However, this does not mean that there is NOT an 'old boys club' mentality at work here. How do we overcome situations like that, wait for the 'old boys' to all retire or die off? But even then, if they've only been hiring other 'boys' who themselves eventually become the 'old boys', how does change come about, or do we have to just wait for the percentages to eventually have their effect, three or four generations later?
And then there is the opposite issue, one that might be even more insidious in nature since it can harm everyone long term.
About 25 years ago when I was managing a team in our Detroit sales office, I needed to hire a full-time system support person to run our training and demo systems (this was before the advent of laptops when everyone used 'workstations' networked to a local compute server, like a VAX or a mid-range IBM mainframe). Anyway, one of my demo guys used to take care of these duties on-the-side but he was really needed full time for the job he was hired for so I got approval to hire a full-time person to do the job as our office had just moved into a larger facility and we were staffing-up to support GM. The problem was that while the person who was going to be hired was going to be working in my office and technically under my daily supervision, this person was really going to be paid out of the budget of our corporate IT support organization (located in St. Louis) so the manager there had the final say as to who got hired and how much they were to be paid, however I did the interviewing and was asked to make recommendations.
Anyway, it turned out that the most qualified person who had applied was a gal who had at one time worked for one of our larger customers doing a similar job and so she would come to the job pre-trained, as it were, and so she was at the top the list I submitted to the manager in St. Louis. The next day we conducted what was a perfunctory phone interview so that the manager in St. Louis could at least ask some questions of his own before we offered anyone the job. All in all, we did three conference calls that day and in the end the guy in St. Louis agreed with me that we should hire my top choice, but before we finished the follow-up call, after which a formal offer was made by the personnel department, also in St. Louis, the manager made this comment to me which to this day I wish I had been recording the phone call (trust me, there were other reasons why I should have recorded ALL of his calls). He said to me, after all the issues were discussed and we had come to an agreement, that he "would have probably hired the gal anyway because he knew he could pay her a lot less since she was still single and the other two male candidates were both married and therefore would have demanded more money". And since the St. Louis office was the ultimate in being an 'old boys club' there was nothing that I could do since I had no budget responsibility in the matter; it was someone else's 'dime', not mine.
This was one of the reasons why I left management when I got the chance to take a well paid staff position in R&D, even if it meant relocating back to California while we had 3 kids still in school.
John R. Baker, P.E.
Product 'Evangelist'
Product Engineering Software
Siemens PLM Software Inc.
Industry Sector
Cypress, CA
Siemens PLM:
UG/NX Museum:
To an Engineer, the glass is twice as big as it needs to be.