{"version":3,"file":"LJpcotyYs-3.sKmubE5f.mjs","names":["i","r","n","a"],"sources":["https:/framerusercontent.com/modules/ys0kDDG46BI5pQenQgXB/SfOD8vdNIHBoXWOb5dVg/LJpcotyYs-3.js"],"sourcesContent":["import{jsx as e,jsxs as t}from\"react/jsx-runtime\";import{ComponentPresetsConsumer as i,Link as n}from\"framer\";import{motion as a}from\"framer-motion\";import*as o from\"react\";import{Youtube as r}from\"https://framerusercontent.com/modules/NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js\";export const richText=/*#__PURE__*/e(o.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(i,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(r,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"Medium Quality\",url:\"https://youtu.be/ipH-FowpA6w?si=wxgSOE9mlh5ag2F2\"})})})});export const richText1=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/t(\"h6\",{children:[\"Tonya Eggspuehler is the Vice President of Organizational Development and Total Rewards at Union Pacific Railroad. Jeremy Bouman is the founder and CEO of RISE, a Nebraska-based nonprofit dedicated to supporting the reentry process for justice-impacted individuals and their families. Together, they’re shaping what it means to create inclusive workplaces where second chances aren’t just possible, they’re powerful. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"CLARA Founder & CEO Natasha Nuytten sat down with Tonya and Jeremy to explore the partnership between Union Pacific and RISE. Their work shows what can happen when empathy, structure, and accountability come together to create opportunities for people who are too often shut out of traditional employment paths. The conversation also challenges business leaders to rethink inclusion, not just in terms of race or gender, but through the lens of lived experience, resilience, and human potential.\"]})}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"Leading with empathy and collaboration\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Both Tonya and Jeremy lead from a place of humility and compassion, but neither of them mistake empathy for softness. They’re clear that it takes rigor, intention, and a willingness to listen deeply to lead change.\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"“I would say for me, compassion is a big part of what drives me,” Jeremy shares. “Getting proximate to the challenges that we have in the community requires this compassion and empathy.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Tonya echoes that sentiment from inside the corporate space. “Nothing gets done by one person, and we always have a better product when we’re collaborating across the organization,” she says. “If I find myself talking too much, that’s a problem as a leader… you need to listen more than you talk.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"|For both, listening is the starting point, not the end game, for effective leadership.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"Reentry as a business imperative\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Jeremy is direct about the systemic hurdles facing justice-impacted individuals and the opportunity that presents to forward-thinking employers:\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"“We always say reentry is crisis,” he explains. “There’s 800 industries that categorically will not hire you if you have a felony background… and then there’s the stigma of incarceration, the invisible handcuffs people wear every day.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"For people coming home from incarceration, that stigma often compounds with a lack of access to housing, transportation, and even basic items like boots or a phone. “You get a hundred dollars when you leave prison, and, you know, good luck.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"Tonya shares how Union Pacific approached these barriers thoughtfully and systemically. “What I tell people is it’s a journey,” she says. “You have to make sure your leaders are on board and supportive… and look internally at your policies and procedures.”\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"Redesigning the hiring process\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"When Union Pacific launched its second-chance hiring program in 2021, it didn’t just open the doors, it reexamined the hinges.\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"“Blanket exclusions in background checks don’t serve anyone,” Tonya says. “The judicial system has deemed that they have completed their time… and you have to make sure, in order to make even our communities safer, that you understand the impact of poverty and recidivism.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Jeremy emphasizes the importance of going slow and getting educated. “I think there’s a lot of employers that don’t know what they can or can’t ask,” he says. “So we really try to have discussions around a value proposition: if you hire one of our program graduates, this is somebody who did a really hard, rigorous six-month pre-release program.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Union Pacific also created internal systems to ensure fairness. “If something does flag, we have a panel that talks with that individual,” Tonya explains. “That inclusivity starts in the hiring process, not just once hired.”\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"Investing in ongoing development\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Hiring someone is just the start. At both RISE and Union Pacific, long-term success depends on what happens next.\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Jeremy describes how RISE stays connected post-hire: “When [an employer] hires one of our grads, they hire us. That employee has a reentry navigator who’s likely also been system-impacted… If there’s challenges, we can help diagnose what’s happening.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Meanwhile, Union Pacific ensures continued growth through training and education. “We offer free college courses to all of our employees,” Tonya shares. “They can learn English, pursue a degree, or just build skills. We also provide steel-toed boots for new hires now—that used to be a barrier.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"These aren’t perks, they’re practical ways to support success and retention.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"Culture change from the inside out\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Stigma can’t be solved with a single hire. Both leaders emphasize the importance of preparing organizational culture for change.\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"“We did provide sensitivity training first and foremost,” Tonya says. “Then we did a company-wide session focused on second chances… the facts and myths, what it is and what it isn’t.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"That openness makes all the difference. “Our population coming home… they’re the hardest workers you’re going to find,” Jeremy says. “They will go through a wall for these opportunities. But if those opportunities are taken away, that creates hopelessness.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"For Jeremy, the ask is simple but powerful: “Really, truly give them that opportunity. And if you do, they should be treated just like everybody else.”\"]}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"strong\",{children:\"To hear more from Tonya Eggspuehler and Jeremy Bouman on leadership, reentry, and building inclusive systems that work, for people and for business, watch the latest episode of Human Side Up \"}),/*#__PURE__*/e(n,{href:\"https://youtu.be/PWaZS5xrKIs?si=xDEjDduOk5ER4N6a\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:/*#__PURE__*/e(\"strong\",{children:\"here\"})})}),/*#__PURE__*/e(\"strong\",{children:\".\"})]})]});export const richText2=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"At CLARA, we’re committed to creating a better experience for job seekers—one that helps you highlight your strengths, gain valuable insights, and prepare for future opportunities. That’s why we’re excited to introduce CLARA Member Profiles, a new way for you to showcase your skills and get a deeper understanding of how you match with different roles.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"What can you do with a CLARA Member Profile?\"}),/*#__PURE__*/e(\"h6\",{children:\"- Highlight Your Experience & Strengths \"}),/*#__PURE__*/e(\"h6\",{children:\"– Share your professional background, achievements, and key skills.\"}),/*#__PURE__*/e(\"h6\",{children:\"- Showcase Your Soft Skills \"}),/*#__PURE__*/e(\"h6\",{children:\"– Go beyond the resume with CLARA’s unique assessments that evaluate critical skills like problem-solving, adaptability, and learning agility.- …plus more to come soon!\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"What’s Next?\"}),/*#__PURE__*/t(\"h6\",{children:[\"CLARA Member Profiles are designed to help you better understand your strengths and marketability. As we continue to grow our recruiter network and job postings, your profile will help you stand out when the right opportunities arise.Ready to explore a new way to showcase your skills? \",/*#__PURE__*/e(n,{href:\"https://app.getclara.io/request-invite\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Create your CLARA Member Profile today\"})}),\".\"]})]});export const richText3=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"Despite a collective effort to root it out, hiring bias continues to impact workplaces of all sizes. And while there’s plenty of data that highlights the problem, it’s easy to forget that behind every statistic is a real person. A person whose career, ambitions, and access to opportunities have been directly impacted by explicit and implicit biases in the hiring process. That’s why we want to put the spotlight on a few individuals who overcame hiring bias to achieve monumental success. So here are just a few examples of some of the most common forms of hiring bias, and the top talent that you miss when you (knowingly or unknowingly) engage in that bias.\"})}),/*#__PURE__*/e(\"p\",{children:\" \"}),/*#__PURE__*/e(\"h3\",{children:\"“He just seems too eccentric.” You just missed… Albert Einstein\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Before he created the theory of relativity and became the most famous physicist of all time Albert Einstein was a patent clerk struggling to find gainful employment in academia. As a student, Einstein developed a reputation for being easily bored, socially awkward, and impulsive. According to Einstein: “school failed me, and I failed the school. It bored me. The teachers behaved like sergeants.” Because of his seeming inability to behave how his teachers wanted, he was unable to secure any letters of recommendations. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"After graduating in 1900 with a certificate to teach math and physics Einstein spent two years trying and failing to secure any sort of work, teaching or otherwise. It was only thanks to a friend’s father that a young Einstein found work at the Swiss patent office, where he worked for seven more years as he struggled to find a path into a career in academia. In those seven years Einstein authored and co-authored several published physics papers and completed a doctorate in theoretical physics. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"Einstein’s published papers soon found fame within the physics community and in 1908 Einstein was finally able to land a position as a junior teacher. Thirteen years later he won the Nobel Prize.Today many scientific historians and neurologists believe that Einstein had some combination of autism, ADHD, dyslexia, and dyspraxia, the four most prevalent types of neurodiversity. Those very same traits that earned Einstein the ire of his teachers are the same traits that many neurodiverse job seekers struggle to find accommodations for as they navigate the hiring process. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"Over a century after Einstein struggled to find work, nearly \",/*#__PURE__*/e(n,{href:\"https://pearnkandola.com/research/neurodiversity-at-work-report-2024/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"half\"})}),\" of neurodivergent job seekers report facing significant bias in the hiring process. Perhaps Einstein put this problem best: “everybody is a genius, but if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.”\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"“She’s not a culture fit.” You just missed… Oprah Winfrey\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Before she became a billionaire media mogul, a global philanthropist, and one of the most influential women of all time, Oprah Winfrey was a young Black woman trying to break into an industry that wasn’t built for her.At 22, Winfrey was fired from her new job as a news anchor in Baltimore. Her White co-anchor remained in his position. Her boss told her she was “too emotional” for television news. This coded critique is often used against women, especially Black women, in professional settings. In reality, she was being penalized for the very qualities that would make her legendary: her ability to connect, to listen, and to tell stories with empathy and authenticity.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"Her firing was not an isolated incident. Black professionals, especially Black women, are still disproportionately labeled as “\",/*#__PURE__*/e(n,{href:\"https://www.businessinsider.com/facebook-workplace-hiring-eeoc-black-employees-culture-fit-2021-4\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"not a culture fit\"})}),\"” in hiring decisions and workplace evaluations. Studies show that Black candidates are more likely to be judged on subjective “soft skills” like personality or communication style rather than concrete qualifications. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"And when companies prioritize “fit” over potential, they often end up hiring for sameness rather than strength.But Oprah didn’t change who she was to fit in—she built her own lane. She took the very thing that got her fired and turned it into her greatest asset, pioneering a talk show format that centered human connection, vulnerability, and truth. The same industry that once dismissed her would later celebrate her as a trailblazer.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"“They don’t have the right education.” You just missed… Maya Angelou\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Before she became one of the most celebrated poets and authors of all time, Maya Angelou never attended college. She never earned a formal degree at all. Instead, she built her expertise through lived experience. She worked as a streetcar conductor, a cook, a dancer, a singer, and a civil rights activist before publishing her groundbreaking autobiography, I Know Why the Caged Bird Sings. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"Despite lacking a traditional academic background, Angelou went on to receive over 50 honorary degrees and held a lifetime professorship at Wake Forest University.Angelou’s story is not unique. Many talented professionals are overlooked because they do not have a four-year degree, even when they have the skills and experience to excel. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),'Research shows that degree requirements disproportionately disadvantage marginalized groups, particularly Black and Hispanic candidates, who often face systemic barriers to higher education. According to a Harvard Business School report, millions of middle-skill jobs now require a degree even when the work itself has not changed. This \"degree inflation\" shuts out qualified applicants who could otherwise thrive in those roles.By prioritizing degrees over skills, employers risk passing over high-potential talent. More companies are beginning to adopt skills-based hiring, but the bias against non-degree holders remains deeply ingrained. ',/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"Angelou’s career is proof that expertise is not only found in lecture halls. It is built through experience, resilience, and the ability to bring something unique to the table. The real question is not whether someone has a degree, but whether they have the ability to drive impact.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"Who have you missed?\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"Hiring bias has shut out talent that could have transformed industries, redefined culture, and driven progress. The stories of Einstein, Winfrey, and Angelou are reminders of what organizations risk losing when they let bias dictate who gets a chance. But these are just the famous names, the same biases continue to impact millions of qualified job seekers today.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"The good news is that bias is not an unsolvable problem. It starts with awareness, but it requires action. Rethinking hiring practices, challenging outdated standards, and focusing on skills over stereotypes can unlock the full potential of a workforce. The next Einstein, Winfrey, or Angelou are out there. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"strong\",{children:\"The real question is: will you find them before your competitors do. Find out more \"}),/*#__PURE__*/e(n,{href:\"https://getclara.outgrow.us/dei-roi-calculator\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:/*#__PURE__*/e(\"strong\",{children:\"here.\"})})})]})]});export const richText4=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"Bias in hiring remains one of the most persistent challenges in talent acquisition. Despite years of focus on DEIB (diversity, equity, inclusion, and belonging)-and ultimately making the hiring process fairer for all-, many hiring processes still favor credentials over capabilities, referrals over reach, and subjective impressions over structured evaluation. With pressure to move fast, build diverse teams, and make every hire count, many organizations are asking a new question: can artificial intelligence actually make hiring more human?\"})}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"What does DEIB mean in hiring today?\"}),/*#__PURE__*/t(\"h6\",{children:[\"When people ask what \",/*#__PURE__*/e(n,{href:{pathVariables:{EK53kax0S:\"deib-is-not-a-four-letter-word\"},unresolvedPathSlugs:{EK53kax0S:{collectionId:\"LJpcotyYs\",collectionItemId:\"mfF5ObZUw\"}},webPageId:\"Yg8oJsfpI\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"DEIB\"})}),\" is or what DEI means in practice, the answer is increasingly tied to systems, not just values. Diversity, equity, inclusion, and belonging in the workplace used to live mostly in training sessions or employee resource groups. Today, DEIB starts at the top of the hiring funnel. It is about who sees your job posting, who makes it through screening, and who gets a real chance to compete. Unfortunately, most hiring tools are not built for this kind of equity. Applicant tracking systems and applicant tracking software like \",/*#__PURE__*/e(n,{href:{webPageId:\"GBQ5hLQaj\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"SmartRecruiters\"})}),\" are helpful for organizing resumes but still rely heavily on keyword filters, career paths, and degrees that often reflect privilege more than potential. This makes it difficult for companies to meet fair hiring goals, even when they are committed to change.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Where traditional hiring falls short\"}),/*#__PURE__*/e(\"h6\",{children:\"Most hiring teams begin by searching personal networks or relying on referrals. While this can surface a few trusted candidates, it also narrows the talent pool. It makes it harder to build a diverse workforce and nearly impossible to scale equitable hiring practices.Even with an ATS in place, the core challenge remains. Applicant tracking systems are not designed to assess real-world skills or surface high-potential candidates from underrepresented backgrounds. They are built for compliance and workflow, not for inclusion or equity.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"A new approach: AI for recruiting with equity at the center\"}),/*#__PURE__*/e(\"h6\",{children:\"AI for recruiting has the potential to reduce bias, expand access, and help companies make smarter and fairer hiring decisions. The key is ethical AI that prioritizes transparency, accountability, and standardized hiring practices.AI-powered hiring tools like CLARA and others are changing how teams approach screening and evaluation. These tools help hiring teams assess qualities like adaptability, learning agility, and distance traveled rather than defaulting to pedigree or keyword matches. Some systems like CLARA can remove identifying information, standardize candidate evaluations, and create a more consistent experience for every applicant, further reducing bias.When used responsibly, AI does not replace human judgment. Instead, it supports better decisions by helping hiring teams focus on what actually matters for job success.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Making hiring more inclusive without slowing down\"}),/*#__PURE__*/e(\"h6\",{children:\"The promise of AI is not just speed. It is the ability to build hiring systems that reflect how people learn, grow, and contribute. AI can help companies scale hiring while maintaining fairness. It can open doors for candidates who are often overlooked and provide hiring teams with tools to evaluate talent in a deeper and more equitable way.Of course, not all AI is created equal. The future of ethical AI in hiring depends on how well it is tested, how openly it is explained, and how committed its creators are to advancing DEIB outcomes.If designed and implemented with purpose, AI can help remove bias, reduce noise, and allow hiring teams to spend more time connecting with candidates instead of screening resumes. It can support every DEI hire by ensuring that each candidate is evaluated fairly and consistently.Artificial intelligence will not fix hiring bias overnight. But when used ethically it can help organizations build more inclusive and equitable systems that support both business outcomes and human potential.\"})]});export const richText5=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"We’ve got exciting news! CLARA now integrates with Workable, making it easier than ever to bring equitable, efficient hiring into your existing workflow. This integration ensures that your hiring process stays streamlined while surfacing the best candidates with the skills and potential you need.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Why this matters\"}),/*#__PURE__*/e(\"h6\",{children:\"If you’re using Workable to manage your hiring, you can now enhance your process with CLARA’s AI-powered candidate screening, assessment, and enrichment. Our technology helps you identify top candidates faster, widen your talent pool, and make hiring decisions that balance efficiency with equity—all without disrupting your current workflow.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"How it works\"}),/*#__PURE__*/t(\"h6\",{children:[\"Setting up the \",/*#__PURE__*/e(n,{href:{webPageId:\"CyM0csg2v\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"integration\"})}),\" is quick and simple. Once you’ve decided to try out CLARA (we have a \",/*#__PURE__*/e(n,{href:{webPageId:\"n7lrwAMxp\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"free 14-day trial\"})}),\"), it’s five easy steps to get connected.\"]}),/*#__PURE__*/t(\"ol\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Get your Workable API key.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Connect to CLARA.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Sync your jobs.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Map actions & automate follow-up questions.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Customize your AI and scoring settings.\"})})]}),/*#__PURE__*/e(\"h6\",{children:\"That’s it! Once connected, CLARA works seamlessly in the background, ensuring you see the right candidates at the right time—without extra effort.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Hiring that’s faster, fairer, and more effective\"}),/*#__PURE__*/e(\"h6\",{children:\"With this integration, your team can:\"}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Reduce time spent reviewing resumes\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Find more qualified, overlooked talent\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Keep everything in sync with Workable\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Ensure every candidate gets a fair chance to show their true potential\"})})]}),/*#__PURE__*/t(\"h6\",{children:[\"This is hiring, made smarter. Ready to integrate in under ten minutes? \",/*#__PURE__*/e(n,{href:{webPageId:\"CyM0csg2v\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Contact us today\"})}),\"!\"]})]});export const richText6=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"In 2003 economists Marianne Betrand and Sendhil Mullainathan shocked the HR community  with the publication of Are Emily and Greg More Employable Than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination, which measured how identical resumes performed based on the name attached. The most eye-grabbing statistic was that applicants with white sounding names were 50% more likely to land a callback than applicants with black sounding names. This groundbreaking study provided undeniable proof of something people in minority groups knew all too well: bias plays a major factor in the hiring process. Since then there has been a collective effort to reduce or outright eliminate hiring bias. While major strides have been made in the last two decades, it shouldn’t come as a shock that hiring bias is still something jobseekers must contend with in 2025.Here’s a look at the state of hiring bias in 2025: where things have improved, where they've stayed the same, and where they've gotten worse.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/t(\"h6\",{children:[\"In 2003 economists Marianne Betrand and Sendhil Mullainathan shocked the HR community with the publication of \",/*#__PURE__*/e(n,{href:\"https://www.nber.org/system/files/working_papers/w9873/w9873.pdf\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Are Emily and Greg More Employable Than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination\"})}),\", which measured how identical resumes performed based on the name attached. The most eye-grabbing statistic was that applicants with white sounding names were 50% more likely to land a callback than applicants with black sounding names. This groundbreaking study provided undeniable proof of something people in minority groups knew all too well: bias plays a major factor in the hiring process.\"]}),/*#__PURE__*/t(\"h6\",{children:[\"Since then there has been a collective effort to reduce or outright eliminate hiring bias. While major strides have been made in the last two decades, it shouldn’t come as a shock that hiring bias is still something jobseekers must contend with in \",/*#__PURE__*/e(n,{href:{pathVariables:{EK53kax0S:\"deib-in-2025-what-s-next\"},unresolvedPathSlugs:{EK53kax0S:{collectionId:\"LJpcotyYs\",collectionItemId:\"kiFlxCiHG\"}},webPageId:\"Yg8oJsfpI\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"2025\"})}),\". Here’s a look at the state of hiring bias in 2025: where things have improved, where they've stayed the same, and where they've gotten worse.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Racial bias has seen major reductions, but not everywhere\"}),/*#__PURE__*/t(\"h6\",{children:[\"Building on the methodology of the Betrand & Mullainathan study, researchers at the University of Chicago and the University of California, Berkley submitted 83,000 fictitious job applications in order to produce \",/*#__PURE__*/e(n,{href:\"https://bfi.uchicago.edu/insight/research-summary/a-discrimination-report-card/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"A Discrimination Report Card\"})}),\", which graded 97 Fortune 500 companies on their rates of race and gender discrimination in entry level jobs. They discovered that applicants with black sounding names were on average 9% less likely to receive a callback than applicants with a white sounding name. But this 41% drop from 2003 isn’t the entire story, as researchers found that the majority of companies showed little racial hiring bias (3% at the lowest), while the worst offenders showed severe hiring bias (24% at the highest) that raised the average. Another wrinkle is that these numbers were largely consistent within industries:\"]}),/*#__PURE__*/e(\"img\",{alt:\"A race report card that illustrates the degree of racial and gender discrimination revealed in a study\",className:\"framer-image\",height:\"328\",src:\"https://framerusercontent.com/images/ZfhOI38nby5Jn0HzMhWK1cIdk.jpg\",srcSet:\"https://framerusercontent.com/images/ZfhOI38nby5Jn0HzMhWK1cIdk.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/ZfhOI38nby5Jn0HzMhWK1cIdk.jpg 1000w\",style:{aspectRatio:\"1000 / 656\"},width:\"500\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/t(\"h6\",{children:[\"While this study only measured entry-level positions, another 2024 \",/*#__PURE__*/e(n,{href:\"https://journals.sagepub.com/doi/full/10.1177/00031224241245706\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"study\"})}),\" from the University of North Carolina at Chapel Hill examined hiring bias as someone traveled up the corporate ladder of software and engineering firms. This study found that racial hiring bias decreased as job level increased, with it being nearly nonexistent a few steps above entry level. The authors believe this reduction in bias may be due to a phenomenon known as “diversity commodification.” From author \",/*#__PURE__*/e(n,{href:\"https://www.cpc.unc.edu/news/study-hiring-pressures-to-diversify-influencing-patterns-of-discrimination-in-unexpected-ways/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Kate Weisshaar\"})}),\": “There are so few women and racial minorities in software engineering, but especially as job level increases. This means that those who do apply are valuable to employers for their contribution to diversity—and face less discrimination as a result. Additionally, decision-makers are eager to hire ‘diverse’ applicants for more visible, senior-level positions, because it benefits the company’s image.”\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Gender bias still disproportionately impacts women\"}),/*#__PURE__*/t(\"h6\",{children:[\"All three of the studies cited also measure how having a traditionally feminine sounding name might affect the likelihood of getting a job interview. Taken alone, these studies paint a very pleasant picture: the 2003 study found gender bias to be remarkably infrequent, while the discrimination report card found that bias towards one gender in four organisations was offset 1:1 by bias towards the other gender in an equal number of organisations. The UNC study also found that as roles became more senior, gender bias flipped in favor of white women, while staying net neutral for women of color. But labor statistics don’t bear this out: despite accounting for \",/*#__PURE__*/e(n,{href:\"https://www.bls.gov/opub/reports/womens-databook/2022/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"47% of the American workforce\"})}),\", the percentage in director level and higher positions held by women has failed to get \",/*#__PURE__*/e(n,{href:\"https://leanin.org/women-in-the-workplace\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"above 40%\"})}),\".