Three collaborating coworkers at a table


A few years ago, as CEO I had just hired a new executive and was excited to share my decision with the board.


Lots of candidates I’d talked to were smart, everyone had energy. But I was not assessing whether someone was interviewing well. My questions, and that of the rest of our interview panel, honed in on skills, capabilities and understanding potential.

我们采访了process at Greenhouse that helped us get a real-world sense of how a person’s skills would fit their role within our company. This process gave us a clear and unbiased view of what the person would be able to do in the role, not how good they were at interviewing.

What’s more, the questions we asked helped judge the潜在的候选人也是他们在职业生涯的整个日子内成长的能力。



So naturally, I told the board that I actually didn’t remember where the candidate went to school, or the names of all the firms on their resume, that we hadn’t discussed it and it hadn’t been a focus of my decision, the member seemed shocked.




I share my own story because these are the same obstacles and biases that many executives still face in building a more effective, more inclusive workforce. And these are obstacles we must overcome if progress is going to be made around diversity, equity and inclusion (DE&I).

At Greenhouse, we’ve been working on DE&I solutions since the creation of our company nearly ten years ago. Building more thoughtful and data-driven DE&I practices has been a founding pillar of our organization, and an enduring passion of mine as CEO.

Helping companies reduce bias in their hiring process is integral to unlocking that potential within their people. Only as we remove obstacles to potential – and overcome certain habits of mind and even a sense of complacency within a company – can we start to build true belonging.


In working with thousands of customers, we’ve found that when companies are able to build a归属的文化they can be their most creative and effective. Those organizations prioritize diversity and they perform better, year after year. Their people feel safe, there’s a seat at the table for everyone and each person who knows they belong is therefore able to show up and bring their best abilities to work.

There are those who think of “diversity” as a distraction and would prefer to avoid these issues so they can focus on the mission they truly care about. Others think of it as an unfortunate posture they must pretend to hold so as to avoid being “cancelled.”



而且,从根本上说,我认为归属可能是我实现目标的最强大工具。因为如果我能真正雇用最好和最聪明的人 - 不仅是那些像我一样看起来,听起来和思考的人 - 我可以释放出地球上最强大的进步和成功的力量:人类潜力的力量。

Daniel Chait

Daniel Chait