Diversity and Inclusion (DEI) in Recruitment - Five Best Practices

Where does your company stand on diversity, equity, and inclusion (DEI)? Given the ever-growing evidence-rich body of research about the benefits of committing fully to principles of DEI, it is undoubtedly front and center on your radar screen. How do you move forward in your DEI goals?


The last thing any company wants is to be perfunctory in its attention to diversity, equity, and inclusion. When something important starts to catch on, it can be dismissed as a media “catchword” pigeon-holed as a “fad.”


As you know, DEI is neither.


It is how a successful business defines its internal culture and its forward-facing mission and vision. It encompasses every part of the business of doing business, from hiring to promotion, from strategy to implementation, from product development to sales.


  • D is for diversity – the presence of a wide range of differences within your team. These could include race, gender, ethnicity, sexual orientation, age, socioeconomic status, disability, religious or political perspectives, and more.
  • E is for equity – which encompasses fair processes and procedures, an expectation of fairness, and an equitable distribution of resources. It ensures that everyone on the team can contribute fully, without facing disparities or roadblocks in place due to implicit cultural bias.
  • I is for inclusion – more than integration, inclusion is not simply the presence of diverse employees, but their welcome presence. If your diverse hires are not just expected to participate fully in decision making, planning, and strategy, not simply offered an invitation to do so, but they actually do – then you have mastered inclusion.


How do you incorporate inclusive hiring practices into your organization and become an inclusive recruiter?


Inclusive Recruitment Shifts Corporate Culture

In an article published by The Harvard Business Review in 2018, the authors talk about the fact that culture is shared, pervasive, enduring, and implicit. As a result, culture changes only slowly without a concerted, focused effort to bring the goals for company culture to light – making them explicit and intentional.


Thus, hiring is one of the best ways to begin shifting the culture of your company in meaningful ways. This involves recognizing the benefits of a diverse workforce, implementing inclusive hiring practices and equitable recruiting strategies, and ensuring that these goals are understood by everyone in the organization.


Diversity and Inclusion Recruitment Best Practices

Businesses that want to implement diversity, equity, and inclusion need to invest the energy and time to ensure diversity in recruitment, equitable hiring practices, and inclusive messaging throughout the process. A truly equitable hiring process will take more time and energy because it must eliminate any shortcuts previously relied on, turning to less traditional sources. Rather than thinking of your candidates as existing in a funnel or a pool, try to see a wide open ocean of qualified candidates for your diverse hiring.


How does your company ensure a successful DEI hiring process? We’ve identified five practices to get you started.


1.Educate the organization. This includes everything from bias training to education about the importance of inclusive hiring practices. This is not just a few half-day seminars, but a systematic process of consistently engaging in conversations about organizational culture and the importance of diversity, equity, and inclusion to the company’s future. This cultural shift has to begin with leadership. Nothing substantive will change without the commitment of those at the top to DEI principles.
 
Sometimes all it takes is some solid data to get people’s attention. We know that DEI affects workplace satisfaction, employee retention, and the bottom line. A Deloitte survey found that 80% of respondents said that inclusion is an important factor in saying “yes” to a job offer, and 72% said they’d consider leaving their current job in favor of a more inclusive workplace. Additionally, a 2015 study by McKinsey and Company found that companies “in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians.” For gender it’s 15%.
 

2.Understand your numbers. Without knowing what the numbers say, you will be flying blind. Crunch the numbers within your organization regarding diversity – race, gender, ethnicity, sexual orientation – the top diversity factors you want to prioritize. Where are you now? What numbers make sense given the data within your industry? How do you want the numbers to change regarding gender, ethnic, or racial diversity, and on what timeline? It’s also important to be informed about the numbers within your candidate pool. For example, if you are looking to fill a leadership position in engineering, determine what percentage of leaders in that field are diverse. Then set your sights on a pool of candidates that exceeds that percentage.
 
Many large companies will not even begin the interview process until their candidate pool has a minimum of 25% diversity representation. Without the numbers driving your hiring process and decisions, you’re less likely to hit your aspirational goals.

 

3.Job descriptions that are inclusive. In 2019, ABC News reported on a Hewlett Packard study that found that women reliably apply only to jobs for which they meet 100% of the listed criteria, whereas men will apply if they meet only 60%. To avoid gender bias, consider emphasizing transferable skills and experience and being less specific in requiring skills that can be taught on the job.


Some things to consider in rewriting job descriptions to be more gender neutral: eliminate words that can be construed as gender-coded such as aggressive, competitive, driven, or outspoken.
 