\"]}),/*#__PURE__*/t(\"h6\",{children:[\"So why the mismatch? One reason could be what the studies are measuring: callbacks for interviews. Other studies on gender bias in hiring indicate that gender discrimination tends to start at the interview stage and only gets worse from there. According to a survey by \",/*#__PURE__*/e(n,{href:\"https://www.themuse.com/advice/womens-workplace-experience-report\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"The Muse\"})}),\", “42% of women said they have encountered gender-biased or inappropriate questions during a job interview and 41% said they have felt discriminated against during a job interview.” These numbers were even worse for women from the American Southeast, where 74% of women reported gender biased questions and 63% reported feeling discriminated against in the interview.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Age bias has become more complicated\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(n,{href:\"https://cdn.sanity.io/files/ns1xx6o1/production/383edb0574f2eded74dc0300810601ee97f9b474.pdf\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Age discrimination\"})}),\" has also been a problem in hiring for quite some time, with recent studies showing that older candidates are between 11% and 50% more likely to be passed over in favor of a younger candidate. Age bias has shown no improvement. A recent survey by \",/*#__PURE__*/e(n,{href:\"https://www.resumebuilder.com/1-in-3-hiring-managers-say-its-beneficial-to-avoid-hiring-gen-z-senior-candidates/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Resume Builder\"})}),\" found 42% of hiring managers consider age when evaluating resumes, and 33% have concerns about hiring older applicants. In fact, there’s evidence to suggest it has only gotten worse and has now expanded to include Gen Z. The same survey showed that 36% of hiring managers have concerns about hiring people between the ages of 18 and 27. Of those hiring managers with concerns about Gen Z, nearly half believe it is in the best interest of their company to not hire Gen Z workers.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Disability & Neurodiversity bias: one step forward, two steps back\"}),/*#__PURE__*/t(\"h6\",{children:[\"In 2023 the unemployment rate for people with disabilities reached an all time \",/*#__PURE__*/e(n,{href:\"https://www.bls.gov/news.release/disabl.nr0.htm\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"low of 7.2%\"})}),\", and year over year that number only increased 0.2%. This milestone was achievable in large part as many companies moved to hybrid and remote work policies in the wake of the COVID-19 pandemic. Unfortunately the resurgence of return to office mandates and staffing changes at the Equal Employment Opportunity Commission has raised concerns in the disabled community about long term career prospects for people with disabilities. It’s also raised concerns about increased bias in the hiring process.\"]}),/*#__PURE__*/t(\"h6\",{children:[\"A survey by \",/*#__PURE__*/e(n,{href:\"https://www.hr-brew.com/stories/2024/03/05/exclusive-25-of-disabled-workers-have-experienced-discrimination-during-the-job-interview-process-new-survey-finds\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Indeed\"})}),\" found that “37% of respondents said they struggle to identify whether jobs will be accommodating to their disability, and 31% fear they won’t be considered for roles based on their disability. Finally, 25% said that discrimination poses a challenge in the interview and hiring process.” Among the neurodiverse the numbers get much more bleak. Unfortunately US based research on hiring bias and neurodiversity is hard to come by. But studies from the UK, whose Equality Act provides protections similar to the US ADA, provide some insight into the challenges faced by neurodiverse job seekers.\"]}),/*#__PURE__*/t(\"h6\",{children:[\"Pearn Kandola’s \",/*#__PURE__*/e(n,{href:\"https://pearnkandola.com/research/neurodiversity-at-work-report-2024/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Neurodiversity At Work\"})}),\" report surveys over 600 neurodivergent people employed in the UK. Of those surveyed 48% reported feeling that the recruitment process was unfairly biased against the neurodiverse. It’s not hard to see why: the interview process is filled with scenarios that can be difficult for people on the autism spectrum or have ADHD and dyslexia. This poses neurodiverse job seekers with a difficult decision of whether or not to disclose their neurodiversity. Not disclosing runs the risk of being judged unfairly due to cognitive differences outside their control, and disclosing runs the risk of outright discrimination or implicit discrimination in the form of misconceptions about neurodiversity.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Looking forward\"}),/*#__PURE__*/t(\"h6\",{children:[\"The fight against hiring bias has come a long way since 2003, but the data shows there’s still plenty of work to be done. While racial bias in entry-level hiring has decreased, disparities remain, especially in certain industries. Gender bias may be less visible at the resume stage, but it persists throughout the hiring process, limiting career progression for women. Age discrimination now affects both older workers and Gen Z. While remote work opened doors for disabled and neurodiverse candidates, new barriers are quickly replacing old ones. The reality is that bias in hiring isn’t a single problem with a single solution, it’s a complex, evolving issue that requires continuous effort from employers, policymakers, and job seekers alike. The challenge for 2025 and beyond is not just to acknowledge these biases but to \",/*#__PURE__*/e(n,{href:{webPageId:\"P9ao3BQ8l\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"actively use tools\"})}),\" that can help reduce hiring bias.\"]})]});export const richText7=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"Angela Cheng-Cimini is a seasoned human resources leader with over 30 years of experience, most recently serving as the Senior Vice President and Chief Human Resources Officer at Harvard Business Publishing. She has played a pivotal role in developing talent roadmaps, building diverse and engaged workforces, and aligning HR strategies with business goals. Cheng-Cimini is also an advocate for the AAPI community, serving on the Alumni Board of Directors for Cornell University, the T. Howard Foundation board, and CNBC’s Workforce Executive Council. Her contributions to the field of HR have made her a sought-after speaker and mentor.  On her final day at Harvard Business Publishing, Cheng-Cimini joined CLARA Founder and & CEO Natasha Nuytten for an insightful conversation on leadership, mentorship, and the future of work. Cheng-Cimini shared her reflections on creating psychologically safe workplaces, the evolving role of HR, and the importance of critical thinking and learning agility in navigating today’s fast-changing world. She also highlighted the potential of AI to transform HR practices, emphasizing that while technology can streamline processes, the human connection remains at the heart of effective leadership and organizational success.\"})}),/*#__PURE__*/e(\"h2\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Leadership with humor and humanity\"}),/*#__PURE__*/e(\"h6\",{children:'Angela Cheng-Cimini believes that effective HR leadership requires a balance of professionalism and humor. \"HR is often seen as the police—buttoned up, all about policy and procedure. But I think we need to have good humor to do this work really well,\" she shares. By using humor and levity, Cheng-Cimini builds trust and relatability, making herself approachable to employees at all levels. \"I don’t want to be an HR person that people can’t confide in. We need to be there for people at their best and their lowest.\"'}),/*#__PURE__*/e(\"h6\",{children:'She also highlights the importance of embracing flexibility and avoiding rigidity in decision-making. \"Very few decisions I make at work are irreversible. I don’t need a 50-page handbook to know how to do what’s right and use common sense,\" she explains. For Cheng-Cimini, this approach allows her to stay grounded, connect authentically, and bring a human touch to her leadership style.'}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"The power of mentorship\"}),/*#__PURE__*/e(\"h6\",{children:'Reflecting on her career, Cheng-Cimini underscoresd the transformative role of mentorship. \"I went through much of my early career without seeing any Asian leaders, let alone female Asian leaders,\" she says. This absence motivated her to provide guidance and inspiration to others. \"If I had access to mentors, it could have done wonders for my confidence, accelerated my learning, and helped me feel less alone.\"'}),/*#__PURE__*/e(\"h6\",{children:'Cheng-Cimini now makes it a point to mentor and connect with others, inviting people to reach out to her for advice and encouragement. \"Particularly right now, in this moment, we can’t have too many connections or allies,\" she emphasizes. For her, mentorship is not just about sharing expertise but about fostering belonging and creating opportunities for others to thrive. \"So many gifted people just need the right opportunity, and that can make all the difference.\"'}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Lessons in humility and growth\"}),/*#__PURE__*/e(\"h6\",{children:'Throughout her 30-year career, Cheng-Cimini learned the importance of humility in building credibility as a leader. Early in her career, she struggled with the pressure to have all the answers, which sometimes came across as arrogance. \"I learned quickly that I don’t have to be the smartest person in the room,\" she reflects. Instead, she prioritized listening and understanding. \"There’s a lot of humility in this role, and that humility gives you credibility to stand up and lead when it truly matters.\"'}),/*#__PURE__*/e(\"h6\",{children:'For Cheng-Cimini, this lesson is tied to maturity and reflection. \"It’s about constantly asking, ‘How am I showing up right now?’ Whether in a one-on-one conversation or speaking to hundreds, that self-awareness makes all the difference,\" she says. By embracing humility, leaders can earn the trust and respect necessary to drive meaningful impact.'}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Values-driven leadership\"}),/*#__PURE__*/e(\"h6\",{children:'Cheng-Cimini championed the importance of organizational values in guiding decisions and shaping culture. At Harvard Business Publishing, she helped redefine the company’s values: Do what’s right, do what’s hard, and do it with excellence. \"We wanted values that were actionable and aspirational. For us, ‘do what’s hard’ was key because it encouraged us to take risks, have tough conversations, and make the uncomfortable but necessary decisions,\" she explains.'}),/*#__PURE__*/e(\"h6\",{children:'These values are now woven into the company’s performance management, vernacular, and culture. \"When values are consistently reinforced, people feel good about their affiliation with the organization and trust that accountability exists,\" she says. Cheng-Cimini believes that a values-driven approach creates workplaces where individuals feel empowered, aligned, and inspired to excel.'}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Cultivating critical thinking and learning agility\"}),/*#__PURE__*/e(\"h6\",{children:'Angela Cheng-Cimini emphasized that critical thinking and learning agility are becoming indispensable in today’s rapidly evolving world. As AI advances at a breakneck pace, the ability to assess, adapt, and make informed decisions has never been more important. However, Cheng-Cimini warns that these skills are at risk of erosion. \"We’re losing our ability to think critically,\" she cautions, highlighting a growing reliance on tools like ChatGPT. While these tools offer tremendous utility, she believes they can also foster intellectual complacency. \"Critical thinking is about processing, assessing situations, and making informed decisions with limited data. That’s a skill we must nurture intentionally, not one we can afford to neglect.\"'}),/*#__PURE__*/e(\"h6\",{children:'For Cheng-Cimini, fostering critical thinking requires a deliberate shift in both individual and organizational priorities. She advocates for creating space within the workplace to slow down, reflect, and focus. \"Multitasking isn’t real,\" she remarks. \"We need to work on fewer things with fewer distractions if we want to get meaningful outcomes. Learning agility and critical thinking require focus, not constant juggling.\"'}),/*#__PURE__*/e(\"h6\",{children:'In the context of hiring, Cheng-Cimini highlighted the importance of testing for curiosity and intellectual engagement in candidates. \"When hiring, you need to go deeper than surface skills. You need to test for curiosity and the willingness to learn,\" she says. She believes this is especially vital as the future remains uncertain, with AI poised to reshape job roles and required skills in ways we can’t yet predict. She noted that while AI tools like ChatGPT may not take over jobs entirely, individuals who know how to leverage these tools effectively will hold a significant advantage in the workplace.'}),/*#__PURE__*/e(\"h6\",{children:'Cheng-Cimini underscored the need for intentionality in developing critical thinking and learning agility. Whether it’s creating space for reflection, prioritizing intellectual curiosity, or learning how to use AI as a tool rather than a crutch, these efforts are essential for preparing organizations and individuals to thrive in an era of rapid change. \"We can’t afford to let critical thinking become a lost art.\"'}),/*#__PURE__*/t(\"h6\",{children:[\"Watch the latest episode of Human Side Up to hear these insights and more \",/*#__PURE__*/e(n,{href:\"https://youtu.be/kNnD2ses-cQ?si=XDQ_WTmzZq9i-dU_\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"here\"})}),\".\"]})]});export const richText8=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"DEIB (Diversity, Equity, Inclusion, and Belonging) programs, many of which have been in place for decades, have come under intense scrutiny in the last few years. The recent U.S. Presidential election and subsequent personnel appointments coupled with the scaling back DEIB initiatives at several companies has led many analysts to pronounce DEIB dead. While there are a lot of strong indications that DEIB policies are in a more precarious position than they were this time a year ago, there are also plenty of signs that show that, to paraphrase Oscar Wilde, reports of DEIB’s death are greatly exaggerated.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Public perception of DEIB declined, but not a lot\"}),/*#__PURE__*/t(\"h6\",{children:[\"The run up to the 2024 election saw an onslaught of anti-DEIB rhetoric on and off the campaign trail. You could reasonably expect that this increased \",/*#__PURE__*/e(n,{href:\"https://www.getclara.io/resources/deib-is-not-a-four-letter-word\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"public discourse\"})}),\" of DEIB initiatives would lead to a rise both in awareness of DEIB initiatives and a shift in public perception of DEIB, but as of this writing the data doesn’t bear out. A \",/*#__PURE__*/e(n,{href:\"https://trends.google.com/trends/explore?date=2023-02-26%202025-02-26&geo=US&q=DEI&hl=en\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Google Search Trends\"})}),\" analysis of DEI over the last two years shows that while search volume for DEI has increased marginally in 2024, the change in search volume was not significant save for three weeks: the week Vice President Kamala Harris was called a “DEI candidate,” the week of the general election, and the week of President Trump’s inauguration.