> Probably I'm very aligned with my employer on wanting to lower barriers to entry for the field!
Well... until you start looking at advancing into upper management and realize that seniority-based hiring decisions and credentialism are very often in the best interest of the established managers and higher-ups.
In most large companies, the people making hiring decisions in upper management probably don't want to lower barriers of entry for their fields. They want to hire people who look like them, who have gone to the same schools as them and worked the same jobs as them, and they want to set up a performance system that makes it hard for them to get fired or demoted.
It's easy to make the mistake of thinking of corporations like they're some kind of impartial oiled machine, but the reality is that they're made of people who are just as biologically prone as anyone else is to forming cliques and gatekeeping their own jobs.
Well... until you start looking at advancing into upper management and realize that seniority-based hiring decisions and credentialism are very often in the best interest of the established managers and higher-ups.
In most large companies, the people making hiring decisions in upper management probably don't want to lower barriers of entry for their fields. They want to hire people who look like them, who have gone to the same schools as them and worked the same jobs as them, and they want to set up a performance system that makes it hard for them to get fired or demoted.
It's easy to make the mistake of thinking of corporations like they're some kind of impartial oiled machine, but the reality is that they're made of people who are just as biologically prone as anyone else is to forming cliques and gatekeeping their own jobs.