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Women and URMs being under-leveled, under-valued, and under-paid is a huge problem across the industry and close to home. I& #39;ve learned a lot and still learning, but here are some things I& #39;ve been brainstorming with my team and my favorite SME, @EckermanErin. 
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1. Set expectations with the panel ahead of the interview, on what we are evaluating, how and why, and where the bar is. Pay special attention to competencies where women get disproportionately penalized ("too verbose," "not technical enough," etc.)
(side note: if a candidate was "too verbose" for you to get the data you need to make a decision, then you failed as the interviewer. Literally your job to manage time, set expectations, interrupt and direct the candidate to get the right signal)
2. Add clarity to the hiring rubric and leveling expectations. Often rubrics are not clear enough, and too many leveling decisions are based on gut feel (read: bias).
3. Before the interview, have a direct and honest leveling conversation to form a hypothesis and align with the panel on what level we& #39;re evaluating, based on the available data (resume, phone screen)
4. Also before the interview, remind folks about unconscious bias. Bonus: encourage the panel to take an Implicit Association Test. Humbling every time.
5. Mandatory diversity / bias conversation every time down-leveling comes up in the post-interview huddle.
6. Sometimes a down-level is the right thing to do. In those scenarios make sure the hiring manager walks away with a crystal clear understanding of gaps to the next level, and an actionable, measurable plan to close said gaps. This includes lining up the right opportunities.
BONUS: remind candidates to get informed on http://levels.fyi"> http://levels.fyi
Recruiting should probably share this with candidates as part of the prep materials/calls.
Recruiting should probably share this with candidates as part of the prep materials/calls.