\"]}),/*#__PURE__*/t(\"h6\",{children:[\"DEIB also made headlines last November when a survey from the \",/*#__PURE__*/e(n,{href:\"https://www.pewresearch.org/short-reads/2024/11/19/views-of-dei-have-become-slightly-more-negative-among-us-workers/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Pew Research Center\"})}),\" showed a year over year decline in American workers’ opinion of DEIB initiatives. The survey showed in aggregate that positive views of DEIB dropped all of four percentage points from 56% in February 2023 to 52% in October 2024, while the overall share of workers who hold a negative opinion of DEIB only increased by five points from 18% in February 2023 to 21% in October 2024. Taken as a whole, over three-fourths of American workers still hold a positive or neutral opinion of DEIB policies.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Some big companies have pulled back on DEIB, to mixed results\"}),/*#__PURE__*/t(\"h6\",{children:[\"2025 began with an onslaught of announcements from high profile companies that they would be rolling back DEIB programs or ending them entirely. \",/*#__PURE__*/e(n,{href:\"https://www.forbes.com/sites/conormurray/2025/02/26/trump-demands-apple-ditch-dei-after-it-rejects-proposal-here-are-all-the-companies-cutting-diversity-programs/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Amazon, Google, McDonalds, Target, Walmart, Molson Coors, Boeing\"})}),\", and other Fortune 500 companies have removed or reduced their commitment to DEIB. These announcements sent shockwaves through the worlds of business and politics. Though it is still too early to be certain, there are already some indications that these moves will not be well received.\"]}),/*#__PURE__*/t(\"h6\",{children:[\"Many were shocked this past January when Target, once a strong supporter of diversity both in corporate initiatives and branding opportunities, announced a complete end to their DEIB programs. Several Black faith and community leaders have since called for a \",/*#__PURE__*/e(n,{href:\"https://www.dispatch.com/story/news/nation/2025/02/22/boycott-over-dei-rollback-against-target-walmart-amazon-2025/79075610007/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"40 day “buycott”\"})}),\" of Target stores beginning March 5. Though it seems the buycott may have already begun: on average Target stores have seen between a \",/*#__PURE__*/e(n,{href:\"https://qz.com/target-dei-foot-traffic-drop-placer-ai-walmart-mcdonald-1851766131\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"4% and 8% decline in foot traffic\"})}),\" week-over-week for every week since announcing the DEIB rollback, with some locations seeing as much as a 10% reduction in foot traffic.\"]}),/*#__PURE__*/t(\"h6\",{children:[\"Consumers are not alone. Investors of Apple and John Deere have rejected proposed rollbacks of DEIB initiatives. In both cases these proposals were rejected by overwhelming margins: only \",/*#__PURE__*/e(n,{href:\"https://www.reuters.com/technology/apple-investors-reject-proposal-against-dei-policies-2025-02-25/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"2.3% of Apple shareholder votes\"})}),\" were in favor of a DEIB rollback, and a miniscule \",/*#__PURE__*/e(n,{href:\"https://www.reuters.com/business/investors-farm-equipment-maker-deere-reject-anti-dei-resolution-2025-02-26/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"1.3% of John Deere shareholder votes\"})}),\" were in favor of a similar DEIB rollback. Across corporate America shareholders have voted on proposals to roll back DEIB, on average these proposals have only been able to carry \",/*#__PURE__*/e(n,{href:\"https://www.reuters.com/business/retail-consumer/costco-shareholders-vote-against-proposal-report-diversity-programs-2025-01-23/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"2%\"})}),\" of their respective votes. Why would they when Costco, whose leadership loudly and proudly proclaimed their continued support for DEIB, has witnessed a \",/*#__PURE__*/e(n,{href:\"https://www.stocktitan.net/news/COST/costco-wholesale-corporation-reports-january-sales-7s1yqvwir0lc.html\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"9.8% increase in sales\"})}),\" in the last month. Clearly, the market is speaking: DEIB shouldn’t go anywhere any time soon.\"]}),/*#__PURE__*/t(\"h6\",{children:[\"Many other companies are digging in their heels in spite of strong political headwinds many large organizations are choosing to double down on their DEIB initiatives. IBM, Costco, JPMorgan Chase, Microsoft, Nvidia, Delta Airlines, and Apple are among the Fortune 500 companies \",/*#__PURE__*/e(n,{href:\"https://www.nbcnews.com/news/nbcblk/delta-air-lines-costco-companies-say-ll-stick-dei-rcna189669\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"sticking with DEIB\"})}),\". In reaction activist investor groups spearheaded proposals to rollback initiatives at these companies, and as mentioned above these proposals have resoundingly failed so far. These high profile moves to continue support of DEIB aren’t just eye-catching, they show us of a larger trend.\"]}),/*#__PURE__*/t(\"h6\",{children:[\"According to research by HR Grapevine, the overwhelming majority of HR professionals report that spending on DEIB initiatives remained the same or increased from 2023 to 2024, and that they expected DEIB spending to \",/*#__PURE__*/e(n,{href:\"https://www.hrgrapevine.com/us/content/article/2025-01-14-diversity-amid-distraction-hr-grapevines-2024-25-dei-snapshot\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"remain the same or increase in 2025\"})}),\". More telling are the top 3 factors cited for an increase in DEIB spending: increased C-suite buy-in, change in employee expectations, and DEIB driving business success. These factors show that business leaders and HR leaders alike recognize what consultancies like \",/*#__PURE__*/e(n,{href:\"https://www.mckinsey.com/featured-insights/diversity-and-inclusion\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"McKinsey\"})}),\" have been saying for years: DEIB is good for business.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h6\",{children:\"What’s next for DEIB?\"}),/*#__PURE__*/t(\"h6\",{children:[\"DEIB is at a crossroads; there’s no doubt about it. But one thing is clear: it isn’t disappearing anytime soon. While political shifts and corporate cutbacks have fueled the narrative that DEIB is on the decline, the data tells a more nuanced story. Companies that continue to prioritize \",/*#__PURE__*/e(n,{href:{pathVariables:{EK53kax0S:\"why-is-deib-important-in-hiring\"},unresolvedPathSlugs:{EK53kax0S:{collectionId:\"LJpcotyYs\",collectionItemId:\"m5Dk8USmn\"}},webPageId:\"Yg8oJsfpI\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"diversity, equity, inclusion, and belonging\"})}),\" are seeing strong support from employees, investors, and consumers. As businesses balance evolving political and market conditions with employee expectations, equitable hiring will remain a critical factor in attracting talent, fostering innovation, and gaining a competitive edge. The question isn’t whether or not DEIB initiatives will survive; it’s how they will adapt and evolve to survive social and political movements focused on ending them.\"]})]});export const richText9=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"For early-stage and high-growth startups, hiring is one of the single biggest roadblocks on the path to profitability. With limited resources, intense competition for talent, and pressure from investors to scale quickly, many VC-backed founders are struggling to hire efficiently and effectively. For venture backed companies hiring delays can mean development stalls, delayed go to market timelines, and some uncomfortable board meetings.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/t(\"h6\",{children:[\"While turning to an applicant tracking system (ATS) may seem like a reasonable solution, the funds, expertise, and workflows required to make an ATS effective only introduce more speed bumps to hiring at the moment when speed is most critical. AI-powered hiring tools like CLARA allow VC-backed startups to evaluate candidates, uncover top talent, and make equitable and informed hiring decisions faster than ever, so that leadership can spend their time building the business instead of scaling up the hiring process.According to a poll from SHRM, \",/*#__PURE__*/e(n,{href:\"https://www.shrm.org/topics-tools/news/talent-acquisition/talent-scarcity-skills-gaps-challenge-recruiting\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"77% of hiring professionals\"})}),\" find it difficult to fill full-time positions within their company, meanwhile a survey from Aerotek shows that \",/*#__PURE__*/e(n,{href:\"https://www.aerotek.com/en/about-us/news-and-events/news/2023/12/aerotek-fall-job-seeker-survey-job-seekers-say-job-hunt-more-difficult\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"70% of job seekers \"})}),\"report that finding a job is harder than ever. With an estimated \",/*#__PURE__*/e(n,{href:\"https://www.nbcnews.com/business/economy/28-americans-are-now-searching-new-job-highest-rate-decade-rcna167368\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"28% of Americans looking for work\"})}),\" it’s hard to imagine how this happened, but there are a few reasons for the disconnect:\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"The problem of personal networks\"}),/*#__PURE__*/t(\"h6\",{children:[\"Most startups begin their hiring process by tapping into their leadership’s personal networks of friends, family members, and former colleagues. While this is an effective way to find a few qualified people who leadership can work well with, it also limits access to a broader talent pool. This makes it easy to miss out on high-quality candidates simply because they aren’t connected to the right people. Plus, with this methodology it’s difficult to scale up a company’s workforce.This kind of hiring has also been shown to reinforce biases and make it harder to build a diverse team. One \",/*#__PURE__*/e(n,{href:\"https://www.payscale.com/compensation-trends/referrals-hurt-diversity/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"groundbreaking report\"})}),\" from PayScale found that: “female and minority applicants are much less likely to receive referrals than their white male counterparts.” PayScale reports:[A]ccording to the Bureau of Labor Statistics, white men are only 34 percent of the U.S. labor market. That means that white men are 129 percent more likely to be in your pool of 100 referred employees than what demographics suggests they should be.Research has demonstrated and validated that diverse teams are better at innovative thinking and problem solving, both of which are crucial to any portfolio company leadership under pressure to start delivering results to their investors.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"The problem of scale\"}),/*#__PURE__*/t(\"h6\",{children:[\"Of course, taking your recruitment practices beyond your personal network brings a new problem: scale. Today the average job listing attracts \",/*#__PURE__*/e(n,{href:\"https://novoresume.com/career-blog/resume-statistics#:~:text=According%20to%20recent%20statistics%2C%20a,to%20have%20a%20standout%20resume.\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"250 applicants\"})}),\", that means with only a few open roles a hiring team must vet hundreds or even thousands of applicants. For any company, let alone a startup that has to move at breakneck speed, manually reviewing this many applications is next to impossible.In theory an ATS, with its keyword filters and organizational tool, seems like the ideal solution to the problem of scale. But in practice, an ATS can often make more work for startups, requiring expensive integrations, dedicated recruiters, and long implementation timelines that slow hiring rather than accelerate it. When an ATS has been implemented, hiring teams will still have to wrestle with rigid, keyword based filtering that most hiring managers believe \",/*#__PURE__*/e(n,{href:{pathVariables:{EK53kax0S:\"modernizing-your-hiring-process-without-overhauling-your-system\"},unresolvedPathSlugs:{EK53kax0S:{collectionId:\"LJpcotyYs\",collectionItemId:\"CzsfwWURR\"}},webPageId:\"Yg8oJsfpI\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"filter out qualified candidates.\"})})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"An intelligent way to scale\"}),/*#__PURE__*/t(\"h6\",{children:[\"AI-powered hiring tools like CLARA offer a smarter, more flexible alternative to ATS platforms that helps startups evaluate candidates based on real potential rather than outdated proxies like degrees, job titles, or keyword-matching. CLARA helps hiring teams to match roles with high quality candidates from all backgrounds. Using neuro-symbolic AI, CLARA provides fair, unbiased \",/*#__PURE__*/e(n,{href:{webPageId:\"IMwSyAyPB\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"candidate assessments\"})}),\" that score applicants on their experience and the skills that matter most in a startup environment: adaptability, learning agility, and \",/*#__PURE__*/e(n,{href:{pathVariables:{EK53kax0S:\"distance-traveled-measuring-potential-beyond-the-resume\"},unresolvedPathSlugs:{EK53kax0S:{collectionId:\"LJpcotyYs\",collectionItemId:\"ldZ9YixBV\"}},webPageId:\"Yg8oJsfpI\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"distance traveled\"})}),\". Hiring tools like CLARA also help startups expand their talent pool beyond personal networks and referrals without overwhelming hiring teams. These tools take the guesswork out of applicant screening by surfacing the highest quality applicants. They can also save time by automatically sending follow-up questions. This means interview time can be used to understand a candidate better, not make sense of their resume. CLARA also automatically removes identifying demographic data from applications, helping to reduce \",/*#__PURE__*/e(n,{href:{webPageId:\"P9ao3BQ8l\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"implicit bias\"})}),\" and ensuring startups build teams that drive long-term success.By removing friction from the hiring process, AI-powered hiring solutions like CLARA allow VC-backed startups to scale with speed and precision while ensuring every hire is equitable, high-impact, and aligned with the company’s long-term vision. Instead of spending valuable time navigating an ATS, founders and leaders can focus on what matters most: building their business, securing funding, and generating profits.\"]})]});export const richText10=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"Dr. Joel A. Davis Brown is an author, educator, and speaker. He is also the founder and Chief Visionary Officer of Pneumos LLC, a worldwide management consultancy that provides organizations with leadership training, organizational development, and fostering a diverse, creative environment where people can thrive. He is an adjunct professor at the IESEG Management school, where he teaches executive MBA courses on emotional intelligence, strategic storytelling, and story listening. He is also the author of The Souls of Queer Folk: How Understanding LGBTQ+ Culture Can Transform Your Leadership Practice.  