Let’s clear something up: hiring for diversity doesn’t mean the best person for the job isn’t the one hired! In biotech and pharma, where the work is complex and the stakes are high, there’s this lingering idea that you can either hire the best person or hire for inclusion, but not both. That’s just not true. In fact, diverse teams tend to be more innovative, collaborative, and better at solving tough problems. And in this industry, that’s everything.
The real issue isn’t a lack of talent from underrepresented groups, it’s that the way we hire often overlooks them. When we rely too heavily on familiar resumes, top-tier schools, or referrals from inside our own networks, we miss out on great people who just didn’t take the “traditional” path. Add in vague job descriptions or unstructured interviews, and bias starts creeping in without anyone realizing it.
So how do you fix that? Start by rethinking what “qualified” really means. Look beyond titles and degrees, and pay more attention to what a candidate has accomplished and how they think. Use structured interviews with clear scoring, not gut feelings. Make sure your job postings don’t include unnecessary requirements or language that might push good people away.
Also, widen your search. LinkedIn and referrals are fine, but they’re not enough. Tap into organizations like SACNAS, Out in STEM, or Women In Bio — communities full of talented scientists who might not show up in your usual pipeline. And don’t let this all fall on HR. Hiring managers need to own this too.
At the end of the day, hiring for diversity isn’t about checking a box — it’s about building stronger teams and doing better science. You don’t have to choose between excellence and inclusion. You can (and should) have both.
