Building a diverse workforce can offer many benefits to an organization, but success begins with inclusive recruitment. In recognition of Pride Month, we’ve collected some top tips from senior executives on how to reduce bias in the hiring process.

The business case for diversity and inclusion in the workplace is overwhelming. McKinsey & Company report that companies in the top quartile for gender diversity on executive teams were 25% more likely to have above-average profitability.

Meanwhile, Great Place to Work found that businesses that rank highly for inclusion record 5.4 times higher employee retention – which greatly reduces the financial and time cost associated with hiring replacement team members.

Building diverse teams and fostering inclusivity in the workplace starts with reducing bias among hiring managers and interviewers in the recruitment process, to ensure every candidate receives the same opportunity.

“The first step is to acknowledge that bias exists, and it is therefore critical to create awareness and tools for effectively managing it during the hiring process,” explains Laura Montagu, VP HR EMEA & India at Crocs, Inc., who was previously Senior Director HR EMEA at Under Armour in Amsterdam.

We have collected some top tips from our Executive Interviews series for leaders looking to reduce bias in their hiring processes to build diversity and inclusion across their organizations:

1. Training for hiring managers

Identifying potential bias isn’t always straightforward – especially when it’s implicit. Implicit bias refers to attitudes or stereotypes that unconsciously affect how we perceive others.

To challenge this behavior, Under Armour provides mandatory training before each hiring process, Laura says. It’s designed to “build the skills and capabilities to recognize and mitigate potential biases”.

Katja Meeuwsen-Nass, the Vice President of Human Resources at ASICS, shares a similar model: “Our recruitment staff and managers are trained to be aware of and recognize unconscious bias.”

Using an external training provider can mitigate any unconscious bias that exists across the wider organization. EMEA Recruitment works with Coco Consulting & Coaching to provide regular Equity, Diversity & Inclusion training to all employees, which strengthens our service offering to clients.

2. Competency-based interviews

Competency-based interviews assess candidates based on a prearranged set of skills, ensuring that all prospective employees are evaluated in the same way and that any unconscious bias during the process is reduced.

Laura explains how this works at Under Armour: “Interviewers determine a score for each candidate against set competencies using a numerical system. It helps us keep our feedback more fact-based, balanced, and fair.”

ASICS also introduced a scorecard to “assess skills and quantify values, to allow for accurate reflection,” says Katja.

Aryuna McGloin, the Financial Planning & Analysis Director at Spryker, emphasizes the importance of finding a cultural fit with the candidate: “For every role across the company, we have a list of specific DNA traits that we look for. That way, we can be sure we’re making a cultural fit, regardless of their background or experience.”

3. Diverse interview panels

“We insist on diverse interview panels to help ensure a broad range of perspectives,” says Laura. “It helps mitigate bias if you are hearing ideas, thoughts, and challenges from different sources.”

At ASICS, a diverse hiring committee includes people of different genders and ethnicities, “but also diverse minds to allow for different perspectives and challenges,” explains Katja.

Spryker created a final stage to its hiring process, “whereby we ask someone who sits outside the hiring function to assess objectively candidates’ future potential, leadership skills, etc. to ensure we continue raising the bar with the people we bring on board”, Aryuna adds.

Diverse interview panels not only generate a “higher quality interview”, according to Katja, but Laura also highlights the benefits to potential employees: “Candidates get a deeper and more transparent insight into our culture and feel a greater sense of belonging.”

It’s something that may go a long way in fostering inclusivity once someone joins the business, which could improve retention rates.

We can support you in reducing bias during the hiring process by ensuring your job advertisements include inclusive language and by building diverse talent shortlists for your roles.

We act as a neutral third part in the recruitment process, basing our candidate searches on skills and experience. If you’d like to learn more about our approach to ED&I, please get in touch: www.emearecruitment.com/pages/contact-us

Creating diverse teams is a strategic imperative for businesses, from driving financial performance to encouraging innovation. To celebrate Pride Month, we’re sharing key insights from senior executives on how to build diverse teams and foster inclusivity in the workplace.

Laura Montagu, the VP HR EMEA & India at Crocs, Inc., who was previously Senior Director HR EMEA at Under Armour in Amsterdam, explains why diversity is not enough: “It’s about building diverse teams and helping them thrive by creating a strong sense of belonging, while – at the same time – allowing our teammates to feel appreciated for their own uniqueness.”

Organizations with inclusive cultures are twice as likely to meet or exceed financial targets as those without, three times as likely to be high-performing, six times more likely to be innovative and agile, and eight times more likely to achieve better business outcomes, according to a 2024 study by Deloitte.

