
are strong performers.
While I continue to manage different
perceptions about these changes, I’ve found that being explicit about diversity
makes employees keenly aware of underrepresented talent we haven’t taken the
opportunity to connect with.
3. Diversity doesn’t slow down hiring
— it makes it more efficient.
Last year, Pinterest grew from 700 to
more than 1,100 people. In a young, hyper-growth tech environment, many
managers are new and trying to pursue results quickly, without spending too
much time on team building. This can lead some to make hiring decisions without
considering a broader slate of candidates.
There’s a blanket misconception that
factoring diversity into hiring automatically slows the process down, or in
some way lowers the bar for new hires. In the long run, adding a lens of
diversity to recruiting actually makes the process more efficient. Hiring from
a diverse candidate pool has made us more thoughtful and deliberate about
where we look for candidates, allowing us to look beyond the people that come
to us via networks (e.g. referrals).
For example, when trying to hire
senior roles, we began ensuring that we had at least one woman and one underrepresented
candidate in the final candidate pool. This resulted in our highest diversity
in executive roles to date — and our first ever executives from
underrepresented groups in their fields, including our first woman as Head of Engineering. And instead of interviews
assessing vague notions of “cultural fit” that we know can activate inherent biases, we trained employees
on consistent interviews that focused more on qualities we value in Pinterest
employees, like problem solving skills and curiosity.
4. Pursuing diversity requires plenty
of course correction.
Like any new effort, many
well-intentioned ideas can end up with unintended consequences. For example,
studies have shown that removing names from resumes to prevent discrimination
can actually have the unintended effect of evaluators making biased decisions
based on other cues.
For us, we missed our aggressive 2016
goal of 30% of newly hired engineers being women. While this was a
setback, we learned something invaluable halfway through our efforts: our
original goal was too broad. Although the pool of entry-level talent is more
diverse than that of tenured engineers, we realized that we couldn’t just
increase the number of junior women engineers — we also wanted to make sure
that women engineers were well represented at every level of the company. When
speaking with our current female engineers, we learned that having more
women at the top would lessen stigmas linking women to junior positions. That’s
why we decided to focus specifically on hiring senior women
later in the year, a much smaller but vital talent pool. After revising our
internal goal to capture more senior women, we were able to focus the remainder
of 2016 on bringing in experienced senior women engineers, including our Head
of Engineering.
There is no playbook for making every
employee feel included. In a sense, we’re all writing it together right now. We
continue to work on creating a sense of belonging for every employee at
Pinterest through events, discussions, and employee groups that build community
and involve our executives. We’re still working to up skill our managers on
inclusion, with trainings and team-specific discussions, and to determine real
incentives for being an inclusive ally. With the above lessons in mind, our
company is attracting people who know where we stand on diversity and the value
it brings to our product. They are coming because they believe in it, too.
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