Workplace Culture Impact On Career

𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐀𝐩𝐩𝐫𝐚𝐢𝐬𝐚𝐥𝐬 : 𝐣𝐮𝐬𝐭 𝐧𝐮𝐦𝐛𝐞𝐫𝐬 𝐚𝐧𝐝 𝐫𝐚𝐭𝐢𝐧𝐠𝐬 ? Appraisals are often seen as a scorecard, a moment in time where performance is measured and rated. But shouldn't we be looking at these another way? Performance appraisals have long been perceived as an evaluation tool and an assessment of what’s been achieved in the past year. But if we truly want to develop talent, we must shift the lens. 𝐀𝐩𝐩𝐫𝐚𝐢𝐬𝐚𝐥𝐬 𝐬𝐡𝐨𝐮𝐥𝐝𝐧’𝐭 𝐛𝐞 𝐨𝐧𝐥𝐲 𝐚 𝐫𝐞𝐟𝐥𝐞𝐜𝐭𝐢𝐨𝐧; 𝐭𝐡𝐞𝐬𝐞 𝐬𝐡𝐨𝐮𝐥𝐝 𝐛𝐞 𝐭𝐡𝐞 𝐥𝐢𝐠𝐡𝐭𝐡𝐨𝐮𝐬𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐰𝐬 𝐚 𝐝𝐢𝐫𝐞𝐜𝐭𝐢𝐨𝐧 A holistic appraisal is much more than ratings and checkboxes. While performance metrics and KPIs provide structure, they don’t capture the full picture. What about the challenges an employee navigated? The skills they acquired? The impact they created beyond defined goals? Their aspirations for the future? If appraisals only measure the past, they miss the opportunity to shape what comes next. This is where feedforward becomes critical—shifting the focus from evaluation to evolution. Instead of just identifying gaps, conversations should center around where an individual wants to go, what skills they need, and how the organization can support that journey. The shift from once a year review to a continuous feedback culture is just as important. Growth is built through ongoing dialogue, coaching, and alignment between individual potential and business needs. When approached this way, appraisals build careers and strengthen the organization’s future. What practices have you experienced/ implemented that made your performance appraisal mechanisms richer? #PerformanceManagement #Feedforward #Appraisals2025

Behaviors are learned and reinforced. To make performance evaluations more inclusive, you need to proactively craft new practices. 🧠 Unbiasing nudges, intentional and subtle adjustments I craft with my clients, can play a pivotal role in achieving an objective and inclusive performance assessment. 👇 Here is what to consider: 🔎 Key Decision Points Analyze your evaluation process to identify key decision points. In my practice, focusing on assessment, performance goal setting, and feedback processes has proven crucial. Introduce inclusive prompts at each stage to guide unbiased decision-making. 🔎 Common Biases Examine previous reviews to unearth prevailing biases. Halo/horn effects, recency bias, and affinity bias often surface. Counteract these biases by crafting nudges tailored to your organization, integrating them seamlessly into your review spreadsheets. 🔎 Behavioral Prompts I usually develop concise pre-decision checklists tailored to each organization. The goal is to support raters' metacognition and introduce timed prompts during the evaluation process. 🔎 Feedback Loops Begin with small-scale implementation and collect feedback. Compare perceptions of both raters and ratees to gauge effectiveness. 🔎 Ongoing Training Avoid off-the-shelf solutions; instead, tailor training to your organization's unique context and patterns. Your trainer should understand your specific needs and design a continuous training program that reinforces these unbiasing nudges, providing managers with the necessary competencies. 🔎 Pilot and Evaluation Define metrics to measure progress and impact. Pilot your unbiasing nudges and regularly evaluate their effectiveness. Adjust based on feedback and insights gained during the pilot phase. 👉 Crafting inclusive performance evaluations is an ongoing journey. Yet, I believe, it's one of the most important ones. Each evaluation matters as it defines a person's career and sometimes even the future. ________________________________________ Are you looking for more DEI x Performance-related recommendations like this?  📨 Join my free DEI Newsletter:

