Belonging – the key to building and retaining a truly diverse workforce
At our recent Belong Amsterdam network event, HR leaders gathered to explore the pressing issues shaping the future of recruitment. From AI-driven human resources solutions to the fundamental role of belonging in employee retention, the discussions illuminated the urgency for HR professionals to rethink traditional hiring methodologies. True inclusivity is not just a ‘nice-to-have’, it is a strategic advantage that drives business success, fosters innovation and strengthens employee engagement and employee well-being.
Rethinking hiring: interview performance vs. workplace success
A key insight from the event challenged the assumption that strong interview performance directly correlates with workplace success. Traditionally, hiring decisions have heavily relied on how well a candidate presents themselves in an interview setting.
However, research and real-world experiences indicate that candidates who excel in interviews do not always turn out to be the most effective employees.
Meanwhile, individuals who may struggle with self-promotion or who feel less confident during interviews often demonstrate stronger capabilities once on the job. This highlights a fundamental flaw in conventional recruitment processes that tend to prioritise self-presentation over real-world competency and job performance.
To address this issue, HR professionals must implement a more holistic approach to evaluating candidates. This could include structured interviews, job simulations and skills-based assessments designed to measure actual job-related abilities rather than subjective impressions. By shifting the focus from interview performance to demonstrated potential, organisations can make more equitable and effective hiring decisions, reducing unconscious bias and ensuring they select the best talent for long-term success. This approach also enhances the employee experience by focusing on day-to-day job performance and metrics that truly matter, while promoting psychological safety.
The “diversity tax”: the cost of inaction
An important discussion at the event revolved around the concept of the “diversity tax,” a term introduced by our speaker, diversity and inclusion specialist, David Pearson. In this context, the term was used to refer to the hidden costs that organisations incur when they fail to invest in meaningful diversity, equity and inclusion (DEI) initiatives. Companies that do not prioritise inclusivity often face a range of negative consequences, including reduced innovation, lower employee engagement and an inability to attract top talent. These challenges ultimately impact profitability and long-term growth.
The business case for DEI is clear. A diverse workforce brings together a variety of perspectives, experiences and problem-solving approaches, leading to greater creativity and innovation.
Furthermore, companies with strong DEI initiatives tend to have higher employee satisfaction and retention rates. However, for DEI strategies to gain traction, HR professionals must effectively communicate their value in terms that resonate with business leaders and decision-makers. This means linking inclusivity efforts to measurable business outcomes, such as improved productivity, market expansion and enhanced employer branding. The importance of diversity cannot be overstated in achieving these goals.
“If you’re not hiring diverse talent, your competitors will”
One of the most striking takeaways from the event was the realisation that organisations that fail to embrace diverse hiring practices risk losing valuable talent to their competitors. In today’s highly competitive job market, diverse talent is in high demand and companies that do not actively seek out and support underrepresented groups will struggle to keep up.
Beyond simply meeting diversity quotas, businesses that proactively foster an inclusive hiring environment gain a strategic advantage.
Diverse teams are not just more innovative, they are also better equipped to understand and serve an increasingly global customer base.
By implementing targeted outreach strategies, revising job descriptions to be more inclusive and ensuring hiring panels reflect diverse perspectives, organisations can build a workforce that is not only diverse but also empowered to contribute meaningfully to an inclusive culture. This inclusion strategy is essential for attracting talent from diverse backgrounds.
AI in HR: a double-edged sword?
The integration of artificial intelligence (AI) into recruitment and HR processes is a topic that continues to spark debate. While AI-powered hiring tools offer increased efficiency and data-driven decision-making, they also pose significant risks if not carefully managed. One of the primary concerns discussed at the event was the potential for AI to reinforce existing biases rather than eliminate them.
AI algorithms are only as unbiased as the data they are trained on. If historical hiring data reflects patterns of discrimination or exclusion, AI-driven systems can inadvertently perpetuate these biases. To counteract this, HR professionals must implement rigorous oversight mechanisms, regularly audit AI hiring tools for fairness and incorporate human judgement into decision-making processes. Only by maintaining a careful balance between technology and human insight can organisations harness AI’s potential while ensuring that their hiring practices remain inclusive and equitable.
Belonging: the true foundation of inclusion and retention
While much of the DEI conversation tends to focus on hiring, retention is just as critical, if not more so. Recruiting diverse talent is only the first step. Creating a work environment where employees feel a genuine sense of belonging is what ultimately determines their long-term engagement and success within an organisation.
Belonging goes beyond diversity and even inclusion. It is about fostering a workplace culture in which every individual feels valued, respected and empowered to be their authentic self and contribute their unique strengths.
When employees experience a sense of belonging, they are more likely to be productive, collaborative and committed to their roles.
Organisations that actively cultivate a culture of belonging benefit from stronger team cohesion, lower turnover rates and a more resilient workforce. This focus on employee well-being is essential for shaping the future of work and ensuring employees reach their full potential.
To achieve this, companies must move beyond surface-level DEI initiatives and focus on structural changes that reinforce inclusivity at every level. This includes leadership training on inclusive management practices, employee resource groups that provide support and advocacy, and transparent career progression pathways that ensure equal opportunities for advancement. Creating an inclusive environment is key to these efforts.
Shaping the future of hiring together
The discussions at the Belong Amsterdam event reinforced a crucial message: the future of hiring is not only about attracting diverse talent but about creating company cultures and building workplaces where individuals can truly thrive.
Inclusivity is not just a corporate responsibility, it is a competitive advantage that leads to stronger, more innovative and more resilient organisations.
A huge thank you to David Pearson, Rachael Crocker and all the attendees who contributed their insights and experiences. As we continue this journey towards more inclusive workplaces, let’s keep the conversation going. Get in touch today.
