Diversity hiring – its role in talent acquisition and management

Over the years you might have noticed that talent acquisition as a recruitment function has evolved in tremendous ways. It has incorporated numerous concepts like internal talent mobility, succession planning and diversity & inclusion hiring policies.

HR professionals of large organisations are precisely implementing these hiring concepts to promote effective management, employee engagement and equality among staff members. Besides, companies focus increasingly on Diversity and Inclusion (D&I) goals as method to promote managerial effectiveness through equality.

Having more women working as employees is a key indicator that your organisation is implementing D&I policies in recruitment. Many companies also take pride in boasting their gender neutral recruitment policies on various business occasions. But if you take a look the current rate at which D&I policies are being implemented in companies; a majority is falling short.

The reason for such restraint on D&I policies is the mind-set of HR professionals. Gender stereotyping women as incompetent contenders in the job industry is one of the notions that many HR professionals cling to. Other reasons could perhaps include narrow talent pool, rigid policies from top management and women not making the mark during the selection process. Whatever the reason may be women are not been given an equal chance to prove their worth in the industry.

A majority of talent acquisition managers do not hire women staff because of their temporary tenure in the industry. A common belief held amongst most recruiters is that women leave the organisation after a period of time, be it security issues, pregnancy, unwillingness to travel, marriage, family obligations and the list goes on. Driven by such hiring biases against women, people tend to generalise these instances and apply it to all female candidates.

Today, this trend is slightly changing. Many MNCs are making an effort to empower women by offering them senior level managerial positions. Needless to say, D&I is a priority and organisations are making an effort to introduce unbiased training, gender sensitisation policies and workshops. It would be better if more and more companies including start-ups come together and introduce gender neutral policies in their talent acquisition strategies.

Here I list some of the ways that a beginner could introduce D&I in their talent acquisition strategies:

  • Make job specifications gender neutral. Many HR professionals make a mistake in presenting job profiles in such a way that it gets perceived as a vacancy only for men.


  • Another major roadblock that prevents D&I in your hiring strategies is the tone and language used in the numerous job posts. Majority of job posts on the web are highly male-dominated using words such as dominant, leading, rough, fire-in-belly, competitive etc. these words can be unappealing to female candidates and might discourage them from applying to your company.


  • Personal interaction or job interviews are some frontiers where biases against female candidates crop up. For instance, the interviewer asking questions to women about their future plans, willingness to travel, marriage, children and family. On the other hand, male candidates are questioned more about their technical and managerial ability.

If organisations are actively seeking in making a change in their talent acquisition strategies, they must tweak their current strategies and introduce gender neutral policies for a balanced and equal work atmosphere.