In many fields—especially those that require more degrees or a longer resume—diversity remains a lofty goal. Claire Jean Miller writes in the New York Times that some unconventional thinking may help make that goal a reality, suggesting the practice of “blind hiring,” wherein those who review employment criteria are unable to see prospects’ race, gender, or similar factors.

Miller looks to research from sociologists Maya A. Beasley (University of Connecticut) and Lauren Rivera (Northwestern University). One of the more common reasons cited for companies’ lack of diversity is that there are not enough minorities and women in the “pipeline” who have sufficient skills or qualifications. Beasley’s research shows, however, a greater amount of people with those qualifications are minorities or women. Rather than overt discrimination in the hiring process, Rivera sees companies stressing “fit” and, in this way, contemporary employment is more like finding a romantic partner. A match between leisure activities and hobbies is a strong predictor of who gets hired where; because those factors are inherently raced and gendered, organizations that are disproportionately white and/or male are likely to stay that way.

“Blind hiring” means shifting early hiring processes to consider skill first. For example, after facing litigation for its historically disproportionately white male ensemble, the Boston Symphony orchestra moved to blind auditions, putting aspiring orchestra members behind a screen while they played. The new procedure led to a demonstrably more diverse orchestra. In tech, blind hiring might mean critiquing applicants’ code or software before examining their resume. Though this idea clearly can’t be applied to all fields with equal ease, blind hiring might let us see workplace diversity.