Comment by Manuel_D

They settled out of court, YouTube didn't prevail in court. The evidence speaks for itself. Did you not read the emails that plaintiff's manager sent, explicitly telling him to cancel all non-diverse applicants' interviews?

You can read the complaint itself: https://regmedia.co.uk/2018/03/02/wilberg-v-google.pdf

> Please continue with L3 candidates in process and only accept new L3 candidates that are from historically underrepresented groups.

> We are still pre-Goodburger roll out, so that means the only candidates that need pre-allocation are L3s. And we should only consider L3s from our underrepresented groups.

Engage with the evidence of the lawsuit before proclaiming that it's meritless because YouTube settled with the plaintiff, rather than going to court and losing. If these emails were fabricated YouTube would have a slam-dunk case against the plaintiff. But they chose to settle.

> In the case of Intel and Microsoft you're conflating incentives with quotas

The incentives were implemented in the form of quotas. You're writing as though these are mutually exclusive things, when they're not.

"Your salary is $110,000. If you don't meet a quota of 40% women, I'm docking our pay by $10,000 as a penalty for failing to meet this quota."

"Your salary is $100,000. Because we want to make the company more diverse, we're giving a $10,000 bonus for reaching an inclusion milestone of 40% women."

This is exactly what Intel did, from the Atlantic article:

> But in the past couple of years, Intel decided to try a few other approaches, including hiring quotas.

> Well, not quotas. You can’t say quotas. At least not in the United States. In some European countries, like Norway, real, actual quotas—for example, a rule saying that 40 percent of a public company’s board members must be female—have worked well; qualified women have been found and the Earth has continued turning. However, in the U.S., hiring quotas are illegal. “We never use the word quota at Intel,” says Danielle Brown, the company’s chief diversity and inclusion officer. Rather, Intel set extremely firm hiring goals. For 2015, it wanted 40 percent of hires to be female or underrepresented minorities.

> Now, it’s true that lots of companies have hiring goals. But to make its goals a little more, well, quota-like, Intel introduced money into the equation. In Intel’s annual performance-bonus plan, success in meeting diversity goals factors into whether the company gives employees an across-the-board bonus. (The amounts vary widely but can be substantial.) If diversity efforts succeed, everybody at the company gets a little bit richer.