(I'm assuming you're speaking in good faith, though I don't yet understand your reasons for saying everything you did.)
I appreciate your intent in trying to re-balance against prejudice.
I also appreciate you helping out candidates with good advice, when you do it. That's what we should do for all colleagues, before, during, and after interviews, as mutually-supportive people of goodwill. And doing it more in some cases makes sense.
I'm concerned about a pattern of racism you allege, and that sounds like something to investigate. I believe there's ample data that could be looked at. I don't know about your organization, but, some places, it would be politically safe to raise this important concern with your manager or HR. It's not a happy thing to look for, but looking for it, and figuring out how to fix any problems that appear, is the right thing to do (for the organization, and for greater society).
The other side of that concern is that you seem to be singling out another labeled group, and stereotyping over them. That doesn't sound fair to that group, nor to all the individuals within it. I think that good practice for fighting injustice includes striving to improve things everywhere, including root causes -- not thinking only of the injustices with which we are most immediately familiar.
The automatic stellar feedback might be a concern. I'm sure there's room for subjectivity, discretion, and holistic assessments, and maybe your stellar feedback fits within that. When I've given boosts to less-advantaged candidates (for various reasons, including "undiscovered diamonds in the rough"), I've been upfront with my peers and superiors about that. A big part of our job as engineers is to give characterizations and counsel, and, when we have something important to say, we want to be respected and taken seriously.
I appreciate your intent in trying to re-balance against prejudice.
I also appreciate you helping out candidates with good advice, when you do it. That's what we should do for all colleagues, before, during, and after interviews, as mutually-supportive people of goodwill. And doing it more in some cases makes sense.
I'm concerned about a pattern of racism you allege, and that sounds like something to investigate. I believe there's ample data that could be looked at. I don't know about your organization, but, some places, it would be politically safe to raise this important concern with your manager or HR. It's not a happy thing to look for, but looking for it, and figuring out how to fix any problems that appear, is the right thing to do (for the organization, and for greater society).
The other side of that concern is that you seem to be singling out another labeled group, and stereotyping over them. That doesn't sound fair to that group, nor to all the individuals within it. I think that good practice for fighting injustice includes striving to improve things everywhere, including root causes -- not thinking only of the injustices with which we are most immediately familiar.
The automatic stellar feedback might be a concern. I'm sure there's room for subjectivity, discretion, and holistic assessments, and maybe your stellar feedback fits within that. When I've given boosts to less-advantaged candidates (for various reasons, including "undiscovered diamonds in the rough"), I've been upfront with my peers and superiors about that. A big part of our job as engineers is to give characterizations and counsel, and, when we have something important to say, we want to be respected and taken seriously.