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Is It Fairer to Remove Alma Maters From Job Applications?

Last week, I wrote about EY UK (formerly Ernst & Young) scrapping their requirement that new hires have to have college degrees and baseline grades. Now, Deloitte UK is moving to change its hiring standards as well—by hiding what institution a candidate graduated from in order to prevent bias against people from non-elite backgrounds. According to a statement, the British arm of the company is tackling “unconscious bias” that happen during interviews.

“Improving social mobility is one of the UK’s biggest challenges,” says David Sproul, the senior partner and chief executive of Deloitte UK. “For us, there is also a clear business imperative to get this right. In order to provide the best possible service and make an impact with our clients, we need to hire people who think and innovate differently, come from a variety of backgrounds, and bring a range of perspectives and experience into the firm.”

Many in both England and the U.S. are concerned about a lack of social mobility in their countries, meaning that those born poor or working-class have little likelihood of moving up economically. A study by the British government last year reported that of those who held the 4,000...

Are Agencies Using Performance Info to Make Decisions?

Washington breathed a collective sigh of relief when a government shutdown was averted on Sept. 30. But that news overshadowed the quiet release of a Government Accountability Office report on the government’s progress on using performance information to make better decisions.

GAO is mandated by law to track the progress of agencies’ implementation of the 2010 Government Performance and Results Modernization Act. Its summary highlights mixed progress, but the report’s details show a great deal of progress. The report covers a range of issues, summing up a series of related reports over the course of the past year. But the core issue is: Are agencies using performance data to make decisions?

The track record hasn’t been promising. GAO notes that surveys of federal managers it conducted between 2003 and 2013 found that a majority of them were not using performance information and that “agencies continue to struggle to do so.” But that was before corrective provisions in the new law kicked in. While there is no new survey data, the actions by agencies are hopeful.

What are federal agencies doing? The 2010 update to the Government Performance and Results Act mandates a series of administrative processes, ostensibly...

How Hillary Clinton Helped Her Employees Manage Work-Life Balance

With every new release of Hillary Clinton’s emails, Americans have gotten a better sense of what working in the U.S. State Department is actually like. The center of our national diplomacy is a place where people lose sunglasses, get stuck on the tarmac, and struggle with official phone trees.

The State Department has been revealed, in other words, to be a professional American workplace, though, of course, an unusually powerful one. And like other offices, it’s one where employees struggle to balance their work and home life.  

In early December 2009, Anne-Marie Slaughter, then the State Department’s director of policy planning, emailed Huma Abedin, a long-time aide to Clinton.She asked that Abedin take off some of the days before Christmas, to set an example so that other employees would know it was okay to be home for celebrations. The email said:

This is probably entirely inappropriate, but I had gathered you were thinking possibly of taking off on Dec 21. I would urge you to — for your own sake. The pace is absolutely killing and you deserve it. But it would also mean that a lot of folks who would like to take some time...

Will New Regs Trigger Better Executive Performance?

Efforts to improve government management typically focus on proven practices in the private sector. To be sure, there are differences between the business and the government executive -- compensation is the most obvious -- but both are the front line for planning and management of their organizations. Both are accountable for the performance of the operations they lead. Federal executives have less discretion to redirect staff and budgeted funds, but they are accountable for delivering expected results.

The foundation for planning, managing and evaluating executive performance in business has not changed in decades. The core practice is based on individual performance goals that align with and contribute to organizational goals. I managed the executive pay and performance system in a large conglomerate in the 1970s -- I was a tenderfoot -- and again for a hospital management company a decade ago. The differences were minor. A subtle change is the recognition that goal management should be responsive to events throughout the year.

An Amazon search on “executive performance management” produced 1,097 books. When I added the phrase “in government” the list dwindled to 58, and the titles suggest the focus is on organizational, not executive, performance. No one apparently has focused on the...

Why It's Not Looking Good for Women in the Workplace, in Seven Charts

“At the current pace of progress, we are more than 100 years away from gender equality in the C-suite.”

That’s Sheryl Sandberg’s sobering conclusion based on a new survey(pdf) of 30,000 employees at more than 100 companies in the US, run by LeanIn.Org, the organization founded by the Facebook executive, and consultancy McKinsey. As Sandberg adds, “if NASA launched a person into space today, she could soar past Mars, travel all the way to Pluto and return to Earth 10 times before women occupy half of C-suite offices.”

The “glass ceiling” is real, and progress in promoting more women to positions of power is glacial, at best. But the survey adds some noteworthy nuance to the debate.

Women are not quitting their jobs at higher rates than men. In fact, at almost every rung of the corporate ladder, turnover is higher for men than women:

But if that’s the case, why are there fewer women in senior positions?

Maybe it’s this: although three-quarters of company representatives say that their CEOs prioritize gender diversity, far fewer rank-and-file employees (particularly women) think this is the case:

Or, there’s this problem, which is that a...