After my second postdoc in a specialized area of mathematics, I hit a wall. Despite my passion and publications, the academic job market felt impossible to crack. I decided to pivot to data science, but a question lingered: Was it just me, or was I playing a different game? Instead of just moving on, I decided to turn my analytical skills inward on the system I was leaving. I asked: "Could data explain the different 'rules of the game' for a career in a popular vs. a niche scientific field?" So, I launched a personal deep-dive. I analyzed 121,391 math papers, built nearly 2,000 collaboration networks, and ran a full statistical analysis. The data revealed a stunningly clear pattern: 🔹 Niche Fields (like mine) are hierarchical. Success depends on aligning with a small core of central experts. They are "guilds." 🔸 Popular Fields are modular. They are fragmented "schools of thought," where success often requires navigating a more complex, decentralized landscape. 🔄 Even more surprising: the data revealed a "constraint reversal"--researchers in popular fields actually face MORE structural constraints than those in niche fields when you account for network size, suggesting that breaking into boundary-spanning roles in modular fields requires significant career capital. The data-driven insight was startling: my strategy of trying to bridge my niche work to other "hot topics" was a classic move for a modular field, but likely a career mistake in the hierarchical, expert-driven environment I was in. This project became my bridge to data science. It culminated in a new paper, "Modular versus Hierarchical: A Structural Signature of Topic Popularity in Mathematical Research," and has taught me that the most powerful data projects are often the ones that start with a genuine, personal question. I'm incredibly proud to share the final paper, now live on arXiv. The source code, data, and reproducible analysis pipeline for this study are publicly available in my GitHub repository: 📄 Paper: https://lnkd.in/e3VMa2kX 🛠️ Codebase: https://lnkd.in/ewBp7tdV #DataScience #CareerPivot #PhDLife #Academia #NetworkScience #PersonalGrowth #DataStorytelling

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

Early in my career, I was convinced talent and hard work would naturally carry me upwards. But over time, it became clear that career progression isn't purely meritocratic. It’s human. It’s nuanced. And it’s shaped by how clearly other people see your value. I learned the hard way that quietly doing great work isn’t enough. The world doesn’t automatically notice quiet contribution. Visibility matters because if people can't clearly see what you bring, they'll overlook you, no matter how smart you are. And influence isn't about loudness or bravado, it's about trust. When you're trusted, people naturally seek your insights, champion your ideas, and elevate your role. Most importantly, I discovered career success is strategic. It’s about understanding what your organisation values, aligning your work accordingly, and positioning yourself thoughtfully for what's next, not just being excellent at what's now. If you’ve been around a while, this won’t be news to you. You probably learned these lessons too, sometimes the hard way. But plenty of talented, smart, hardworking people around us haven't grasped this yet. Let's help change that. ♻️ Share this to help someone talented step forward, because careers are shaped less by talent alone and more by how thoughtfully we navigate visibility, trust, and strategic positioning. 🔔 Follow Mostyn Wilson for more insights on career success. __ Like this? Try my Atomic Ambition newsletter. Once a fortnight. Click 'View my newsletter' above to try it.

I think we can all agree that hiring for culture FIT is old news. But here’s why we also need to reconsider just hiring for culture add/contribution too. For years, business leaders have focused on cultural fit, aiming to bring in people who seamlessly blend with an organisation's existing values and behaviours. In more recent years, the concept of hiring for culture add or contribution has gained more traction. This approach is all about hiring people who not only fit but also enhance the existing culture by bringing in their diverse perspectives and new ideas. This shift has been crucial for fostering innovation and creating more inclusive workplaces. However, I've learned that there's an even more crucial element for us to consider. CULTURAL ADAPTABILITY While writing Let’s Talk Culture, I was fortunate to interview Sameer Srivastava, an Associate Professor at UC Berkeley’s Haas School of Business. Sameer’s research, which analysed over 10 million pieces of internal communication, revealed a fascinating trend. The study tracked how employees adapted to different cultural conventions over time and the consequences of these adaptations on their career trajectories. Employees who demonstrated high adaptability, even with initially low cultural fit, significantly outperformed their peers in the long run. They received more promotions, favourable performance evaluations, higher bonuses, and had fewer involuntary departures. Can the people you hire evolve with your culture? In my culture study, 81% of leaders said their culture is dynamic and changes from one day to the next. Change is a certainty. It makes sense to hire people who can adapt with the culture as it changes over time, not just those who can fit in with the culture as it is. If we recruit adaptable people, we'll build a team that can thrive in any environment.

