Shortly after the success of the first Career Development Week, hiring managers contacted me for help on a new problem that had surfaced. They were still having a problem within the journey from the application, to interview to hire. Several hiring managers had similar stories and questions: even with an increase in the diversity of applicants, we're still seeing that the top 3 final candidates are white men and women. Could there be unconscious biases affecting applicants during the hiring process?

I convened a group of 12 hiring managers/human resource leaders to interrogate the hiring process within their teams, biases, and redefine the hiring process to be more equitable. 

​

​

• ​

This case study covers the first and second career development weeks which I ideated and implemented and then iterated on for the second year based on customer feedback. utilized human-centered design to devise a cross-functional working consultancy of twelve, eight actively engaged, internal HR leaders across various departments within the NYC Department of Education. This work was completely volunteer-based and on top of our regular workload. We used human-centered design and user experience to conduct internal audits, frameworks, roadmaps, and inclusion and equity training to develop inclusive hiring practices and recommendations. We built strong relationships with teams to help them reflect on their HR practices, data, analyze their impact, and strategic design solutions. Through our humanistic approach, we became trusted advisors that were sought out; we aided over 10 departments in unpacking their HR infrastructure; we then utilized that data to create a Diversity in Hiring Initiative debrief and a set of recommendations presented to the executive leadership team.