Racial bias, like gender bias, is most often implicit, and thus recruitment professionals who acknowledge the importance of inclusive hiring can and do unwittingly perpetuate that bias. Start with avoiding phrases like “cultural fit,” using words like “values” and “vision” instead. Unless the job requires top-level language skills, avoid deterring qualified non-native speakers by skipping phrases like “strong English language skills.”

 

4.Screen in, not out. One of the best ways to increase your diverse candidate pool is by using the inclusive strategy of “screening in.” The traditional path of businesses considering talent exclusively from within their own industry or with a certain number of years of experience often limits options when one of the priorities is diversifying candidates. To meet all your hiring goals, rethink your skill “must haves” and look for transferrable skills and evidence of a growth mindset. According to the World Economic Forum, “54% of all employees will require significant reskilling and upskilling in just three years.” Since learning is part of excellent performance anyway, why not screen in for learning capacity rather than screening out for lack of specific skills or industry experience? In your interview process, ask industry-agnostic questions to screen in, rather than out.
 

5.Mitigate bias. One of the best ways to reduce bias from the hiring process is to be more deliberate, base candidate assessments on objective criteria, and make sure the process is replicated precisely for all candidates. This approach often has more success than some of the quick-fixes marketed for bias-reduction. For example, there is solid evidence that blind résumés often work well, but sometimes removing candidate names fails to eliminate all evidence of race or gender, and algorithms that focus on historical data can’t eliminate historical bias that impacts a candidate pool for generations. See 180one post on interview bias for more insight.
 
 

Ensure Your DEI Values Are Reflected in Your Outcomes

In a significant study conducted at Wharton, researchers Judd B. Kessler and Corinne Low found that when they “peek[ed] under the hood of big prestigious firms, … [they] found a surprising amount of race and gender bias given that these firms claim to be seeking diversity.” They go on in a report titled “How Companies Committed to Diverse Hiring Still Fail” published by the Harvard Business Review, to say, “To answer the call of the current moment, firms need to take a hard look at their hiring processes and face up the fact that they may not be as diversity-loving in practice as they are in intention.”

 

The answer to, “How to recruit a diverse workforce?” is not a simple one, and it requires time and effort, but the result is a healthier culture and a more effective and committed workforce. Start at the top. Your intentions are good; now you need the tools and resources to shift your process so you can start to see results.
 

The 7 Wonders of How to Retain Your Best Talent

By Greg Togni • November 4, 2025
In today’s hyper-competitive business environment, retaining top talent has become one of the most pressing challenges for organizations of all sizes. According to recent data, 76% of private company executives consider talent retention a key to remaining competitive , and for good reason. The cost of replacing an employee can reach up to two times their annual salary, not to mention the loss of institutional knowledge, customer relationships, and team morale that often follows. Yet despite leaders recognizing its importance, 51% of employees are actively looking for or open to a new opportunity . This means that roughly half of your workforce could walk out the door at any time if they find a better offer, stronger culture, or more growth potential. In such a landscape, retention isn’t just an HR function; it’s a strategic imperative. Below, we explore the key drivers of employee retention and how companies can build a culture that keeps their best people engaged, loyal, and thriving. 1. Build a Culture of Recognition and Trust People don’t just work for paychecks—they work for appreciation. Studies show that 71% of employees would be less likely to leave if they were recognized more frequently . Recognition goes far beyond annual awards or performance reviews; it’s about cultivating a daily culture of appreciation. When employees feel that their contributions are valued, they’re more motivated, more loyal, and more invested in the company’s success. But recognition must be genuine and consistent. It can take many forms: a manager’s public praise in a meeting, a peer-to-peer “thank you” program, or even a personalized message from leadership. Recognition reinforces belonging, and belonging drives engagement. However, appreciation alone isn’t enough if leaders fail to act on employee feedback. When organizations solicit feedback but do nothing with it, it creates frustration and mistrust. Employees start to believe leadership doesn’t listen, which erodes morale. Transparency about what’s being done with feedback, whether changes are implemented or not, is essential to maintaining trust and retention. 2. Strengthen Leadership and Management Quality It’s often said that people don’t quit jobs, they quit managers. The data support this: seven out of ten workers who quit their jobs do so because of a bad manager . Poor management can take many forms, micromanagement, lack of communication, inconsistent expectations, or insufficient support. Whatever the cause, bad management destroys engagement faster than almost any other factor. To retain your best talent, invest in developing your leaders. Provide training on emotional intelligence, communication, and conflict resolution. Encourage managers to hold regular one-on-ones that focus on coaching rather than just task management. Good leaders inspire people to stay and grow; bad ones drive them away. Organizations that prioritize leadership development send a clear message: we care about your experience here, not just your output. 3. Make Onboarding an Experience, not a Process The employee experience starts on day one. A strong onboarding program sets the tone for engagement, connection, and retention. Research shows that 69% of employees are more likely to stay for at least three years after a great onboarding experience . That’s a powerful return on investment for something many companies still treat as a checklist exercise. Effective onboarding goes beyond paperwork and orientation. It integrates new hires into the company culture, connects them with mentors, and helps them understand how their role contributes to the organization’s mission. The first 90 days are critical; employees decide whether they see a long-term future with the company based largely on this period. Investing in structured, meaningful onboarding experiences pays dividends in loyalty, productivity, and morale. 4. Offer Continuous Learning and Career Growth In an era of rapid technological change, professional development is not just a perk; it’s a necessity. 94% of employees say they would stay longer if they had more learning opportunities. That statistic should grab every executive’s attention. Employees want to grow, evolve, and feel like they are moving forward in their careers. Creating a culture of continuous learning means offering access to courses, mentorship programs, cross-departmental projects, and leadership pathways. It also means making learning accessible through digital platforms, lunch-and-learns, or sponsorships for certifications. Career stagnation is one of the biggest drivers of turnover. When employees see no path upward, they start looking outward. Companies that invest in developing their people not only improve retention but also future-proof their workforce for tomorrow’s challenges. 5. Align Compensation with Value While culture, recognition, and growth matter deeply, compensation remains a critical factor. Fifty-six percent of employees say compensation is a top reason they would consider leaving . Fair pay isn’t just about keeping up with competitors; it’s about showing employees they are valued. This doesn’t always mean being the highest-paying employer in your market, but it does mean being competitive and transparent. Regular salary benchmarking, performance-based bonuses, and clear communication about pay structures build trust and loyalty. Additionally, benefits play a huge role. Health insurance, retirement contributions, flexible work arrangements, and mental health resources are all part of the total compensation package employees evaluate when deciding whether to stay. 6. Foster a Sense of Purpose and Belonging Employees today are looking for more than just a job; they’re looking for meaning. They want to know if their work has purpose and that their company stands for something beyond profit. This is especially true for younger generations entering the workforce. Creating purpose means connecting daily tasks to the broader mission and impact of the organization. When employees understand how their work contributes to something bigger, whether it’s serving customers, improving communities, or driving innovation, they’re more likely to stay committed and engaged. Belonging also plays a major role. Inclusive cultures where diverse voices are valued foster higher engagement and retention. Employees should feel they can bring their authentic selves to work without fear of judgment or exclusion. 7. Use Data to Drive Retention Strategy Retention isn’t a guessing game; it’s measurable. Use employee engagement surveys, turnover data, and stay interviews to understand why people stay and why they leave. Look for patterns by department, manager, or tenure. Once you identify the drivers of turnover, act quickly. Whether it’s improving communication, adjusting workloads, or rethinking career paths, data-driven decisions allow you to focus resources where they’ll have the greatest impact. Remember: what gets measured gets improved. Retaining top talent isn’t just an HR initiative - it’s a company-wide commitment. From executives to front-line managers, every leader has a role to play in creating an environment where people feel valued, supported, and inspired to stay. In the end, companies that treat employees as their most valuable asset - and act accordingly- will not only retain their best talent but also attract more of it. In a world where skilled workers have more choices than ever, the organizations that win will be those that make people want to stay.

