I think it’s worth asking how individuals can mitigate the effects of stereotypes in their own career paths.
A logical first step is to review the situation to see if discrimination is actually happening. In most cases, I find that there are too many other factors present to make that diagnosis.
For example, I talk frequently with job seekers in their 50s and 60s who believe they are being discriminated against by age. But I’ll learn that they’ve contacted very few employers, or that their paperwork was well-strategized so the employer couldn’t yet have learned their age. In short, the candidate hasn’t offered employers the chance to discriminate – so if they’re not getting interviews or offers, a poor search process is more likely to blame.
That’s not to say that discrimination doesn’t happen. Just that it might not occur as often as a job seeker feels like it does.
Another step in the process of managing stereotypes is to break them down into smaller units to make problem-solving easier. For example, I’ve known some employers to shy away from younger workers, telling me off the record that they need someone with good judgment or absolute reliability.
But what about the young candidate who possesses those desired qualities? He or she needs to craft a strategy that highlights both characteristics, essentially answering the employer’s objections before they can be raised. So the resume would emphasize those concepts, interview answers would provide concrete examples, and references would be asked to reinforce those points when contacted by managers.
Which brings us to another strategy for confronting or managing stereotypes while seeking work: Enlist others to speak on your behalf. There’s nothing like the word of a referral to build an employer’s trust in a candidate.
Another, more disruptive option is to seek work in areas where you are in the majority and stereotypes are less likely to prevail. This could mean choosing a vocation or employer that is known to be “friendly” to your group.
Relocation is another solution that workers have used to mitigate discrimination, but not always in predictable patterns These aren’t easy conversations to have and the decisions they engender can be even harder.
That’s why I always want to start with the least extreme problem-solving measures first. If we don’t know that discrimination is happening, or it seems mild enough to correct by making a stronger case for one’s skills, I’ll always push for an enhanced job search process. It’s surprising how often that makes the difference.