In September 2023, Brianna Pinnix, a talent acquisition specialist, became a viral symbol of everything wrong with modern HR when she was caught on camera in a racist tirade. But beyond the headlines lies a deeper question: how many more Brianna Pinnixes are working in Human Resources, quietly, subtly, and systematically sabotaging diversity, equity, and inclusion efforts from within?
The gatekeepers of opportunity
HR, particularly in talent acquisition, serves as a critical gatekeeping function. These professionals hold the keys to opportunity, deciding who gets in the door, who gets a chance, and who is passed over. When those decisions are shaped not by merit, but by unconscious (or even conscious) bias, the impact ripples across entire organisations and industries.
Unfortunately, bias is not an isolated phenomenon. It’s endemic. Studies show that resumes with ‘ethnic-sounding’ names are 50% less likely to receive callbacks than identical resumes with traditionally white names (Bertrand & Mullainathan, 2004). A 2020 McKinsey report also found that Black employees make up just 4% of executive roles in the US, despite being over 13% of the population. The talent is there; what’s lacking is fair access.
The real cost incompetent HR
When unqualified or biased individuals occupy HR roles, especially in talent acquisition, the consequences are staggering:
Top-tier candidates are overlooked not due to lack of skill but because they don’t ‘fit’ an outdated, often monocultural ideal.
Diversity suffers, resulting in homogeneous teams that are less innovative and more susceptible to groupthink.
Turnover increases, as talented individuals recognise exclusionary environments and exit early.
Brand reputation suffers a significant blow, especially in the digital era, where screenshots and videos can go viral overnight.
These outcomes hurt business performance. According to Boston Consulting Group, diverse management teams generate 19% higher revenue due to innovation. Inclusive hiring isn’t charity; it’s a strategic approach.
HR without diversity is HR without vision
Many HR departments still consist of professionals with limited life experiences, people who have never lived abroad, worked in multicultural settings, or navigated the complexities of difference. And it shows.
Too often, those leading hiring efforts have never been exposed to radically different perspectives. They interpret differences as a threat rather than an opportunity. They see accents as obstacles, unfamiliar names as red flags, and non-linear career paths as instability rather than adaptability.True HR excellence doesn’t come from a textbook or a LinkedIn certification. It comes from lived experience, emotional intelligence, and cultural fluency. The best HR professionals are those who have worked across continents, navigated language barriers, and led conversations where listening mattered more than speaking.While HR is often perceived as a female-dominated field, it remains influenced by traditional corporate expectations and leadership biases. The fact that more women may be in HR roles doesn’t negate the reality that hiring decisions are still shaped by the same systems that uphold white, male, Western norms, especially at the top.
It’s about fairness, not quotas
Let’s be clear: this isn’t about hiring someone just because of their race, gender, or background. Excellence should always be the standard. However, the issue is that bias, whether unconscious or overt, often prevents qualified candidates from receiving a fair opportunity.
Many recruiters default to what’s familiar. And too often, the difference is misread as risk. Cultural nuance, international experience, or even an accent can be wrongly viewed as red flags when in reality, they’re often indicators of adaptability, resilience, and fresh perspective.Boards and executive leadership teams are still overwhelmingly male and white. Diversity begins to appear only in mid-to-lower-level roles, almost as if it’s decorative. It is a way to appease a younger generation of consumers and clients who expect businesses to appear inclusive, ethical, and human. But optics aren’t enough. The ceiling isn’t just glass anymore. For many, it’s concrete.Until HR professionals are equipped and expected to see past their filters, these inequities will persist. This isn’t about hiring for optics. It’s about removing the lens that keeps brilliance out.
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When unqualified or biased individuals occupy HR roles, especially in talent acquisition, the consequences are staggering: