Building a Diverse Workforce

If you think sexuality has no place at work, this post is for you. It’s Pride Month, and I’ll be speaking with teams about LGBTQ inclusion. At almost every session, someone will ask some version of: “Why do we have to talk about this at work?” The simple answer is we already do. But let’s start with a few things that might’ve happened at work just yesterday: You’re waiting for a meeting to start. Someone asks, “How was your weekend?” You spent it with your partner’s family but not everyone on this call knows you’re gay, so you stay quiet. Your team is reviewing new benefits. The language only refers to heterosexual families, so you’re left unsure if fertility, bereavement, or parental leave policies even apply to you. Your team is heading to a conference. You’re the only one delayed at security because your legal ID doesn’t match your name or gender. These aren’t rare or extreme situations. They’re everyday experiences for LGBTQ people. And they’re exhausting. The constant calculation of what's safe to say, what's too much, what will be thought of as "unprofessional" takes up valuable energy. It limits our ability to connect and trust our teams. It impacts our well-being and our ability to perform. So, why do we have to talk about sexuality at work? Because we already are. Every time we talk about families, benefits, weekends, travel, we’re talking about it. During Pride Month, we’re not introducing something new. We’re just making visible the experiences of LGBTQ team members and the extra burdens we may carry. We’re highlighting the assumptions we make and who we leave out when we make them. This isn't about special treatment. This isn't about "politics." This is about how we care for our people. This is about building strong, innovative, high-performing teams where everyone, including LGBTQ people, can thrive. Caring about your people is caring about your business. We want to bring our best to work but we can't do that if we're asked to leave the best parts of ourselves behind. Use this pride month to have these conversations. Review your policies. Host the trainings. Reinforce that everyone on your team will be treated with dignity and respect. Make it explicit. This doesn't have to be complicated but it is intentional. Your teams will thank you. And if you need support, DM me. I've got just a few open slots for pride this month.

Hiring is broken—and women know it. Talented women are rejected because of: ❌ Career gaps (raising kids, caregiving, life happening) ❌ No “required” degree (as if that guarantees competence) ❌ A non-traditional path (not everyone gets a “perfect” career trajectory) Yet, companies still complain about a “talent shortage.” The talent is there. You’re just filtering it out. Want to fix hiring? Start here: ✅ Drop unnecessary degree requirements. ↳ If it’s not legally required (doctor, lawyer, etc.), hire for ability—not credentials. ✅ Test skills, not resumes. ↳ Resumes tell a story, but work samples, case studies, and real-world challenges show what candidates can do. ✅ Rewrite job descriptions. ↳ Instead of “5+ years in X,” say “Proven ability to do Y.” Experience only matters if it builds the right skills. The companies that get this? They win. Because skills-based hiring doesn’t just level the playing field—it unlocks an entire talent pool. So this International Women’s Day, let's skip the feel-good messages. Change the way you hire. Because talent isn’t found on a piece of paper—it’s in the skills people bring. #IWD2025 #SkillsBasedHiring #AccelerateAction #HireBetter --- ♻️ Repost if you agree: Stop filtering out skilled women. ➕ And follow me (Shulin Lee) for more. P.S. Tag a hiring manager, HR leader or C-suite exec who needs to see this.

How does a company with 1000 people end up with fewer than 20 Black people or less than 10% women? It’s called “diversity debt” — the idea that if your company consists primarily of a specific type of person by hire number 10, it’s basically impossible to get representation back on track. No one wants to be a DEI hire. When we were recruiting for Chezie, a company with an explicit mission to build more diverse and equitable workplaces, we knew we couldn’t fall into this trap. We had to figure out how to promote fair recruiting practices from day 1. Here’s what we did: 1. Encouraged all to apply: We know long lists of requirements can scare people off, so we made sure to include a note encouraging candidates to apply, even if they didn’t check every box (pictured below!). More and more companies are doing this these days, which we love to see. 2. Posted clear compensation ranges: Transparency is huge for us, so we shared salary and equity details upfront in every job posting. This keeps us accountable and helps us avoid perpetuating pay gaps. 3. Standardized the application process: Every candidate went through the same @Airtable form with screener questions, which made sure we evaluated based on qualifications, not biases. 4. Sourced diverse candidates: We intentionally reached out to underrepresented communities. For example, we used Wellfound’s diversity feature filter to invite people directly to apply. 5. Accommodations-Ready: Before interviews, we asked candidates if they needed any accommodations because everyone should feel comfortable and supported during the process. You can hire for merit and make your process more inclusive at the same time. I promise. As the founder ecosystem becomes more diverse, I think more founders will prioritize building teams the right way. For any founders hiring or who’ve recently hired, what did you do to build equity into the process? #recruiting #startups

Despite their global image, major consulting firms often operate locally, leading to significant differences in capabilities across regions. This creates a major challenge: delivering a consistent level of service worldwide. The blueprints for these firms typically originate in major markets like the US, allowing them to project a unified image through strong branding and standardized operating models. On the surface, this creates the perception of a seamless, global offering. In reality, however, regional differences in talent, resources, and approaches often tell a different story. Local offices may prioritize different areas of thought leadership or have varying expectations of profitability. These disparities can make it difficult to ensure uniform service quality, particularly for clients with cross-border needs. Frequently, firms must rely on significant investment or joint ventures from their US or global headquarters to meet these demands. Yet, despite these challenges, the perception of consistency and excellence remains intact—thanks to the firms’ ability to standardize frameworks and methodologies. For clients operating across geographies, however, understanding and managing these regional variations is critical. It requires assessing each region's capabilities, resource availability, and cultural nuances to ensure the best outcomes. As globalization continues to demand seamless cross-border services, consulting firms are under increasing pressure to bridge these gaps. Whether through targeted investments, enhanced talent mobility, or strategic alliances, the firms that can truly align local expertise with global standards will define the next era of consulting excellence.

Companies spend millions on antibias training each year in hopes of creating more-inclusive—and thereby innovative and effective—workforces. Studies show that well-managed diverse groups perform better and are more committed, have higher collective intelligence, and excel at making decisions and solving problems. But research also shows that bias-prevention programs rarely deliver. So what can you, as an individual leader, do to ensure that your team is including and making the most of diverse voices. Although bias itself is devilishly hard to change, it is not as difficult to interrupt. The authors have identified several practices that managers can use to counter bias (and avoid its negative effects) without spending a lot of time or political capital. In hiring, leaders should insist on a diverse pool, precommit to objective criteria, limit referral hiring, and structure interviews around skills-based questions. Day to day, they should ensure that high- and low-value work is assigned evenly and run meetings in a way that guarantees all voices are heard. In evaluating and developing people, they should clarify criteria for positive reviews and promotions, stick to those rules, and separate potential from performance and personality from skill sets

If you're losing brilliant women at the final stages of hiring - this might be why... Let me talk you through a recent example where a company had a disproportionately high number of women dropping out at late interview and offer stage for their tech roles: They were offering great salaries. Flexible working. A decent benefits package. So what was going wrong? We took a look at the data. Out of 2 billion data points, a few things stood out: → Diversity is non-negotiable. Women in tech rank it 31% higher than the average candidate. If they don’t see representation in leadership, they won’t apply → Flexible hybrid work wins, because structure matters. Demand for remote-only roles is 11% below average, while core hours and in-office collaboration rank higher → Family-friendly policies trump flashy perks. Fertility leave (+41%), job sharing (+33%), and parental leave (+19%) are the real differentiators But then we dug deeper; and that's where it got really interesting: → Women in data roles showed a higher demand for in-office work - mentorship and access to resources mattered → Women in engineering & development wanted mission-driven work and career progression above all else → Women in product roles prioritised culture and flexibility more than any other group The company checked their employer brand. Their careers page talked about “great culture” and “exciting opportunities.” But it said nothing about what actually mattered to the people they were trying to hire. They weren’t losing candidates because of the salary or the benefits. They were losing them because they don't know what their target talent groups actually want. The companies getting this right aren’t guessing. They’re using data to shape their employer brand - so they attract the right people, with the right message. Download our women in tech report to access more of these insights: https://lnkd.in/enYcGpeW And tell me if you've turned down a job offer for similar reasons? #WomenInTech #Hiring #EmployerBranding #FutureOfWork #DiversityMatters

This year’s World Economic Forum sharpened the lens on the challenges facing businesses, governments, and societies. The world is both more interconnected and more fragmented, and the debates around the EU, US, and China exemplify this complexity. Cautious optimism defined the US outlook, tempered by the potential for economic shocks. Europe grappled with persistent competitiveness challenges, underlined by urgent calls for reform. China, meanwhile, occupied a complex growth middle ground, balancing geopolitical pressures and economic recalibration. For those of us in corporate affairs, these dynamics demand a fundamental rethink of leadership and function effectiveness. I was encouraged by the number of corporate affairs convenings at Davos, highlighting the increasing focus on our profession in navigating this complexity. These discussions emphasized that traditional approaches are no longer enough. We must be agile, deliberate, and proactive in shaping narratives, building trust, and delivering impact. Three potential areas where I interpret a corporate affairs call to action: 1. Global Context, Local Impact: The discussions reinforced the need for a “global to local” mindset. We must balance strategic global narratives with local relevance, equipping teams to manage both broad trends—like AI adoption and sustainability imperatives—and local realities, from EU competitiveness to US-China relations. 2. Rebuilding Trust in a Fractured World: The @Edelman 2025 Trust Barometer revealed a “descent into grievance,” fueled by economic fears and mistrust in institutions. This places corporate affairs at the heart of rebuilding trust through transparency, accountability, and action on challenges like climate change and equitable growth. 3. Evaluating Function Effectiveness: Are we structured to adapt to geopolitical shifts? Are we fostering leaders who balance sensitivity with boldness? Function effectiveness demands regular assessment, with investment in talent, tools, and collaboration as priorities. I found inspiration in @PepsiCo’s focus on technology and agriculture, from our “Farmers First” breakfast to engaging with young leaders from the Global Shapers Community. Their bold ideas for connecting farmers through technology were a reminder that progress comes from collaboration across sectors and generations. Corporate affairs functions have a pivotal role to play in addressing these challenges. Whether it’s shaping global narratives, driving public-private partnerships, or finding common ground in divisive spaces, it seemed clear that this is our time to lead with clarity, conviction, and creativity.

Neurodiversity 101: Neuroinclusive recruitment: small changes, big impact- low cost for 2026 Many organisations want to widen their talent pool, yet recruitment processes still quietly exclude neurodivergent people — not through intent, but through design. Neuroinclusive recruitment is not about lowering standards. It is about removing unnecessary barriers so people can show what they can actually do. Below are some very practical and low cost ways employers can make recruitment fairer and more effective. 1. Job applications Complex forms, jargon and hidden expectations filter people out early. Simple steps help: Use plain language and shorter forms Offer step-by-step or video guidance Allow alternative formats (e.g. recorded answers) Provide help without requiring a diagnosis 2. Interviews (face-to-face and online) Interviews often measure confidence under pressure rather than job skill. Train interviewers to recognise neurodivergent bias Offer quiet spaces, flexible lighting and clear structure Share questions in advance where possible Allow practice sessions, captions or camera-off options 3. Psychometric assessments Assessments should measure what matters for the role — not processing speed or test familiarity. Use tools designed with accessibility in mind Check for bias in delivery and scoring Explain purpose clearly and provide practice examples 4. CVs, networking and job searching Informal systems disadvantage people without social capital. Teach strengths-based CV writing Provide templates and assistive tools Use structured networking with clear expectations Offer 1:1 options alongside group events 5. Virtual recruitment processes Digital does not automatically mean accessible. Ensure platforms work with screen readers Give clear instructions and technical support Avoid time-pressured tasks unless essential 6. Adjustments and disclosure Many candidates do not know what they can ask for — or fear doing so. Clearly explain how to request adjustments Normalise adjustments as part of the process Focus on needs, not labels The key shift for 2026 : Design recruitment for predictability, clarity and flexibility. When you do, EVERYONE benefits AND not just neurodivergent candidates. For training, consultancy support and profiling tools contact the team at www.doitprofiler.com Lexxic

True diversity isn’t just visual—it’s intellectual. When we value different ways of thinking, we discover breakthrough ideas. I just witnessed something that completely reshaped my view on workplace talent. Imagine: A talented interviewer with Down syndrome redefining recruitment with keen perception and unique insights. Different minds driving innovation: 1) Microsoft’s bold move – Their neurodiversity hiring program started small but now includes hundreds of employees excelling in AI, cybersecurity, and software development.  One standout moment? A dyslexic coder identified a crucial flaw in an AI algorithm—one that had gone unnoticed by traditional teams. His unique pattern recognition skills led to a major breakthrough in efficiency.  2) The Interview that changed everything,: A recruiter with down syndrome conducted an interview that broke all conventional norms. Instead of following a script, they picked up on subtle cues, asked unconventional questions, and uncovered hidden strengths in the candidate that a traditional interviewer might have missed.  3) Why cognitive brain diversity wins– Research shows that teams with a mix of thinking styles solve problems 30% faster (Harvard Business Review backs this up! ). It’s not just about different backgrounds—it’s about fundamentally different ways of processing information.  Your next game-changer might be someone who doesn’t fit the standard mold. Did you know? SAP's Autism at Work initiative has created over 650 jobs worldwide, with neurodivergent employees excelling in software testing, data analysis, and cybersecurity. Their ability to recognize patterns and detect anomalies has significantly improved efficiency and innovation.  Are you still prioritizing "culture fit" over "culture add"? You might be missing out on your most innovative hire yet.  Who’s someone you know that shattered expectations? Follow Makarand Utpat for insights related to leadership, marketing and business. #hiringstrategy #hr #interviews #culturefit #candidates #diversity #inclusion #EQ