Be careful with 'fit'
In "Why Hiring for Cultural Fit Can Thwart Your Diversity Efforts," author Celia de Anca, who is also director of the Centre for Diversity in Global Management at IE Business School and author of Beyond Tribalism: Managing Identities in a Diverse World, found that the biggest threat to diversity in the workforce in the future might not be prejudice or blind adherence to tradition, but the confluence of two rising trends in talent management: this passion for "fit" and the enthusiasm for Big Data. I agree with her assessment that "we might be creating a situation in which companies will be very diverse in appearance, but intrinsically homogenous. They will be hiring the same profile of people even though they might have very different backgrounds. Thus the company will appear diverse—but we know that appearances can be deceiving."
De Anca says two problems are likely to emerge if homogeneity or "fit" trumps genuine diversity. The first problem is the organization becoming a "personality silo," which is an isolated unit based on a dominant personality type of a group rather than the type of work a group completes. The second problem that could emerge is the organization misses out on iconoclastic thinking in favor of consensus or falls into the trap of group think. The best way to mitigate similarity bias is to find commonalities with those who appear different. You can't change your bias of preference for the in group, but you can bring more people into that affiliation.
I'm a big fan of "objective-fit analysis" tools, such as one developed by cement and concrete company CEMEX, because they mitigate the natural biases— conscious or unconscious—that affect leadership choices and could limit the pool of qualified diverse talent in leadership pipelines. (Note: CEMEX's exemplary work in diversity and inclusion can be seen in its talent review and leadership training and individual development planning processes, and its employee "town hall," engagement survey, and leadership communication.)