Throughout my career placing professionals across organizational levels, I've observed a counterintuitive pattern: the most productive employees often experience slower advancement than their more strategically visible counterparts.   This disconnect occurs because organizations promote based on perceived value rather than task completion volume.   The Visibility Gap: Most daily work remains invisible to decision-makers who determine advancement opportunities. Being exceptionally busy often signals poor prioritization rather than exceptional value.   Strategic Positioning Over Task Execution: Advancement requires demonstrating impact on organizational priorities rather than individual productivity metrics.   Cross-Functional Relationship Building: Promotion decisions often involve input from multiple stakeholders beyond immediate supervisors, making broader organizational visibility crucial.   Solution-Oriented Communication: Contributing meaningfully to strategic discussions and problem-solving initiatives creates more advancement opportunities than silent execution of assigned tasks.   The professionals who advance most rapidly understand that career growth requires intentional visibility management alongside excellent performance.   This doesn't diminish the importance of quality work, but recognizes that career advancement operates on different metrics than productivity optimization.   For those feeling stuck despite strong performance, the solution often lies in shifting focus from task completion to strategic contribution and ensuring that value creation is visible to advancement decision-makers.   What strategies have you found most effective for translating excellent work into career advancement opportunities?   Sign up to my newsletter for more corporate insights and truths here: https://lnkd.in/ei_uQjju   #deepalivyas #eliterecruiter #recruiter #recruitment #jobsearch #corporate #promotion #promotions #careeradvancement #careerstrategist

Career growth isn’t one-size-fits-all. -Some professionals feel stuck waiting for the next challenge that never comes. -Others feel overwhelmed, pushed faster than they can absorb or align. -And a few are right where they need to be, stretched, supported, and thriving. The difference rarely lies in talent or ambition. It’s often in management. Good management isn’t about keeping everyone on the same pace. It’s about knowing your people well enough to adjust the tempo. Some need space to consolidate skills before taking on more; others crave stretch goals to stay engaged. The art lies in reading that readiness and responding with intention. But, managing for growth takes effort, not efficiency. It’s easier to standardize development plans, apply generic frameworks, and hold identical “career conversations.” It feels fair, measurable, and organized but it often produces mediocrity. Great managers take a different route. They create differentiated growth experiences. They match challenge with capacity, autonomy with accountability, and support with stretch. They recognize that timing, not just opportunity, defines sustainable progress. If your team feels stuck or overstretched, it’s not a sign of their limitations, it’s a signal to recalibrate your management. Because the best leaders don’t just manage performance; they orchestrate growth. How are you pacing your team’s journey for uniformity or for momentum?

Performance reviews: love them or dread them, they’re an essential part of our professional journey. As we engage in these discussions, it's crucial to view them not only as a reflection of past achievements but also as an opportunity to shape our future endeavors. By focusing on constructive feedback and setting clear goals, we can transform these evaluations into a roadmap for personal and professional growth. Embrace the process and leverage these insights for continuous improvement. Here are some practical ways to ensure these conversations are constructive, meaningful, and actionable: ##For Managers: #Prepare Thoughtfully: Review key achievements and challenges using specific data points. Align feedback with team and organizational goals to provide context. #Deliver Balanced Feedback: Use the “start-stop-continue” framework to structure feedback. Acknowledge effort, not just results. For example, recognize initiative even if outcomes didn’t go as planned. #Create a Two-Way Dialogue: Ask open-ended questions like, “What do you feel was your biggest achievement this year?” or “Where do you think I can support you better?” Be an active listener—take notes and acknowledge their input. #Focus on Growth: Co-create SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for the year ahead. Offer development opportunities—whether it’s training, mentoring, or stretch assignments. ##For Employees: #Come Prepared: Create a list of your key accomplishments, including metrics where possible (e.g., “Improved X metric by Y% over Z months”). Reflect on challenges and suggest how they could be overcome in the future. #Advocate for Yourself: Don’t assume your manager knows everything you’ve achieved. Highlight your contributions and their impact confidently, yet humbly. Tie your achievements to team or organizational goals to show alignment. #Seek Constructive Feedback: Ask questions like, “What’s one thing I can do better?” or “How do you see my growth aligning with the team’s goals?” Embrace feedback as an opportunity to improve, not criticism. #Think Forward: Suggest career development areas and skills you’d like to build. Align personal goals with organizational objectives for mutual benefit. Performance reviews are not about the “good, bad, and ugly”; they’re about the “constructive, collaborative, and forward-thinking.” Let’s make this review cycle one that truly empowers growth, both individually and collectively. #ProfessionalDevelopment #CareerGrowth #PerformanceReview #GrowthMindset

