Achieving True Diversity: The Power of Inclusion and Evidence-Based Recruitment Strategies
November 18, 2024 – Mercuri Urval is a global executive search and talent advisory firm headquartered in Stockholm, Sweden. The firm was founded in 1967. Today, Mercuri Urval works with more than 3,000 clients – across all sectors – in over 70 countries every year. It is the only global executive search and leadership advisory firm based in the Nordics. “At Mercuri Urval, we believe that true diversity is achieved through inclusion. When all organizations practice genuine inclusion, diversity naturally follows,” said Darcie Murray, senior vice president and head of the Americas of Mercuri Urval. “To ensure true inclusion, it’s essential to avoid stereotyping and subjectivity in our actions and behaviors. Achieving diversity requires a combination of strategies and efforts at both organizational and societal levels. It’s an ever-evolving topic, and while there are no easy fixes, it’s crucial to get it right.”
“HR executives can improve inclusion and diversity (I&D) by ensuring recruitment processes are inclusive and fact-based, avoiding subjective biases,” Ms. Murray said. “We advise our clients to implement structured search and selection processes which use predictive analysis and evidence-based criteria to include diverse candidates while focusing on competence and organizational needs. By actively monitoring inclusion at each stage, HR leaders can widen the pool of candidates and ensure fair, fact-driven selection decisions, ensuring long-term success and enhancing organizational diversity.
Ms. Murray explains that one effective method is using tailored recruitment tools. “For example, HR executives can be recruited through systems that prioritize the inclusion of diverse candidates by setting precise criteria based on specific leadership challenges in the inclusion and diversity area,” she said. “This avoids tokenism and ensures that candidates are assessed based on their abilities and fit for the role, rather than based on e.g. membership of specific networks or demographics. Going beyond traditional networks is one example of how a structured process can yield a diverse, competent slate of candidates.
Measuring Effectiveness
“HR executives should track both qualitative and quantitative metrics,” Ms. Murray said. “They can use industry benchmarks to monitor skew in selection processes, measuring how well diverse candidates are represented at different recruitment stages. Additionally, they should assess the long-term success of appointed leaders by monitoring their performance in the role and their contributions to a more inclusive workplace. Fact-based evaluations and diversity distribution analysis can provide insights into the effectiveness of inclusion and diversity efforts.”
Related: Navigating the Road to Diversity
Ms. Murray also notes that HR executives often struggle with bias in recruitment and the pressure to hire for appearances rather than outcomes. “This can lead to tokenism or stereotyping, which undermines both diversity and organizational success,” she says. “Overcoming these challenges requires structured, evidence-based recruitment processes, which eliminate bias by focusing on measurable criteria and accurate selection, reducing the influence of subjective judgment.”
Balancing diversity with organizational goals requires HR executives to focus on inclusive recruitment while maintaining high standards for competence and performance, according to Ms. Murray. “By setting precise, fact-based criteria for recruitment and using stepwise, evidence-driven selection processes, HR can ensure that diverse candidates meet the organization’s needs,” she said. “This balance can be achieved by ensuring that diversity complements the organizational objectives, rather than being pursued in isolation. McKinsey found that ethnically diverse organizations are 36 percent more likely to outperform companies that are less diverse. Consistently, studies have shown that companies who prioritize DEI and embed it into the fabric of their strategy and business, are more profitable and have healthier corporate cultures.”
Deploying the Right Diversity, Equity, Inclusion, and Belonging Strategy to Drive Business Results
In a period of economic uncertainty, companies are reducing expenses on diversity, equity, inclusion, and belonging (DEI&B). Instead, they should be doubling down as the following case studies from DHR Global will show how you can drive business results through proactive and thoughtful DEI&B strategies. The right actions can unlock innovation, access new markets, design relevant products, and develop a differentiated go-to-market strategy – allowing companies to build competitive advantage, drive revenue, and gain market share, according to the DHR study, which is authored by John Staines. What’s more, involving employees in addressing pain points leads to improvements in sales, pipeline development, market expansion, and talent retention.
DHR interviewed the CEOs and CHROs of over 60 companies, employing over three million people worldwide, to learn about their DEI&B initiatives and how they are used to drive business outcomes. The search firm wanted to know what companies are doing to attract, develop, inspire, reward and recognize their diverse talent. Finally, DHR sought examples of business results achieved through great DEI&B initiatives. The firm’s recommendations provide a roadmap for more companies wanting to use diversity programs to address problems and drive success.
“At Mercuri Urval, we practice “MU Inclusive Candidate Acquisition”, which targets diverse candidates within and beyond traditional networks,” said Ms. Murray. “Our approach includes structured mapping of target organizations and adjacent talent pools. We also use fact-based inclusion and selection procedures that monitor for bias and ensure the recruitment of qualified candidates based on evidence rather than personal connections or demographics.”
Based in Houston, Ms. Murray conducts C-suite and senior executive level engagements and advises clients on disciplined hiring and human capital issues. Her experience spans across multiple sectors including professional advisory services, industrial, financial services & life sciences and healthcare and she has a passion for diversity, equity & inclusion. Ms. Murray is responsible for the growth of the business in the United States, and across the Americas for Mercuri Urval, as well as further developing the import and export business for the firm. Her responsibilities include client engagement and service, search execution, talent acquisition for Mercuri Urval in the Americas and professional development.
Related: The Evolving Role of Chief Diversity Officers in Shaping DEI
Contributed by Scott A. Scanlon, Editor-in-Chief and Dale M. Zupsansky, Executive Editor – Hunt Scanlon Media