New Opportunity: Chief Financial Officer

By Effie Zimmerman • October 22, 2025
 Chief Financial Officer ABOUT THE COMPANY CRU Data Security Group (CDSG) is a leading innovator and manufacturer of industrial-grade flash storage, secure storage products, and removable secure data solutions. With its OEM partners, CDSG supports security-conscious customers worldwide, including government agencies, military organizations, and corporations of all sizes. The company’s portfolio includes highly secure solid-state drives (SSDs), removable SSDs, disaster-proof storage devices, and forensic investigation tools. These purpose-built solutions are engineered to deliver the highest levels of security, durability, and performance, ensuring mission-critical data is protected whether operating at the edge, in the field, or behind the firewall. In 2025, Seattle-based private equity firm Pike Street Capital made a strategic investment in CDSG to accelerate growth through product innovation and targeted acquisitions. THE ROLE CDSG is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of their high-growth business. The CFO will play a critical role in enabling both organic and acquisitive growth, optimizing operations, and driving value creation in partnership with the CEO and private equity sponsor. This is a hands-on executive leadership role ideal for a proven financial leader with a track record of operating in dynamic, performance-driven environments. RESPONSIBILITIES Executive & Strategic Leadership Serve as a strategic partner to the CEO and executive team, actively contributing to policy, direction, and long-term planning. Help define and execute the company’s growth strategy in alignment with operational, financial, and market objectives. Drive a high-performance culture through accountability, transparency, and collaboration. Lead by example, setting the tone and culture across the organization. Operate as a player/coach, comfortable building models, developing presentations, and engaging directly in critical business issues. Attract, develop, and retain top-tier financial and operational talent. Lead major business initiatives and projects (e.g., productivity improvement, pricing strategies) with measurable results. Shoulder broad business leadership responsibility, beyond traditional finance functions. Financial Planning & Analysis (FP&A) Own the development and ongoing refinement of annual budgets, monthly forecasts, and long-term financial planning. Track and maintain key performance indicators (KPIs) to measure performance against strategic goals. Conduct hands-on analysis of financial performance, with actionable insights to achieve growth and EBITDA targets. Lead investment analysis and decision support, including customer pricing models and full business case development. Demonstrated expertise in labor cost management and margin improvement strategies. Bring experience across multiple ERP platforms; ERP selection and implementation experience is highly preferred. Accounting & Financial Operations Oversee all accounting and finance functions, ensuring accuracy, integrity, and timeliness of financial information. Prepare and deliver comprehensive financial reporting packages, including monthly P&L, balance sheet, cash flow, and covenant compliance. Ensure all financial statements are prepared in accordance with GAAP and meet internal and external stakeholder requirements. Lead all month-end close activities, including general ledger, balance sheet reconciliations, and overhead allocation. Enhance and scale accounting processes, systems, and internal controls to support company growth. Coordinate the annual audit process, ensuring unqualified audit results. Lead the preparation and management of company-wide budgets, including revenue and capital expenditure planning. Treasury & Working Capital Management Lead cash flow forecasting, management, and decision-making around weekly cash disbursements. Improve the full cash cycle, credit policy, collections, inventory, and payables management. Manage lender relationships and covenant compliance. Use forward-looking cash flow analysis to guide capital structure decisions and working capital strategy. M&A & Private Equity Engagement Collaborate with the leadership team, private equity sponsors on M&A activities. Experience or understanding of value creation planning, reporting, and board-level communication. EDUCATION, EXPERIENCE & SKILLS REQUIRED Bachelor’s degree in finance, accounting, business administration, or a related discipline; CPA and MBA strongly preferred. Extensive experience in senior financial leadership roles, ideally within a private equity-backed or high-growth environment. Deep understanding of financial and operational disciplines, including P&L ownership, balance sheet management, cash flow optimization, and capital allocation. Demonstrated experience in corporate governance, risk management, and regulatory compliance. Proven ability to lead complex negotiations related to financing, vendor agreements, M&A, and commercial terms. Expertise in budgeting, forecasting, financial modeling, and working capital management; prior public accounting experience is a plus. Strong business acumen with the ability to quickly assess new challenges and make sound, data-driven decisions in a dynamic environment. Natural leadership presence with the ability to build trust and credibility across all levels of an organization and with external stakeholders. Resilient under pressure with a disciplined approach to prioritization, execution, and delegation. Exceptional communication skills—both written and verbal—with the ability to clearly articulate financial concepts to non-financial stakeholders. Committed to service excellence, with strong interpersonal skills and a collaborative leadership style. High attention to detail and precision, balanced with the ability to think strategically and see the broader business context. Interested in Learning More? 180one has been retained by CDSG to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 180one at: 503.699.0184 / nicole@180one.com .