We take a look at the five steps leaders should take to create diverse teams and foster inclusivity:

1. Act as role models

Diversity initiatives can’t rely on policies alone – they should be championed from the top. When leaders embody these principles, they send a clear message to their teams that diversity is a core value of the organization.

“A fundamental starting point is that our leaders act as role models,” says Laura.  

It’s a sentiment mirrored by Cristina Stefan, Corporate Business Planning & Performance, Head of Global Opex and HQ Business Control at Wavin, a business group within Orbia: “You need open-minded leaders in place who truly and authentically believe in the power of diversity.”

2. Nurture inclusivity

Hiring diverse talent without inclusion can lead to tokenism.

By nurturing diversity of thought, Laura was able to build an inclusive and collaborative community across the entire business at Under Armour, by seeking out different voices and encouraging input and ideas from all levels.

Cristina agrees: “Inclusion is the fuel that powers the diversity engine. It’s how we encourage our minority groups to collaborate and develop, feel valued, respected and empowered.”

At Wavin, one example is creating equal opportunities and flexible working options for mothers returning to work after maternity leave, “so they feel supported and able to thrive”.

3. Implement your values

In fact, embracing diversity is a core value at Wavin, which is embedded in everything the business does and – importantly – is constantly evolving.

The organization measures diversity by looking at the gender of those in top positions, how many people with disabilities are hired, what the ethnicity split is, LGBTQ+ representation, and more, explains Cristina.

Alongside recording workforce demographics, businesses can also measure certain hiring metrics, such as the percentage of diverse candidates in the recruitment pipeline and the source of hire, which tracks whether the organization is utilizing inclusive talent pools.

While Laura accepts the data that highlights the impact of Equity, Diversity & Inclusion on a business, she argues that it’s “also just the right thing to do”.

Under Armour reflects this through its policy of providing 40 hours of paid time off for employees to give back to causes they are passionate about. In 2023, the team clocked up more than 6,000 hours.

The business also rolls out regular training for leaders to “build cultural competency and create inclusive environments”.

4. Drive diversity initiatives

Orbia has developed projects to target its goal of increasing the representation of women and other underrepresented groups throughout its five business groups (including Wavin) and leadership pipeline.

Cristina explains how this looks in practice: “The company has developed initiatives from talent acquisition guidelines to our Orbia Women’s Network (OWN) mentorship program, which is helping to accelerate the development and visibility of female talent in what tends to be a very male-dominated industry.

“It’s a good example of inclusion in action, because it encourages people to speak up, to turn challenges into opportunities with a positive mindset, show empathy, and benefit from different perspectives.”

Cristina summarizes her experiences for other leaders: “That blend of diversity and inclusion is how you create strong, brave teams and a working environment where everyone can perform at their best.”

5. Review hiring processes

An essential step for leaders looking to create diverse teams and foster inclusivity within the organization is to review your current hiring policies.

By tracking diversity metrics within the recruitment process, you will be in a better position to understand any areas you can address and improve. It is also important to reduce bias during candidate selection and interviews, by ensuring your requirements are competency-based.

At EMEA Recruitment, we act as a neutral third party in the recruitment process, basing our candidate searches on skills and experience. We also utilize Inclusive Linguistics principles in all communications with prospective employees to encourage applications from a diverse pool of professionals.

If you need any support with building diverse talent shortlists, please contact us to find out how we can help.

We’re proud to be the ED&I recruiter of choice for some of the most prestigious businesses across Europe.

With over 20 years’ experience leading HR teams across diverse industries in Europe, Armand Sohet has hired many HR professionals. Here’s why he compares it to pairing cheese and wine…

Armand Sohet is the Chief Sustainability, HR and Communications Officer at AkzoNobel in Amsterdam. His experience ranges the automotive, pharmaceutical, software, defence, and energy sectors.

“A question people very often ask me is: What is it about recruiting and assessing HR people?” Armand says.

Pairing cheese and wine

An image came to him while presenting to a Swiss-German audience – it’s like pairing cheese and wine.

“Imagine you buy a fabulous bottle of Petrus or Cheval Blanc - a very expensive, €1,000 bottle. You’re thrilled, thinking, this is going to be an experience of a lifetime! So, you grab a camembert (because it’s French and it feels like the right pairing for a fine French wine), but then you try them together, and - let’s be honest - it’s terrible. You wouldn’t admit it, of course, because it’s such an expensive bottle, so you convince yourself it’s good. 

“But it’s awful, because the lactic acid in the camembert will always clash with the Cabernet Sauvignon or Merlot in the wine, leaving a metallic taste that’s just unpleasant. I tested this with people who didn’t believe me, and they agreed. So, I said, “Instead of spending €1,000 on this wine, why not just get a €7 bottle of cider to go with the camembert, or maybe a ten or 15-year-old champagne? The bubbles in the champagne will help balance the lactic acid, and it’ll actually be a great experience.” 

