The belief in the essential equity, not to mention the efficacy, of pay for performance remains a bedrock of many modern firms. And it’s often a prime reason that companies today are so likely to describe themselves as meritocracies in which anyone with smarts, talent, commitment, and guts can thrive.
Yet the work I’ve done in recent decades with organizations’ diversity efforts suggests that this meritocratic conviction may be something of a blind spot. In fact, the belief that “we are a meritocracy” often exists as an unconscious bias among senior leaders who are firmly convinced that they reached their high position solely because of their performance. Often, they are unaware of how much they have benefited from factors such as a strong cultural fit and support from previous leaders who saw them as being “like me.” In addition, many senior executives interpret their own status and financial success as prima facie evidence that their organization is a meritocracy.
Simply put, the unquestioning belief in meritocracy can betray a kind of cultural blindness. Therefore, when considering what might replace ratings systems, we should be willing to look at how different sources of motivation reflect the priorities of diverse employees. Doing so will help us start to redefine what a meritocratic organization might really look like.
Author: Sally Helgesen
Source: strategy+business
Subjects: Management, Organizational Behavior
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