Dr. Davis Brown sat down with CLARA Founder & CEO Natasha Nuytten for a conversation about the role of connection, belonging, and storytelling in leadership. In a world where workplaces often prioritize efficiency over human connection, Davis Brown challenges leaders to rethink how they engage with their teams. They explore why psychological safety, cultural intelligence, and authenticity are essential for creating workplaces where people feel seen, valued, and inspired to contribute.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Leading with connection and authenticity\"}),/*#__PURE__*/e(\"h6\",{children:'Davis Brown believes that true leadership isn’t transactional, it’s relational. Early in his career as a lawyer, he realized that traditional workplace interactions often felt rigid and impersonal. \"When I meet people, it’s not about what you do or what you can do for me,\" he says. \"It’s about how we take care of each other.\" He quickly saw that when relationships were built with authenticity, they became the foundation for creative collaboration and success.'}),/*#__PURE__*/e(\"h6\",{children:'Davis Brown learned this lesson firsthand in a consulting environment where the word \"community\" was used frequently, but not always with sincerity. \"Not everybody who talks about community means it,\" he explains. In competitive spaces, relationships can often feel transactional, but Davis Brown made a commitment to lead differently. \"I always lead with who I am,\" he says. \"If the energy isn’t right, I trust that and go in a different direction.\"'}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"The importance of making contact\"}),/*#__PURE__*/e(\"h6\",{children:'For Davis Brown, connection is about making real contact, not networking. \"Making contact means truly engaging with someone’s truth, their worldview, and their reality,\" he says. It requires presence, active listening, and a willingness to be a witness to others. Yet, he sees that many professionals spend years working side by side without ever truly knowing each other. \"You can work ten, twelve hours a day with someone and still not really know them,\" he notes.'}),/*#__PURE__*/e(\"h6\",{children:'This lack of connection has real consequences, not just for individuals, but for organizations and communities at large. \"Many of the issues we see in the world come from people not making contact— with themselves or with others,\" Davis Brown says. \"To genuinely connect, you have to start by looking inward. Who am I? What do I stand for? What’s guiding me?\" Once leaders do the inner work, they’re able to foster real, meaningful connections with their teams and cultivate workplaces where people feel seen and valued.'}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Redefining Diversity, Equity, and Inclusion\"}),/*#__PURE__*/e(\"h6\",{children:'Diversity, equity, and inclusion are often discussed in corporate spaces, but Davis Brown believes we need to revisit their true meanings. \"Diversity is about recognizing the differences, the variations that exist around us,\" he says. \"But it’s not just about acknowledging them—it’s about understanding how to honor and incorporate them.\"'}),/*#__PURE__*/e(\"h6\",{children:'He draws a sharp distinction between equity and equality: \"Equality assumes we’re all starting from the same place. Equity recognizes that history, social systems, and personal circumstances create different starting points. Real equity means adjusting structures so that everyone has a fair shot.\" His analogy of fire alarms in dormitories illustrates this perfectly: \"A loud bell might notify most students, but those who are hearing-impaired wouldn’t get the message. So we add flashing lights. But what about those who are both hearing and visually impaired? Equity requires a layered, thoughtful approach to ensure no one is left behind.\"'}),/*#__PURE__*/e(\"h6\",{children:'Yet today, these concepts are often twisted and misrepresented. \"If I were just going by what I see on the news, I wouldn’t recognize what diversity is supposed to mean,\" Davis Brown notes. \"It’s time to reclaim these principles and remind people why they matter—not just for marginalized groups, but for all of us.\"'}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Belonging as a business imperative\"}),/*#__PURE__*/e(\"h6\",{children:'Beyond diversity and equity, Davis Brown sees belonging and inclusion as essential for both human well-being and business success. \"Businesses are made up of people. And people need to feel recognized and valued in order to do their best work,\" he says. The data backs him up: disengagement and low psychological safety lead to decreased productivity, higher turnover, and diminished innovation.'}),/*#__PURE__*/e(\"h6\",{children:'But the consequences go beyond the workplace. \"We’re facing a global loneliness epidemic,\" Davis Brown warns. \"Municipalities in Denmark, governments in New Zealand and the UK— they’re all investing in efforts to combat social disconnection.\" He believes that organizations must take responsibility for fostering connection, not just because it’s the right thing to do, but because it directly impacts business outcomes. \"The companies that truly prioritize belonging will not only sustain their growth, they’ll accelerate it. The ones that don’t will fall behind.\"'}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Storytelling as a leadership tool\"}),/*#__PURE__*/e(\"h6\",{children:'One of the most powerful ways to foster belonging, Davis Brown argues, is through storytelling. \"I’ve always been a storyteller, always been curious about people’s journeys,\" he says. But in many workplaces, stories are absent. \"I once realized that I worked alongside people for years without knowing anything real about them. That lack of connection made my work feel hollow.\"'}),/*#__PURE__*/e(\"h6\",{children:'Davis Brown sees storytelling as a bridge between leadership and psychological safety. \"If leaders want an open, engaged culture, they have to model vulnerability,\" he explains. That means sharing experiences, being transparent about struggles, and showing up with empathy. But it’s not just about leaders—it’s about fostering a culture where storytelling and openness are encouraged at all levels.'}),/*#__PURE__*/e(\"h6\",{children:\"For leaders who want to create this kind of environment, Davis Brown offers a challenge: \\\"Do a 'hello' inventory. Who do you speak to? Who do you trust? Who do you actually know beyond the surface level?\\\" The answers, he says, often reveal blind spots in inclusion and engagement.\"}),/*#__PURE__*/e(\"h6\",{children:'Creating an inclusive culture isn’t about checking boxes—it’s about changing behaviors. \"The best leaders recognize that inclusion isn’t just an initiative; it’s a way of being,\" Davis Brown says. \"It takes time, patience, and a willingness to unlearn and relearn. But the organizations that commit to this work will be the ones that thrive.\"'}),/*#__PURE__*/t(\"h6\",{children:[\"To hear more from Dr. Joel A. Davis Brown on leadership, inclusion, and the power of connection, watch the latest episode of Human Side Up \",/*#__PURE__*/e(n,{href:\"https://youtu.be/I5GqhKtlsYE?si=JpZZGir2jdPVLcbq\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"here\"})}),\".\"]})]});export const richText11=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/t(\"h6\",{children:[\"Someone has to say it: the hiring process is broken. The average time to hire has risen to an all time \",/*#__PURE__*/e(n,{href:\"https://www.staffingindustry.com/news/global-daily-news/average-time-hire-rises-again-44-days-q1\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"high\"})}),\". Skilled professionals with exceptional backgrounds are struggling to even get interviews while hiring teams are struggling to find the right fit despite receiving hundreds of applications. But there is good news: thanks to new AI assisted applicant enrichment tools, hiring teams now have a way to modernize their hiring process without disrupting their existing system and workflows.\"]})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"The problem: Overzealous Applicant Tracking Systems\"}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(n,{href:\"https://www.linkedin.com/pulse/evolution-applicant-tracking-systems-ats-from-manual-processes-vhqjf/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"In 2004\"})}),\" the recruiting world was turned on its head by the introduction of fully integrated Applicant Tracking Systems(ATS) that could automate and streamline the recruitment process. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/t(\"h6\",{children:[\"Since then, the ATS has come to be the bedrock of hiring systems for most companies. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/t(\"h6\",{children:[\"As popular job boards have made it easier for candidates to apply, hiring teams have increasingly leaned on the candidate screening capabilities of ATS as a way to whittle down hundreds of applicants into a more manageable talent pool.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/t(\"h6\",{children:[\"But this solution comes with its own problem. Most applicant tracking systems screen candidates through a series of antiquated techniques and algorithms. A joint study from \",/*#__PURE__*/e(n,{href:\"https://www.hbs.edu/managing-the-future-of-work/Documents/research/hiddenworkers09032021.pdf\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Harvard Business School and Accenture\"})}),\" has a great explanation for why this is happening:\"]}),/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"These systems are vital; however, they are designed to maximize the efficiency of the process. That leads them to hone in on candidates, using very specific parameters, in order to minimize the number of applicants that are actively considered. For example, most use proxies (such as a college degree or possession of precisely described skills) for attributes such as skills, work ethic, and self-efficacy. Most also use a failure to meet certain criteria (such as a gap in full-time employment) as a basis for excluding a candidate from consideration irrespective of their other qualifications.\"})}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"According to the study, 88%  of employers surveyed believe that their ATS is filtering out highly-qualified candidates. This trend hasn’t gone unnoticed: that there’s an entire industry built around optimizing resumes for ATSs, and some universities have \",/*#__PURE__*/e(n,{href:\"https://iconnect.isenberg.umass.edu/resources/how-to-beat-the-ats/\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"courses and literature\"})}),\" to help students navigate the ATS-driven hiring process. This leaves many hiring managers wondering if they’re seeing an applicant because they’re most qualified or because they’re just better at gaming the system.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/t(\"h6\",{children:[\"It also spells disaster for any company that wants to diversify its workforce. Studies \",/*#__PURE__*/e(n,{href:\"https://www.inc.com/phillip-kane/fix-bad-hiring-discrimination-in-your-applicant-tracking-system.html\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"suggest\"})}),\" that the screening keywords and proxies used by ATS disproportionately filter out women and minority candidates who are more likely to have career gaps or attend \",/*#__PURE__*/e(n,{href:\"https://www.getclara.io/resources/distance-traveled-measuring-potential-beyond-the-resume\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"less prestigious schools\"})}),\". Taken as a whole, it’s clear that something has to change, but with applicant tracking systems so deeply enmeshed in the hiring process,that’s easier said than done.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"The solution: AI-powered applicant screening and enrichment\"}),/*#__PURE__*/t(\"h6\",{children:[\"AI-powered hiring tools like CLARA offer a smarter and more flexible screening solution than traditional ATS keyword filtering. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/t(\"h6\",{children:[\"Using \",/*#__PURE__*/e(n,{href:\"https://www.getclara.io/features/deep-ai-evaluation\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"neuro-symbolic AI\"})}),\", CLARA uses every aspect of a job application (plus optional follow-up questions) to match candidates based not only on their education and experience, but on important future-ready traits like learning agility, distance traveled (aspects of which include resilience, proactivity, and self-efficacy), and critical thinking skills. \",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h6\",{children:\"This shifts the evaluation away from “negative” logic— using keywords and skills to weed out unqualified candidates— to “affirmative” logic, which the Harvard Business School/Accenture study describes as:\"}),/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"Configuring systems to identify applicants with the specific skills and experiences associated with fulfilling the core requirements of the role[.]\"})}),/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"br\",{}),\"This approach is especially helpful in identifying high-potential candidates from \",/*#__PURE__*/e(n,{href:\"https://www.getclara.io/resources/distance-traveled-a-new-way-to-identify-exceptional-non-degree-holders\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"nontraditional backgrounds\"})}),\", as it doesn’t disqualify candidates simply because they haven’t attended top-ranked universities, followed a conventional career path, or used the exact job titles that ATS filters expect. In short, it helps filter candidates in. By ensuring these candidates don’t slip through the cracks, tools like CLARA offer a more holistic and inclusive way of finding the best applicant for the job.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h6\",{children:\"Changing your company’s ATS is a time-consuming and expensive proposition. Applicant tracking systems have been and will continue to be at the core of most hiring pipelines—at least for the near-term future. That’s why AI-driven tools like CLARA are built to integrate seamlessly and within minutes with existing ATS systems. CLARA applies advanced neuro-symbolic AI screening on top of the ATS's existing framework, allowing teams to modernize their hiring process without disrupting their existing workflows.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})})]});export const richText12=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"What makes a great manager? According to Lisette Nieves—Rhodes Scholar, educator, and nonprofit leader—it’s not just about accomplishments or strategies; it’s the ability to bring people together in order to accomplish challenging goals.  In a recent episode of Human Side Up, Lisette shared her thoughts on leadership, resilience and why diversity matters in the workplace. Here are some key points from the conversation that you can use for your own organization.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"1. Leadership is about igniting team energy\"}),/*#__PURE__*/e(\"h6\",{children:\"Effective leadership is about creating an environment where teams feel good about coming to work. Team leads should focus on identifying and leveraging the unique strengths of their team members to achieve shared goals. By identifying strengths of individuals, you get to empower each member in a unique way. As Lisette states, “Our best work is always done through others.”Lisette shared a story from her work at a nonprofit workforce development organization. During a snowstorm that shut down New York City’s transit system, three young participants walked miles to make it to their workplace when senior executives didn’t. This act of resilience and commitment didn’t just impress their employer—it showed that these members were willing to put in the extra work to ignite their team.Challenge your team members to recognize their strengths, embrace growth opportunities, and push past self-imposed limitations.