Table 4 Workplace scenario: reinventing...

Table 4

Workplace scenario: reinventing the hiring process

Traditional DEI approach (Deficit/Quota-focused)	Positive DEI approach (Strength/Performance-focused)
Action: Implement a policy to prioritize candidates from underrepresented groups to meet a quarterly headcount target (High-risk, zero-sum)	Action: Implement Performance-Based Hiring (Adler, 2007) to redefine roles based on future performance outcomes and utilize Strengths-based Recruitment (Bibb, 2016) to assess candidates' inherent capacities and interests
Risk: High. This leads to claims of “reverse discrimination,” which risks internal Title VII lawsuits and erodes employee morale, as hiring may be perceived as prioritizing non-merit-based factors	Risk: Low. The process is demonstrably merit-based and race-neutral, focusing on the candidate's highest potential (strengths) and objective, job-related criteria. This is a direct form of systemic barrier removal
Outcome: Lagging Indicator: A temporary increase in a demographic number; Long-term: Resentment, high turnover among diverse talents who feel tokenized	Outcome: Leading Indicator: An increase in the Psychological Capital (PsyCap) of the new hire and team; Long-term: Sustainable organizational capacity, resilience and a stronger sense of belonging due to validated merit

Traditional DEI approach (Deficit/Quota-focused)	Positive DEI approach (Strength/Performance-focused)
Action: Implement a policy to prioritize candidates from underrepresented groups to meet a quarterly headcount target (High-risk, zero-sum)	Action: Implement Performance-Based Hiring (Adler, 2007) to redefine roles based on future performance outcomes and utilize Strengths-based Recruitment (Bibb, 2016) to assess candidates' inherent capacities and interests
Risk: High. This leads to claims of “reverse discrimination,” which risks internal Title VII lawsuits and erodes employee morale, as hiring may be perceived as prioritizing non-merit-based factors	Risk: Low. The process is demonstrably merit-based and race-neutral, focusing on the candidate's highest potential (strengths) and objective, job-related criteria. This is a direct form of systemic barrier removal
Outcome: Lagging Indicator: A temporary increase in a demographic number; Long-term: Resentment, high turnover among diverse talents who feel tokenized	Outcome: Leading Indicator: An increase in the Psychological Capital (PsyCap) of the new hire and team; Long-term: Sustainable organizational capacity, resilience and a stronger sense of belonging due to validated merit

Note(s): Adler's (2007) “performance-based hiring” is a comprehensive, four-phase strategy designed to attract and select high-performing candidates. It is a proven method that unifies sourcing, evaluation, interviewing and recruiting into a streamlined system aligned with how top talent assesses and chooses job opportunities. Bibb's (2016) “strengths-based recruitment” highlights how leading companies enhance performance by hiring individuals based on their natural interests rather than just competencies

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