Case study: Who has access to development?
A design team at a technology company is working on a new product.
The leader announces the opportunity to participate in a prestigious project that offers a chance for promotion.
Situation
Information about the project does not reach everyone equally:
- some people find out about it during an informal conversation after work
- other people do not participate in such meetings (e.g. family responsibilities)
- the leader selects people who “seem most committed”
The criteria are not clearly defined or communicated.
Effect
- the same people receive further development opportunities
- other employees do not have a chance to prove themselves
- there is a sense of injustice in the team
Over time, the differences in experience, salary, and promotions begin to widen.
What happened here?
Decisions were not based solely on competence,
but also on:
- access to informal networks
- availability of time outside of work
- subjective perception of “engagement”
The system, which was supposed to be neutral, in practice favored selected individuals.
Questions for reflection
- Did everyone have equal access to information?
- Were the selection criteria clear and measurable?
- Who might have been left out – and why?
How can this be done better?
- clearly communicate all development opportunities
- define transparent selection criteria
- actively invite different people to participate
Equality of opportunity does not happen by itself – it must be designed consciously.
Access to opportunities should be based on competence, not chance.