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"2. Embracing cross-generational collaboration\"}),/*#__PURE__*/t(\"h6\",{children:[\"While it might seem natural to want to hire a younger workforce, CLARA’s research indicates that older individuals often excel in traits like \",/*#__PURE__*/e(n,{href:{pathVariables:{EK53kax0S:\"distance-traveled-a-new-way-to-identify-exceptional-non-degree-holders\"},unresolvedPathSlugs:{EK53kax0S:{collectionId:\"LJpcotyYs\",collectionItemId:\"lIkwdhqiF\"}},webPageId:\"Yg8oJsfpI\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"distance traveled\"})}),\" which measure traits like grit and resilience. Lisette echoes this sentiment by stressing the importance of cross-generation teams, so that you can get the best aspects of both worlds. She states, “It’s not about privileging wisdom over energy or vice versa. You need both!”Pairing ethical AI tools like CLARA with opportunities for mentorship is a great way to foster a better learning environment for your teams. Older team members can share their hard-earned knowledge, while younger employees can offer energy and technological fluency. This mutual exchange leads to dynamic problem-solving and holistic growth.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"3. Work is where we meet the world\"}),/*#__PURE__*/e(\"h6\",{children:\"Lisette makes a great point when she says that our workplace is the best opportunity we have to meet a more diverse group of people, and we should take advantage of that. “Work is a microcosm of society,” she explains. “It’s where we have the chance to connect, collaborate, and learn from one another.”More so, it’s one of the few places where we have the ability to demonstrate a way to have a healthy culture across societal and cultural divides. Take the opportunity to celebrate diversity and foster dialogue in your workplace.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Final thoughts\"}),/*#__PURE__*/t(\"h6\",{children:[\"Lisette shares a lot of great information on how to be a more equitable leader in the future. From fostering cross-generational collaboration to creating environments where your team can thrive, it’s up to you to bring positive change to your organization. Leadership isn’t just about driving results—it’s about empowering others and creating equitable opportunities.If you haven't had a chance to listen to the whole podcast check it out \",/*#__PURE__*/e(n,{href:\"https://youtu.be/ln8XMGW-CX8?si=waFN8rsXGUpZfQ-i\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"here\"})}),\".\"]})]});export const richText13=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"For the third session in CLARA’s Hidden Potential webinar series, which explores skills and traits to look for during the hiring process, our CEO, Natasha Nuytten, was joined by Kim Hosking, an HR and talent acquisition technology consultant at Optimize Recruitment Solutions. They focused on the skill of learning agility, and discussed what it means and why it’s a critical skill in today’s workplace.    Throughout the conversation, Natasha and Kim provide examples of how organizations can cultivate an environment that strengthens the learning agility of its workforce. Let’s take a closer look at some key takeaways below!\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"What is learning agility?\"}),/*#__PURE__*/e(\"h6\",{children:\"When you’re running a business, errors are bound to happen, but you don’t want employees who keep making the same mistakes—that’s where learning agility comes into play. Natasha explains,“Learning agility is about taking in information, applying knowledge from past situations, and adapting in real time. It’s what helps individuals and organizations stay ahead in a rapidly changing world.”She broke it down into several key components:\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Cognitive agility\"})}),/*#__PURE__*/e(\"h6\",{children:\"The ability to process new information quickly and adjust thinking patterns.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"People agility\"})}),/*#__PURE__*/e(\"h6\",{children:\"Effectively navigating interpersonal dynamics and collaborating with diverse teams.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Change agility\"})}),/*#__PURE__*/e(\"h6\",{children:\"Staying open to new approaches, technologies, and ways of working.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Results agility\"})}),/*#__PURE__*/e(\"h6\",{children:\"Finding creative solutions and driving success even in unfamiliar situations.Having the ability to measure learning agility and valuing it as a skill is clearly beneficial if you want your organization to continue to evolve. That’s why tools like CLARA are so invaluable to hiring teams. They provide an equitable way to quantify and measure valuable metrics like learning agility.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Why learning agility matters in hiring and the workplace\"}),/*#__PURE__*/e(\"h6\",{children:\"Learning agility isn’t just a fancy new metric, it's a usable resource for hiring managers. Kim explains that,“Our workplaces are changing constantly. There is a new tool, a new technology, or a new process around every corner. The teams that can evolve with these changes are the ones that thrive.”Companies don’t have the luxury of hiring employees who can only perform one set of tasks that never change or evolve. Instead, they need agile learners—people who can pivot, problem-solve, and apply past experiences to new challenges. In the webinar we get to learn about real examples that show the value that workers with high levels of learning agility bring to the table.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Resilience in times of change\"}),/*#__PURE__*/e(\"h6\",{children:\"One of the biggest benefits of learning agility is resilience. Kim points out that uncertainty is the only certainty in the workplace, whether it’s due to new leadership, mergers, or even global disruptions like COVID-19. She explained that,“Companies that were able to quickly shift their processes, rethink their strategies, and embrace change were the ones that survived and even thrived. And it wasn’t just leadership—it was employees at all levels who had to adjust.”Employees with high learning agility don’t get stuck in old ways of working. Instead, they ask questions, remain open to feedback, and experiment with new solutions. This helps both them and your business stay ahead of the curve, no matter what challenges you may face.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Turning mistakes into learning opportunities\"}),/*#__PURE__*/e(\"h6\",{children:\"A workplace culture that values learning agility doesn’t punish mistakes; it learns from them. Kim highlights how fear-based cultures can stifle innovation, explaining,“I’ve worked with companies where people were afraid to make decisions because if they got it wrong, they would be reprimanded. That kind of environment kills progress. You need workplaces where people feel safe enough to try, fail, and improve.”Natasha reinforces this, explaining that when teams are encouraged to learn from setbacks rather than avoid them, they essential problem-solving skills,“Brainstorming isn’t just about throwing out the best ideas—it’s about creating a space where even ‘bad’ ideas can spark something new.”\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Bringing fresh perspectives into hiring\"}),/*#__PURE__*/e(\"h6\",{children:\"If we focus on learning agility as a key skill in applicants, it means we are looking beyond what traditional hiring methods demand. This can bring a variety of different people with different backgrounds to your organization. Natasha shares that some of the best hires aren’t always the ones you would expect, saying:“Some of the most successful people I’ve worked with didn’t have the perfect r\\xe9sum\\xe9 on paper. But what they did have was the ability to learn quickly, ask smart questions, and adapt to whatever was thrown at them.”And the research backs this up! Candidates without traditional degrees or linear career paths often demonstrate higher learning agility because they’ve had to navigate unconventional career routes, learn on the go, and apply skills in new contexts.Kim emphasizes the importance of assessing adaptability during the hiring process:“It’s not enough to ask about past experiences—you have to dig into how they approached challenges. Did they take initiative? Did they apply what they learned to future situations? Those are the people who will succeed in an evolving workplace.”\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Learning agility in action\"}),/*#__PURE__*/e(\"h6\",{children:\"During the webinar, Kim shares real-world examples of how learning agility plays out in the workplace.One standout story involves a project manager with no prior experience leading teams. Despite her unconventional background, she applied problem-solving skills from past experiences to quickly adapt and excel in her new leadership role.On the flip side, Hosking notes,“I’ve seen managers with years of experience who struggle to lead because they’re stuck in old habits. The ability to learn, not just experience, is what sets great leaders apart.”\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"How to develop learning agility\"}),/*#__PURE__*/e(\"h6\",{children:\"The good news? Learning agility isn’t just something you're born with, it’s a skill that can be developed!Here are some strategies to strengthen this skill:\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Take on new challenges:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Push yourself outside your comfort zone.Reflect on past experiences:Journaling or discussing past challenges with friends.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Seek feedback actively:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Implementing feedback is a way to show that you are always striving to be better.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Ask more questions, make fewer assumptions:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Curiosity fuels adaptability! Hosking mentions a popular “rejection challenge” on social media where people intentionally seek out situations where they’ll be turned down to build resilience, saying:“Putting yourself in situations where failure is possible—whether it’s leading a new project or trying a new skill—helps you develop the confidence to adapt.”\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h6\",{children:\"The future of learning agility in hiring\"}),/*#__PURE__*/t(\"h6\",{children:[\"Nuytten closes the discussion with a powerful message, saying that,“We often overlook candidates with non-traditional backgrounds—those without a formal degree, older workers, or people returning to the workforce after a career break. But research shows these groups often have some of the highest Learning Agility because they’ve had to adapt throughout their careers.”By incorporating learning agility into hiring decisions, organizations open themselves to the possibility of finding hidden talent. This not only creates a more equitable environment but also builds more diverse and forward thinking teams. Learning agility is just one of the many critical skills reshaping the hiring landscape. If you’re ready to start integrating smarter metrics and skills into your hiring process, CLARA’s AI-driven platform can help.Request a demo today or explore the full Hidden Potential Series on-demand \",/*#__PURE__*/e(n,{href:{webPageId:\"gW49p44FG\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"here\"})}),\".\"]})]});export const richText14=/*#__PURE__*/e(o.Fragment,{children:/*#__PURE__*/t(\"h6\",{children:[\"Find the best talent faster with CLARA + Jobvite. CLARA seamlessly integrates with Jobvite to streamline and enhance your hiring process. Learn more \",/*#__PURE__*/e(n,{href:\"https://45488611.fs1.hubspotusercontent-na1.net/hubfs/45488611/PDFs/CLARA%20and%20Jobvite%20One%20Pager_January%202025.pdf\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"here\"})}),\".\"]})});export const richText15=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"Inclusive leadership: a conversation with Charlene Li   Charlene Li is a New York Times bestselling author as well as the Founder and CEO of Quantum Networks, a consulting group. She’s previously worked as an analyst at Forrester Research and a research officer at PA Consulting. She’s previously shared her insights with us and the world through keynotes at the World Economic Forum, TED, and SXSW. She’s also the author of six books on leadership, her most recent being Winning with Generative AI: The 90 Day Blueprint for Success.  CLARA Founder & CEO Natasha Nuytten sat down with Li to discuss leadership and how leaders can be better prepared for the coming advances that generative AI promises to bring to the business world. According to Li, the principles of good leadership—clarity of purpose, inspiring others, and showing up with empathy—have remained the same throughout history. However, how leaders implement these principles has evolved, especially in fostering relationships and communicating effectively in a fast-changing world.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Leadership is about change\"}),/*#__PURE__*/e(\"h6\",{children:'Li highlighted the need for leaders to prepare themselves and their teams for transformative shifts, particularly in the context of disruptive technologies like generative AI. \"Generative AI is highly transformative,\" she explained. \"The first time you use it, your mind is blown. You won’t look at the world the same way. That requires a tremendous amount of leadership for people to show up.\"'}),/*#__PURE__*/e(\"h6\",{children:'Yet, many leaders fall short in recognizing their role as agents of change. \"Most people don’t think about leadership as creating change. They think about showing up, leading people, or giving speeches. But fundamentally, it’s about creating change—and the more transformative the change, the more carefully you have to show up.\"'}),/*#__PURE__*/e(\"h6\",{children:'\"Leadership is fundamentally about creating change,\" Li emphasizes. \"You could be a manager of the status quo, but you wouldn’t be a leader. Leaders create change. You don’t need a title to do that.'}),/*#__PURE__*/e(\"h6\",{children:'\"Li stresses the importance of creating psychological safety to enable change. \"If people don’t feel safe, they won’t change.\" For Li, safety is about structure and governance, but not in a stifling way. \"Good governance, what I call ‘Goldilocks governance,’ provides just enough structure—not too much, not too little—to help people feel safe and supported.\"'}),/*#__PURE__*/e(\"h6\",{children:'\"Think of a schoolyard. Without a fence, kids stay close to the flagpole. But with a fence, they explore all the way to the edges.\" Leaders, she explained, must create these \"fences\" to encourage exploration and risk-taking, while reassuring their teams that they have the necessary guardrails in place.'}),/*#__PURE__*/e(\"h6\",{children:'For Li, effective leadership in times of disruption starts with preparation. \"How you show up as a leader matters, especially when the change is disruptive. You need to communicate the vision, make people feel safe, and guide them to step outside their comfort zones.'