Bohenet and Chilazi argue that fairness, not DEI programs, is the key to creating a truly meritocratic workplace. They advocate for a data-driven approach to measuring fairness in all aspects of work, from hiring to promotion to performance appraisals.
Amid the backlash against diversity, equity, and inclusion ( DEI ) initiatives in the United States and elsewhere, leaders in both the public and private sectors are reevaluating their organizations’ policies and goals. While many employers and employees still value and support DEI , a growing chorus argues that such programs run counter to meritocratic ideals.
However, Iris Bohnet and Siri Chilazi from the Harvard Kennedy School believe there’s one principle everyone should be able to agree on — fairness — and advocate for a data-driven approach to measuring it. They argue that fairness is not a program but rather a fundamental aspect of how organizations operate. It should be embedded in every process, from hiring and promotion to performance appraisals and meeting design. Bohnet and Chilazi use the analogy of a hundred-meter race, where fairness means everyone starts at the same place with equal opportunities to train, practice, and access resources. To quantify fairness, they emphasize the importance of data. Just as businesses rely on data to inform their core operations, they should use data to measure fairness in their systems. Chilazi highlights that data can reveal disparities in areas like promotions, highlighting that seemingly subjective concepts like fairness can be objectively measured. They believe that by making work fair for everyone, organizations can achieve both meritocracy and diversity, equity, and inclusion. This means creating a system that allows everyone to contribute their best and succeed based on their merits, rather than facing systemic biases
Fairness DEI Meritocracy Data-Driven Workplace Equality Harvard Kennedy School
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