I find it interesting that the same people who only want to hire “the most qualified” person also want to limit themselves to hiring only people who live in the vicinity of their office and are physically able to be in the office 8-10 hours per day, five days a week. It seems that leaves out many talented people who might be better qualified. Can your company compete with just that labor pool in a global economy when others search the world for talent?
If foreign companies poach American workers to work remotely, they might know something you don’t.
So after 12 years, I’m back, but it’s very different. Because 12 years is a long time and things change fast around here. This opportunity only came about because I’ve been changing and now have something different to offer, that matches up with how the firm has been changing. I could have resisted learning all these new things over the years, but that would have also limited what I could do going forward. I’m really happy I didn’t do that. It might be the best career move I’ve ever made.
As pointed out in the link below, these types of behaviors break trust. I can’t trust leadership who doesn’t act in a way that matches the talk, and in too many cases the talk about well-being is just talk. You could say the same about diversity and inclusion and other efforts that exist mostly to appeal to customers and potential employees instead of demonstrating a true commitment to those things.
Eliminate all that time spent commuting, hassling with after-school, Summer Break, sick day childcare, and dealing with office politics, and you just became a massively more attractive place for moms, let alone all women and other people who would benefit from the job being something other than 8-5 in one, singular, location for everyone, every day.
Again, you broaden your labor pool, which broadens your diversity efforts. It’s not rocket science. The more “rules” you have in place, like a full-time return to office policy, the more people will find it difficult to work for you, and the smaller pool of candidates you’ll be choosing from.
There’s no simple answer here but I would look at how you define culture. There should be an organizational culture that includes diversity. Think more about “we value a variety of experiences and viewpoints” as opposed to “we like to work in a locker room environment” and then find the diverse group of people who “fit” your culture.
I will agree with Kevin on this though, “culture fit” is too frequently just code for people like me, and that needs to go away.