Rethinking the Org Chart: Why Successful Companies Avoid Overloading Managers

By Greg Togni • October 3, 2025
In today’s business climate, reorganizations have become the norm rather than the exception. Companies shift structure to respond to market changes, streamline costs, adopt new technologies, or realign with strategy. But while the headlines focus on job cuts or new leadership, one critical factor often overlooked in the success or failure of a reorganization is managerial span of control : the number of direct reports assigned to each manager. When companies get this wrong, they risk derailing even the best-planned structural change. When they get it right, the results include faster decision-making, improved employee engagement, and better execution of strategic goals. So how do the most successful companies handle this delicate balance during a reorg? The Pitfalls of Overloading Managers The pressure to do more with less can tempt organizations to increase the number of employees reporting directly to each manager. After all, fewer managers mean lower salary overhead, less bureaucracy, and theoretically, a leaner, faster organization. But research consistently shows that increasing a manager’s span of control beyond a certain point leads to declining effectiveness , both for the manager and their team. According to a comprehensive study by Bain & Company, companies with top-quartile performance in productivity and employee engagement tend to cap manager spans at no more than 7 to 10 direct reports , depending on the complexity of the work and the level of autonomy of the team. Beyond this range, several problems begin to surface: Decreased coaching and development time: With too many direct reports, managers struggle to provide regular feedback or support individual growth. Slower decision-making: Managers become bottlenecks as more team members wait for approvals or guidance. Increased burnout: Overloaded managers report higher levels of stress, disengagement, and turnover. Reduced innovation: Less time for strategic thinking means less opportunity to solve problems creatively or improve team performance. Harvard Business Review echoes this concern, noting that “as spans widen, the average quality of management and leadership drops,” especially in knowledge-driven or high-complexity work environments. Span of Control: One Size Doesn’t Fit All So what’s the right number? The answer depends on context , and smart companies know that not all roles, teams, or business units require the same structure. Key variables include: Task complexity: Teams doing routine, repeatable work (like call centers or transactional processing) can operate effectively with spans as wide as 15-20 direct reports. In contrast, research and development teams often require narrower spans due to higher collaboration and oversight needs. Employee experience: Highly experienced, autonomous employees require less hands-on supervision, allowing for broader spans. Manager capability: Not all managers are equally equipped to handle large teams. Leadership training, experience, and support systems (like team leads or AI tools) can influence optimal span. Organizational culture: Companies with strong cultures of self-management and clear accountability structures may tolerate wider spans without performance drops. A 2023 McKinsey report emphasizes this variability, stating, “Leading companies tailor spans of control by role and level, not by arbitrary benchmarks.” Case in Point: Reorg Success Stories Let’s look at a few organizations that have successfully navigated reorgs by paying close attention to managerial spans: 1. Microsoft During Satya Nadella’s early tenure as CEO, Microsoft underwent a major organizational overhaul to break down silos and improve collaboration. A key part of the strategy was flattening the org , but not indiscriminately. Nadella emphasized “clarity of purpose” and invested heavily in leadership development to ensure managers were ready to handle broader spans only where appropriate. The result? Productivity rose, engagement improved, and innovation accelerated across product teams. 2. Procter & Gamble (P&G) P&G restructured in the early 2010s to reduce costs and improve agility. Rather than simply cutting layers, the company also reassessed manager-to-employee ratios by function. In areas like finance, where standard processes prevail, spans increased. In innovation and marketing roles, they were kept tight to preserve creativity and oversight. The tailored approach helped P&G maintain performance through a major shift. 3. Spotify Famous for its “squad” model, Spotify empowers small autonomous teams with clear leadership support. Managers, often called Chapter Leads, have limited spans to ensure close mentorship and skill development within specific technical domains. This model has supported Spotify’s growth while preserving agility and innovation. Practical Guidance for Leaders Planning a Reorg If your company is considering, or currently navigating, a reorganization, here are five evidence-based principles to keep in mind: 1. Start with the work, not the structure Begin by analyzing the actual tasks teams are responsible for. How complex is the work? How interdependent are the roles? What level of oversight is needed? Design the structure around the needs of the work, not arbitrary span targets. 2. Avoid flattening without a function Flattening layers can reduce costs, but it can also create chaos if not executed thoughtfully. Ensure that wider spans are matched with the right capabilities, tools, and cultural support. 3. Invest in manager readiness If you do decide to widen spans, ensure your managers are trained in time management, delegation, coaching, and the use of technology. Even experienced managers can falter without support. 4. Use data to monitor and adjust Keep track of KPIs like employee engagement, turnover, decision speed, and manager satisfaction post-reorg. These can provide early warning signs if spans are too wide or teams are struggling. 5. Communicate clearly and consistently Structural changes can breed uncertainty. Communicate not just what is changing, but why, and how it will improve the experience for both managers and their teams. Structure Should Enable Strategy A reorganization is not just a reshuffling of boxes on an org chart, it’s an opportunity to realign your workforce with your business goals. But even the most visionary strategy will falter if leaders are overwhelmed, disengaged, or unsupported. As the research shows, successful reorgs pay close attention to the human factor. Avoiding overly wide spans of control is not about bureaucracy; it’s about enabling leaders to lead .
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