}),/*#__PURE__*/e(\"h6\",{children:'\"Her advice to leaders facing transformative challenges is clear: \"Understand how big the change is and prepare yourself and your organization to navigate it. Create a plan, build contingency measures, and show your people that you’ll be there for them.\" Li believes leaders can inspire their teams to thrive, even in the face of profound disruption. \"Transformation is difficult, but it’s where the most meaningful progress happens.\"'}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Embracing ethical AI\"}),/*#__PURE__*/e(\"h6\",{children:\"Li also touched upon the ethical challenges Generative AI raises and provided a useful framework for leaders discussing how to ethically integrate it into their company. She introduced the concept of a “Pyramid of Trust,” inspired by Maslow’s hierarchy of needs, to explain how organizations can build trust step by step when adopting generative AI.\"}),/*#__PURE__*/e(\"h6\",{children:'\"When it comes to generative AI, you have a need for trust, and you build it step by step,\" Li explains. At the foundation of this pyramid are safety, security, and privacy, which must be firmly in place before addressing higher levels of trust. If individuals or organizations do not feel safe—if information isn’t protected and privacy isn’t respected—then trust cannot develop. Organizations must ensure their existing data security and privacy policies are updated to reflect the complexities introduced by generative AI.'}),/*#__PURE__*/e(\"h6\",{children:'From there, trust involves addressing bias and fairness, which Li described as complex and subjective. \"Fairness isn’t universally defined,\" she notes. \"Are you promoting equity or striving to be equitable? Those are two very different things.\" Evaluating these dimensions of AI is essential for fostering confidence in its outputs and alignment with organizational values.'}),/*#__PURE__*/e(\"h6\",{children:'The next component involves quality and accuracy, which vary depending on the context. For example, running a power plant demands a vastly different standard of quality than creating social media posts. \"Organizations must balance quality against speed, depending on their priorities,\" Li explained.'}),/*#__PURE__*/e(\"h6\",{children:'Responsibility and transparency are also critical. Establishing accountability—knowing who to turn to when something goes wrong—lays the groundwork for ethical AI implementation. Transparency, meanwhile, forces organizations to decide how and when to disclose AI usage. Li shared an example of a professional services firm grappling with this issue. \"Should we disclose to clients that we’re using AI? They might appreciate our use of cutting-edge tools, but they might also question paying the same rates if AI reduces our time and effort.\"'}),/*#__PURE__*/e(\"h6\",{children:'These decisions, Li argues, are deeply rooted in values. \"Ethics comes up when you have two values in contradiction,\" she explained. \"You have to center on your values from the very beginning to know how you’ll react when conflicts arise.\" For many organizations, values are often aspirational, printed on walls but rarely applied to real-world dilemmas. Generative AI, however, forces leaders to revisit these values and use them to guide critical decisions.Li urges organizations to take a proactive approach: \"Generative AI will force us to ask: What do our values mean? Are we prepared to act on them?\" Building trust in AI, she emphasized, isn’t just about technology—it’s about relationships, integrity, and staying true to an organization’s principles.'}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Embracing ethical AI\"}),/*#__PURE__*/e(\"h6\",{children:\"Li also touched upon the ethical challenges Generative AI raises and provided a useful framework for leaders discussing how to ethically integrate it into their company. She introduced the concept of a “Pyramid of Trust,” inspired by Maslow’s hierarchy of needs, to explain how organizations can build trust step by step when adopting generative AI.\"}),/*#__PURE__*/e(\"h6\",{children:'\"When it comes to generative AI, you have a need for trust, and you build it step by step,\" Li explains. At the foundation of this pyramid are safety, security, and privacy, which must be firmly in place before addressing higher levels of trust. If individuals or organizations do not feel safe—if information isn’t protected and privacy isn’t respected—then trust cannot develop. Organizations must ensure their existing data security and privacy policies are updated to reflect the complexities introduced by generative AI.'}),/*#__PURE__*/e(\"h6\",{children:'From there, trust involves addressing bias and fairness, which Li described as complex and subjective. \"Fairness isn’t universally defined,\" she notes. \"Are you promoting equity or striving to be equitable? Those are two very different things.\" Evaluating these dimensions of AI is essential for fostering confidence in its outputs and alignment with organizational values.'}),/*#__PURE__*/e(\"h6\",{children:'The next component involves quality and accuracy, which vary depending on the context. For example, running a power plant demands a vastly different standard of quality than creating social media posts. \"Organizations must balance quality against speed, depending on their priorities,\" Li explained.'}),/*#__PURE__*/e(\"h6\",{children:'Responsibility and transparency are also critical. Establishing accountability—knowing who to turn to when something goes wrong—lays the groundwork for ethical AI implementation. Transparency, meanwhile, forces organizations to decide how and when to disclose AI usage. Li shared an example of a professional services firm grappling with this issue. \"Should we disclose to clients that we’re using AI? They might appreciate our use of cutting-edge tools, but they might also question paying the same rates if AI reduces our time and effort.\"'}),/*#__PURE__*/e(\"h6\",{children:'These decisions, Li argues, are deeply rooted in values. \"Ethics comes up when you have two values in contradiction,\" she explained. \"You have to center on your values from the very beginning to know how you’ll react when conflicts arise.\" For many organizations, values are often aspirational, printed on walls but rarely applied to real-world dilemmas. Generative AI, however, forces leaders to revisit these values and use them to guide critical decisions.'}),/*#__PURE__*/e(\"h6\",{children:'Li urges organizations to take a proactive approach: \"Generative AI will force us to ask: What do our values mean? Are we prepared to act on them?\" Building trust in AI, she emphasized, isn’t just about technology—it’s about relationships, integrity, and staying true to an organization’s principles.'}),/*#__PURE__*/t(\"h6\",{children:[\"Watch the latest episode of Human Side Up to hear these insights and more by \",/*#__PURE__*/e(n,{href:\"https://youtu.be/8LFb0eRpNL4?si=vXd53HZ_R9QVZ444\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"clicking here\"})}),\".\"]})]});export const richText16=/*#__PURE__*/e(o.Fragment,{children:/*#__PURE__*/t(\"h6\",{children:[\"Finding the right talent has never been more challenging—or more critical. This guide will help organizations navigate the growing landscape, compare AI hiring solutions to other talent acquisition tools, and evaluate vendors based on key hiring priorities. Learn more \",/*#__PURE__*/e(n,{href:\"https://45488611.fs1.hubspotusercontent-na1.net/hubfs/45488611/PDFs/CLARA%20Vendor%20Guide_February_2025.pdf\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"here\"})}),\".\"]})});export const richText17=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"In our Hidden Potential webinar series, we’re introducing groundbreaking constructs that help organizations evaluate talent more holistically—focusing on Critical Thinking, Learning Agility, and Distance Traveled.  If you missed the first webinar, don’t worry! Here’s a recap of the series highlights and actionable takeaways.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Rethinking talent evaluation: insights from CLARA’s Hidden Potential webinar series\"}),/*#__PURE__*/e(\"h6\",{children:\"Anyone who works in recruiting learns quickly that there’s more to candidates than just their resumes. That’s why we launched our new Hidden Potential webinar series to help your organization discover the best ways to evaluate and land top talent. If you missed the initial live session, where we outlined the research and what it means for talent acquisition teams, here’s your chance to catch up on the highlights and insights that we hope can upgrade your hiring strategy.Traditional hiring methods are often limited by:\"}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Over-reliance on keyword searches and static credentials.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Overt and covert biases that exclude important traits like non-traditional career paths.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Missed opportunities to identify adaptable, resilient candidates.\"})})]}),/*#__PURE__*/e(\"h6\",{children:\"CLARA’s research introduces three new constructs—Critical Thinking, Learning Agility, and Distance Traveled—that shift the focus from r\\xe9sum\\xe9s to real human potential.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Introducing CLARA’s key constructs\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Critical Thinking:\"})}),/*#__PURE__*/e(\"h6\",{children:\"The ability to assess, analyze, and solve complex problems—essential for navigating workplace challenges.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Learning Agility:\"})}),/*#__PURE__*/e(\"h6\",{children:\"The ability to adapt and grow in changing environments, a critical trait for roles for dynamic workers.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Distance Traveled:\"})}),/*#__PURE__*/e(\"h6\",{children:\"A measure of personal and professional growth, reflecting an individual’s resilience, grit, and ability to overcome challenges.Together, these constructs offer a more holistic approach to evaluating candidates, helping organizations find talent with real potential to thrive.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Why these constructs matter for hiring\"}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Critical Thinking:\"}),\" Equips teams with problem-solvers who can tackle complex challenges.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Learning Agility:\"}),\" Helps future-proof your organization by identifying adaptable talent.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Distance Traveled:\"}),\" Promotes equity and highlights grit, resilience, and growth in non-traditional candidates.\"]})})]}),/*#__PURE__*/e(\"h6\",{children:\"By integrating these constructs into your hiring process, you can create a more inclusive, effective, and forward-thinking approach to talent acquisition.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Resources you don’t want to miss\"}),/*#__PURE__*/e(\"h6\",{children:\"To help you implement these insights, we’ll be compiling exclusive resources from the series:\"}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Infographics:\"}),\" Summarizing each construct and its impact on hiring.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Webinar Recordings:\"}),\" Watch the sessions on-demand to dive deeper into each topic.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/t(\"h6\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Checklists and Tools:\"}),\" Practical guides to help you assess Critical Thinking, Learning Agility, and Distance Traveled in candidates.Get access to the first recording \",/*#__PURE__*/e(n,{href:{webPageId:\"gW49p44FG\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"here\"})}),\".\"]})})]}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Conclusion: rethink talent, rethink success\"}),/*#__PURE__*/e(\"h6\",{children:\"With CLARA’s new assessment tools, hiring is no longer about checking boxes—it’s about uncovering potential, celebrating resilience, and building stronger teams. By shifting the focus from r\\xe9sum\\xe9s to real human qualities, you can create teams that are diverse, resourceful, and effective.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Ready to transform your hiring process?\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(n,{href:{webPageId:\"n7lrwAMxp\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Schedule a Demo Today!\"})})})]});export const richText18=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"In our second webinar of the Hidden Potential Series, we did a deep dive into one of the pillars of our new assessment tool: critical thinking. Sabrina Long, DEI Talent Acquisition Leader, joined CEO of CLARA, Natasha Nuytten, in leading this week's session.  Thank you to all the people who joined and participated! If you didn’t get a chance to see the live session, don’t worry we’ll cover some of the key talking points here today.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Why is critical thinking the cornerstone of problem-solving?\"}),/*#__PURE__*/e(\"h6\",{children:\"So why is measuring critical thinking important? Because it’s an equitable and teachable skill that, when possessed by employees, can greatly benefit any work environment. John Dewey’s foundational work in the 1930s emphasized the importance of reflective thinking and open-mindedness as tools for problem-solving. Later, scholars like Robert Ennis and Peter Facione expanded this understanding to include interpretation, self-regulation, and application across diverse contexts.\"}),/*#__PURE__*/e(\"h6\",{children:\"Essentially, critical thinking is one’s ability to analyze information and make reasonable judgments based on their analyses. It involves a series of interconnected skills such as breaking down problems into their essential components, asking questions, and evaluating strategies.\"}),/*#__PURE__*/e(\"h6\",{children:\"Critical thinking is one of the many constructs CLARA uses to get a fuller picture of a candidate. It allows hiring managers to uncover hidden potential of prospects and benefit from giving those individuals a chance.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Addressing today’s hiring challenges with critical thinking\"}),/*#__PURE__*/e(\"h6\",{children:\"It's no surprise that traditional hiring practices often fall short when it comes to finding the perfect candidate. This is for a number of reasons including (but not limited to):\"}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Resume overload\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Bias in screening\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"h6\",children:/*#__PURE__*/e(\"h6\",{children:\"Over-reliance on credentials\"})})]}),/*#__PURE__*/e(\"h6\",{children:\"Instead of defaulting to traditional screening practices, assessing critical thinking (and other soft skills) in candidates fosters more equitable hiring. By integrating critical thinking assessments early, companies simplify the hiring process by focusing on practical skills, thereby reducing bias.Effective assessment of critical thinking goes beyond asking candidates to list accomplishments and where they attended university. Instead, it focuses on actionable insights using behavior and cognitive assessments to ensure candidates have the skills to approach real problems effectively.Be mindful of candidates who focus exclusively on past achievements without articulating their thought processes. This could indicate a gap in critical thinking.\"}),/*#__PURE__*/t(\"h6\",{children:[\"We know this is a lot to remember, so be sure to take a look at our \",/*#__PURE__*/e(n,{href:\"https://cdn.sanity.io/files/ns1xx6o1/production/e79c738026648736cedcc038aa27c438fd745ec8.pdf\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Critical Thinking in Action \"})}),\"checklist.