How well does your organisation support the LGBTQI+ community? Shape Talent Ltd engaged Dr Ciarán McFadden-Young, Senior Lecturer and researcher on EDI at the University of Stirling, to author a white paper that examines the barriers to LGBTQI+ career progression. This is an adaptation of the research that we conducted into women's career progression, looking through a lens of gender identity and sexual orientation. Addressing systemic barriers is at the heart of our work. You can download our white paper to see the specific recommendations that we make on how organisations can cultivate inclusivity and address the barriers to LGBTQI+ people in the workplace. For those who are time poor, here are the 8 headline recommendations: 𝟏. 𝐀𝐝𝐝𝐫𝐞𝐬𝐬 𝐡𝐞𝐭𝐞𝐫𝐨𝐧𝐨𝐫𝐦𝐚𝐭𝐢𝐯𝐢𝐭𝐲. For example, do the childcare and parental leave policies assume a heterosexual employee? Does the workplace have gender-neutral bathrooms? Is a uniform required, and are there only gendered versions? 𝟐. 𝐃𝐨𝐧’𝐭 𝐭𝐫𝐞𝐚𝐭 𝐋𝐆𝐁𝐓𝐐+ 𝐞𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬 𝐚𝐬 𝐚 𝐡𝐨𝐦𝐨𝐠𝐞𝐧𝐨𝐮𝐬 𝐠𝐫𝐨𝐮𝐩. Although there are social, cultural and historical reasons why lesbian women, gay men, bisexual people, trans people and queer people all form one distinct and recognisable collective group, different sub groups experience distinctly different barriers. 𝟑. 𝐄𝐫𝐚𝐝𝐢𝐜𝐚𝐭𝐞 𝐝𝐢𝐬𝐜𝐫𝐢𝐦𝐢𝐧𝐚𝐭𝐢𝐨𝐧. Organisations should have clear and well communicated anti-discrimination and harassment policies, provide anti-discrimination training, and engage in cultural audits to uncover any potential informal issues 𝟒. 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞 𝐥𝐚𝐰. This is particularly important for multinational organisations operating in very different regions with different legislative norms. 𝟓. 𝐄𝐝𝐮𝐜𝐚𝐭𝐞 𝐚𝐥𝐥 𝐞𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬. Training and development can be offered to help demystify common concerns, clarify the terminology used in discussions about LGBTQ+ identities, and in many cases offer a starting point for conversations on LGBTQ+ inclusion in the workplace. 𝟔. 𝐀𝐝𝐨𝐩𝐭 𝐚 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐯𝐞 𝐩𝐨𝐥𝐢𝐜𝐲 𝐝𝐞𝐬𝐢𝐠𝐧. A policy should, where possible, have input from those it seeks to protect or promote inclusion for. 𝟕. 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐞 𝐚𝐧𝐝 𝐬𝐡𝐚𝐫𝐞 𝐲𝐨𝐮𝐫 𝐩𝐨𝐥𝐢𝐜𝐢𝐞𝐬. While your organisation may have excellent inclusion and anti-discrimination policies, it’s important that your employees are made aware (and reminded) of them. 𝟖. 𝐀𝐝𝐨𝐩𝐭 𝐲𝐞𝐚𝐫-𝐫𝐨𝐮𝐧𝐝 𝐚𝐧𝐝 𝐰𝐨𝐫𝐥𝐝-𝐰𝐢𝐝𝐞 𝐩𝐫𝐢𝐝𝐞. In June of each year, more and more organisations are accused of ‘pink-washing’ or ‘rainbow-washing. It is a form of performative allyship. Ensure your work extends throughout the year and is meaningful. #WorldPride2024 #Pride2024 #ThreeBarriers https://lnkd.in/erD9a3Sy