Written by Deo Mwano
In today’s society, there are ongoing debates surrounding meritocracy and DEI (Diversity, Equity, and Inclusion)—but the real discussion should be about meritocracy versus equity. Over the past year, and more intensely in recent months, the pushback against DEI initiatives has escalated. Critics of DEI argue that hiring decisions should be based solely on skills, talent, and experience, without any other considerations. Interestingly, many DEI practitioners would agree that individuals should be evaluated based on their merit. Most DEI professionals do not advocate for hiring underqualified candidates who lack the necessary skills or expertise. However, hiring and promotion decisions are more complex than they appear, leading to conflicts between employers and employees on the best approach to recruitment and workforce development.
The Role of Meritocracy in Hiring
At DMC, we have collaborated with our partners for the past eight years on recruitment, retention, and employee engagement. While meritocracy is an essential approach to hiring and promotions, our experience has shown that employers consider many other factors when selecting the right candidate for their organization.
The baseline qualifications—skills, talent, and experience—serve as prerequisites that most employers use to determine who advances to the interview stage. These qualifications are typically standardized and incorporated into hiring processes. In our experience, we are often invited to participate in hiring discussions, particularly for Director and VP-level positions.
Once employers identify a shortlist of candidates, the hiring conversation shifts beyond just merit. Factors such as:
Personality and leadership style
Experience managing large projects and annual budgets
Ability to navigate workplace dynamics, including union relationships
Presentation and communication skills
At this stage, hiring teams assess candidates holistically, considering both tangible and intangible qualities. We have observed this pattern across various industries, where decisions extend beyond the fundamental qualifications of skill, experience, and talent.
The Unwritten Rules of Hiring
Despite the argument for a strict meritocratic approach, hiring decisions often involve subjective considerations that go beyond merit. In our work, we have encouraged organizations to explicitly list all the factors influencing their hiring decisions—many of which are not officially documented. These unwritten rules often include organizational preferences and biases that shape their definition of the "right candidate."
If companies truly want a merit-based hiring process, they must be transparent about all the factors they consider. This means:
Clearly outlining all hiring criteria beyond skills, experience, and talent.
Acknowledging any preferences or biases that influence decisions.
Using transparent evaluation metrics and rubrics to assess candidates objectively.
The Intersection of Meritocracy, Equity, and Inclusion
A well-structured meritocracy—one that genuinely prioritizes talent and experience—naturally supports equity and inclusion. It ensures that individuals are evaluated for what they bring to the table based on their qualifications. However, the challenge lies in identifying and addressing the additional considerations that influence hiring decisions.
For true merit-based hiring to be effective, organizations must be honest about what drives their decisions beyond merit alone. Whether it’s leadership style, personality, or workplace dynamics, these factors should be acknowledged rather than hidden. Transparency in hiring evaluations, clear rubrics, and open discussions about selection criteria are crucial for a fair and equitable hiring process.
At DMC, we advocate for a transparent meritocracy—one that clearly defines all hiring factors and ensures that the best candidates are selected based on both qualifications and clearly stated organizational needs.
Expanding Meritocracy to Include Equity
If organizations do not evaluate their preferences and biases in how they approach merit selection, many qualified groups that are often overlooked will continue to be excluded. As a result, these individuals will never be seen in the hiring pipeline, reinforcing the same talent pools and limiting diversity in the workforce.
At DMC, when addressing equity for underrepresented groups, we focus on awareness in various industries and occupations. We encourage organizations to develop relationships with diverse community groups to introduce people to industries they may not have previously considered. This exposure allows communities to gain awareness, acquire necessary skill sets, and understand the career pathways required to enter these professions.
For many of our partners, this approach has yielded significant benefits. Several organizations face workforce shortages and struggle to maintain a strong talent pipeline. To remain competitive and continue delivering high-quality services or products, businesses must expand their reach beyond a single community or recruitment pipeline.
To address this, companies should:
Build relationships with diverse communities.
Create pathways for new talent to enter industries.
Help individuals understand career opportunities and the skills required.
This approach never compromises on skill sets or experience but instead creates opportunities for more communities to enter new industries. By equipping individuals with the necessary skills and knowledge, they can pursue these careers with excellence.
A true meritocracy can still incorporate equity, ensuring that organizations understand how candidates arrive at opportunities and how they prepare for success. A transparent hiring process that values both merit and equitable access will ultimately build a stronger, more competitive workforce.
The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.