Marjolein Dennissen

102 The Herculean task of diversity networks gender does not matter (Van den Brink & Benschop, 2014). As such, there is no reflection on and awareness of gender inequalities embedded in recruitment, selection and evaluation processes. However, during the panel discussion the convener is able to address gendered processes (“Women are being judged on their track record; men are being judged on their potential”) and also creates room for possible actions for change. For example, the remark that vacancy texts should be written differently, or the workshop on gender bias and stereotypes that is suggested. Recruitment and selection processes are key to maintaining or changing the status quo. Criteria that are used in recruitment and selection procedures can play out differently for men and women candidates, to the disadvantage of the latter. Workshops that stimulate the reflection on these criteria and on the process of recruitment and selection can help to counter gender inequalities (Dennissen, Herschberg, Benschop & Van den Brink, 2017). In addition, the member of the board of directors refers to the sheep with five legs . The sheep with five legs would be the ideal candidate that managers are looking for. She states that managers who are looking for this ideal sheep will not find it because it does not exist. Although she raises awareness about the role of the ideal candidate in recruitment and selection processes, she does not elaborate on how gender is practiced in the evaluation of candidates, resulting in disadvantages for women and privileges for men that accumulate to produce substantial inequalities (Van den Brink & Benschop, 2012, 2014). Thus, by organizing events, diversity networks are able to support their members in various ways. There are also multiple ways to address diversity- and inequality-related issues during events. My analysis showed that the multiplicity in events yields mixed messages regarding organizational equality. On the one hand, events can emphasize individual responsibility for success and reproduce organizational norms, gender stereotypes and masculine models of that success. On the other hand, events create possibilities to address organizational practices and interventions to contribute to equality on a broader organizational level. In this section, I demonstrated how diversity networks, as collectives, are able to offer their members support by means of undoing otherness, building alternative structures, and by organizing events. My analysis also showed that diversity networks might endeavor stimulating equality on a broader organizational level. In the following section, I explore and analyze diversity networking practices that diversity networks engage in to challenge the organization and its management on organizational inequalities. Challenging the organization All diversity networks in my study are maintaining contact to some extent with the management of their organization. This contact varies between standardized meetings that are being held annually or ad hoc meetings in which the initiative lies with the diversity network. My analyses showed that it is a strategic choice of the network members to build and maintain relations with their management. They reckon that involvement and support of the organizational management is important to be able to function as a diversity network.