\"]}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"How can I develop critical thinking skills?\"}),/*#__PURE__*/e(\"h6\",{children:\"One of the main reasons we believe in critical thinking as an equitable metric is because it’s not an innate trait. Research indicates that it’s a skill that anyone can over time regardless of their background. Here’s how you can start:\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Challenge Assumptions\"})}),/*#__PURE__*/e(\"h6\",{children:\"Instead of simply taking in information as it is given, take the time to look deeper and question why something is true or whether there might be alternative solutions to problems.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Engage in Strategic Thinking Activities\"})}),/*#__PURE__*/e(\"h6\",{children:\"Activities like debates, puzzles, or games that require strategy and logic are proven ways to help sharpen your critical thinking skills.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Seek Out Diverse Viewpoints\"})}),/*#__PURE__*/e(\"h6\",{children:\"It’s easy to get stuck in our own little bubbles, but stepping outside our comfort zones is often the only way to grow. Engage in conversations with people from different backgrounds and consider viewpoints that differ from your own. This not only broadens your understanding but also trains you to evaluate ideas more objectively.Developing our critical thinking skills is a lifelong endeavor, but it is a trainable skill. By taking an active approach, you can strengthen your ability to analyze, adapt, and excel in any environment.This doesn’t have to stop at the individual level either! Focus on cultivating a culture that encourages open dialogue and questions to foster these skills for your entire organization.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"What’s next?\"}),/*#__PURE__*/e(\"h6\",{children:\"Introducing critical thinking assessments into hiring processes can be a challenge, especially with time constraints and hiring managers potentially resistant to change. That’s why CLARA helps you prioritize the important aspects without sacrificing valuable time or resources.Ready to transform your hiring strategy?\"}),/*#__PURE__*/t(\"h6\",{children:[\"Watch the replay of Webinar #2 \",/*#__PURE__*/e(n,{href:{webPageId:\"gW49p44FG\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"here\"})}),\"! \",/*#__PURE__*/e(n,{href:{webPageId:\"n7lrwAMxp\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Request a demo today!\"})})]})]});export const richText19=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/t(\"blockquote\",{children:[/*#__PURE__*/e(\"h6\",{children:\"When hiring managers look for new employees, they often stick to traditional metrics—where someone went to school, their job titles, or big-name references. But resumes only tell part of the story. What about the skills and qualities candidates gain by facing life’s challenges—the kind of growth that doesn’t necessarily fit neatly into bullet points?  \"}),/*#__PURE__*/e(\"h6\",{children:\"In our research, we’ve seen something powerful: older candidates consistently outperform when it comes to distance traveled. Traits like grit, resilience, and resourcefulness—shaped by managing life experiences—can give older candidates an edge in today’s workplace. By rethinking hiring practices and recognizing these traits, we can uncover potential in candidates who are often overlooked. This article dives into what distance traveled means, the attributes that define it, and why older candidates can often bring that skill set to the workplace.\"})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"The traits of distance traveled\"}),/*#__PURE__*/e(\"h6\",{children:\"We define distance traveled as a measure of an individual's accomplishments and capacities that considers their starting point and trajectory of progress. It encompasses grit, resourcefulness, self-efficacy, proactivity, antifragility, and resilience. Let’s take a closer look into those traits and why older candidates often have the upper hand when it comes to them.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Grit:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Passion and perseverance for long-term goals, strengthened through overcoming obstacles. (Duckworth & Quinn, 2009).\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Resourcefulness:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Creative problem-solving developed by navigating life’s challenges. (Wells & Sweeney, 1982; Zarit & Pearlin, 2018).\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Self-efficacy:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Confidence in one’s ability to succeed, built through continual practice and proof of success. (Bandura, 1997).\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Proactivity:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Taking initiative and pursuing goals with intention. (Lang & Carstensen, 2002).\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Antifragility:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Thriving and growing stronger under adversity and chaotic conditions. (Taleb, 2012).\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Resilience:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Bouncing back from setbacks with emotional and mental strength. (Gooding et al., 2012). For example, think of a journalist who worked in publishing before the digital era. They not only possess the writing skills necessary for the job, but they also have the experience of having to shift to a more online audience. Grit kept them pushing through social media trends, their resourcefulness helped them pivot to new platforms, and their self-efficacy gave them the confidence to stay ahead of the curve. CLARA wants to bring candidates like these into the limelight. Recognizing and valuing distance traveled isn’t just equitable—it’s a smart investment in building stronger, more dynamic teams.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Why this matters for hiring\"}),/*#__PURE__*/t(\"h6\",{children:[\"Fertility rates are falling, life expectancy is rising, and the traditional working-age population (15–64) is shrinking. According to a \",/*#__PURE__*/e(n,{href:\"https://www.mckinsey.com/mgi/overview?cid=other-eml-ofl-mip-mck&hlkid=fdcacd5d8aba4fa791f444a54fa0d0f2&hctky=14681785&hdpid=16e44450-529d-4265-9982-db8e229c6f71\",motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"McKinsey Global Institute report\"})}),\", organizations will need to rethink their strategies to account for an aging workforce. This includes recognizing the unique strengths older candidates bring.Innovation is the buzzword of the modern world, often tied to flashy new tech or a younger workforce. While staying relevant is important, this line of thinking can unintentionally overlook older candidates. This is not only unfair but also means employers miss out on valuable skills and perspectives. By recognizing and valuing older candidates, organizations can diversify their talent pool, enhance team performance, and build a stronger workforce.At CLARA, we understand the importance of capturing these hidden strengths. Our \",/*#__PURE__*/e(n,{href:{webPageId:\"IMwSyAyPB\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"AI-driven tools\"})}),\" are designed to measure and amplify traits like distance traveled, ensuring no potential goes overlooked. By assessing these skills, hiring managers can identify candidates who excel in adaptability and perseverance—qualities often gained through years of experience navigating challenges.\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Actionable steps for hiring managers:\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Integrate new tools and metrics:\"})}),/*#__PURE__*/t(\"h6\",{children:[\"Using \",/*#__PURE__*/e(n,{href:{webPageId:\"j3yGPNVlE\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"ethical\"})}),\" tools like CLARA ensures that you always have access to candidates with traits overlooked by traditional hiring methods.\"]}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Ask good questions:\"})}),/*#__PURE__*/e(\"h6\",{children:\"When you interview candidates, ask questions that are more focused on self-awareness and growth. That way you can get a better picture of how the candidate might overcome obstacles.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Value life experience:\"})}),/*#__PURE__*/e(\"h6\",{children:\"Starting with a baseline recognition that older candidates bring a lot to the table is a massive step in the right direction.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"The path forward\"}),/*#__PURE__*/t(\"h6\",{children:[\"Implementing more advanced metrics like distance traveled can help organizations foster equitable hiring practices that recognize and reward candidates for learning from their unique journeys. While traditional markers like education and job titles have their place, we can help you get a better scope of your hiring pool.Ready to find your next amazing team member? \",/*#__PURE__*/e(n,{href:{webPageId:\"n7lrwAMxp\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Request a demo today!\"})})]})]});export const richText20=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"blockquote\",{children:/*#__PURE__*/e(\"h6\",{children:\"Thank you to everyone who joined us in our fourth session of CLARA’s Hidden Potential Series. Jeff Tinker, Global Senior Talent Acquisition Specialist at Ollion, joined our own CEO, Natasha Nuytten to discuss a transformative metric in talent acquisition: Distance traveled.  If you missed the live event, don’t worry—we’ll outline some of the key talking points in the article below.\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"What is distance traveled?\"}),/*#__PURE__*/e(\"h6\",{children:\"At its core, distance traveled is a metric that we can use that defines a candidate’s growth and accomplishments relative to their starting point. We use it to get a better understanding of the journeys that shape each individual, through overcoming unique challenges. This metric goes beyond traditional hiring metrics like job titles and degrees and uncovers the hidden potential of candidates who might not fit the conventional mold but still bring immense value to the workplace.Natasha Nuytten explains it best: “Distance traveled allows us to recognize the strength and skills candidates develop through real-world challenges. It’s about valuing the journey, not just the destination.”Jeff Tinker adds: “To me, distance traveled is about showing what a person is capable of—what they’ve pushed themselves to achieve, regardless of where they started. It reflects proactivity, work ethic, and leadership potential.”\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Why distance traveled matters\"}),/*#__PURE__*/e(\"h6\",{children:\"Distance traveled isn’t just a metric—it’s a game changer for ethical hiring. Here’s why:\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Encourages diversity\"})}),/*#__PURE__*/e(\"h6\",{children:\"Recognizing the unique journeys of individuals from varied backgrounds fosters a more inclusive workplace. As Tinker emphasized, “Everyone comes from a different background and has a different way of thinking about problems. Embracing that diversity helps organizations innovate and grow.”\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Builds resilient teams\"})}),/*#__PURE__*/e(\"h6\",{children:\"Candidates with high scores in “Distance Traveled” demonstrate traits like grit and resourcefulness, making them dependable team players. \"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Unlocks hidden potential\"})}),/*#__PURE__*/e(\"h6\",{children:\"Traditional metrics often miss candidates who excel in adaptability and perseverance. \"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Supports leadership development\"})}),/*#__PURE__*/e(\"h6\",{children:\"Individuals with high distance traveled often possess self-efficacy and mentorship potential, making them natural leaders. Overall, distance traveled is an important metric that can help redefine what hiring managers look for in candidates. It gives people who are often overlooked an equitable chance to show their skills, while also giving organizations a fresh perspective.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Assessing distance traveled\"}),/*#__PURE__*/e(\"h6\",{children:\"Integrating distance traveled into your hiring process requires a proactive approach. Tinker shared, “True leaders don’t just delegate—they empower people to learn from mistakes and grow.”In the webinar we learned some practical ways to identify and assess this trait in candidates:\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Evaluate challenges overcome\"})}),/*#__PURE__*/e(\"h6\",{children:\"Ask candidates to share significant obstacles they’ve faced and how they navigated them.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Consider resource access\"})}),/*#__PURE__*/e(\"h6\",{children:\"Reflect on the opportunities or limitations they started with and how these shaped their journey.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Analyze growth\"})}),/*#__PURE__*/e(\"h6\",{children:\"Look for evidence of personal and professional development over time.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Examine adaptability\"})}),/*#__PURE__*/e(\"h6\",{children:\"Assess how candidates have handled change or unfamiliar circumstances.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"strong\",{children:\"Spot resilience\"})}),/*#__PURE__*/e(\"h6\",{children:\"Identify examples of perseverance or creative problem-solving in their past experiences.These insights provide a more comprehensive picture of a candidate’s capabilities, making hiring decisions more equitable and effective.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"Distance traveled in action\"}),/*#__PURE__*/e(\"h6\",{children:\"During the webinar, Natasha and Jeff discussed how candidates with non-traditional paths often excel due to their diverse experiences. Tinker shared the story of an entry-level hire who, despite being labeled “too green,” quickly earned 10 certifications and advanced to a higher role within 16 months.“He just needed someone to give him a chance,” Tinker said. “That’s the power of recognizing distance traveled—it brings hidden talent into the spotlight.”CLARA’s tools are designed to help organizations measure and amplify distance traveled, ensuring no talent goes overlooked. Our AI-driven platform simplifies the process of assessing traits like grit and resilience, helping you give all candidates a level playing field.\"}),/*#__PURE__*/e(\"h6\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h3\",{children:\"What’s Next?\"}),/*#__PURE__*/t(\"h6\",{children:[\"Distance traveled is just one of many important shifts in how we think about evaluating talent. By focusing on the journeys that shape candidates, organizations can unlock hidden potential, foster inclusion, and build stronger teams!Ready to learn more about how to incorporate distance traveled into your hiring process? \",/*#__PURE__*/e(n,{href:{webPageId:\"n7lrwAMxp\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"Request a demo\"})}),\" or explore the full Hidden Potential Series on-demand \",/*#__PURE__*/e(n,{href:{webPageId:\"gW49p44FG\"},motionChild:!0,nodeId:\"LJpcotyYs\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(a.a,{children:\"here.\"})})]})]});export const richText21=/*#__PURE__*/e(o.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 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