How does this apply to HR professionals?

In his personal life, Armand enjoys finding the perfect wine and cheese combination, but it’s much harder to find the best match between people and a company, he believes.

“Imagine the cheese is your company and the wine is the person you’ve brought into it,” Armand explains. “You’ve hired the bottle of wine, because it’s prestigious and expensive, but it doesn’t fit. It’s not necessarily a good match, even if it costs a lot.”

So, what is he looking for in his team?

“Sometimes, people are like Swiss wines – a red that goes well with nearly anything,” he shares. “They don’t always stand out as the best, but they fit in well with a lot of different settings.”

Whether you’re looking for a Petrus or a Sauvignon blanc, our HR recruitment specialists are committed to finding the perfect match for your team.

From large-scale restructuring to building teams from scratch, EMEA Recruitment has experts with a wealth of experience in HR who can help – get in touch through our website: https://www.emearecruitment.com/pages/human-resources

Armand spoke to Katie Insley, Director in our HR recruitment division, as part of our Executive Interviews series in April 2025.

As organizations look to combat changing global economic conditions, Shared Service Centers are continuing to grow in popularity. However, the shared services model can pose significant challenges to attracting and retaining the right talent.

“We’re seeing demand increasing for multi-lingual, tech-savvy, and strategically minded employees,” says Matt Foster, who leads our Global SSC recruitment division.

In fact, in a 2024 survey by Deloitte, 73% of respondents expected to increase investment in shared services over the next year.

Whether you’re in the early stages of setting up your first Shared Service Center or already have a successful shared services model in operation, there are some key considerations organizations should be aware of to ensure a pain-free hiring process and realize those all-important cost savings.

Tackling volume hiring challenges

The growing number of Shared Service Centers in key hubs around the world means that businesses are increasingly competing for the same pool of skilled professionals.

If we look at Deloitte’s research and compare this to our clients’ requirements, we can see that India, Poland, and Mexico are the top three locations with the largest number of Shared Service Centers, followed by the USA. Malaysia is a new entrant to the top five, followed closely by China.

Finding the right mix of technical expertise and soft skills is not easy. When you take into consideration that most organizations are looking to scale headcount at a significant rate, you’ll most likely require extensive candidate shortlists for each role. This is where we see organizations fail to meet their hiring targets and costs increase, as roles are left unfilled.

Partnering with a Shared Service recruitment specialist speeds up the process and ensures you have the time to focus on strategic challenges. Most organizations we speak to don’t have the bandwidth to treat their Shared Services recruitment as a dedicated project, or they have tried and failed to make it work. The key success factor is having access to a recruitment team that can commit to sourcing the volume of candidates needed to fill your roles.

“At EMEA Recruitment, we’ve recognized the global war for talent impacting Shared Service Centers,” explains Matt Foster, Associate Director in our Global SSC division. “We have a dedicated team focused on these volume recruitment projects, who have existing networks of skilled professionals ready for businesses to tap into, speeding up the set-up and success of your SSC.”

Working with multiple agencies may not increase your reach

Shared Service Centers will often go through key restructuring periods, such as a digital transformation or process improvements. In these situations, you may have an immediate need for large volumes of candidates, as well as evolving skills requirements.

At this point, many organizations reach out to multiple recruitment agencies to increase their outreach.

However, you need a strong relationship with one provider who can truly understand your strategy and the candidate profile required to make the best hiring decisions. Although finding the right skills is important, chemistry is essential. Working with one dedicated partner ensures they understand your people and culture.

At the same time, it can be difficult from an internal perspective to manage multiple agency relationships.

Combat retention issues

High employee turnover impacts service continuity and efficiency in any business, but Shared Service Centers are more frequently affected by the challenges of retaining top talent.

Shared Service Centers are sometimes viewed as cost centers, rather than strategic functions. This can lead some employees to feel disconnected from the organization’s core business and as though their career growth is limited.

If the Shared Service Center is geographically or culturally distanced from the company’s headquarters, teams may also feel isolated from the broader organizational culture.

In some cases, a recruitment agency focuses on filling the most straightforward roles first to make a good impression, but this may cause delays for more tricky vacancies – sometimes, it results in some roles not being filled at all.

“Our approach is to headhunt for every role, so that we find the right fit for the organization,” says Matt. “We find new candidates for each role to ensure we make the best fit for the whole team, which improves retention rates.”

If you’re looking for a Shared Service Center recruitment specialist, get in touch with Matt: [email protected]

As the Human Resources Director for HEINEKEN Switzerland, Christoph Hajjar knows a thing or two about cultivating success and high-performing teams – as well as the food and beverage industry. He shares his four ingredients for the perfect leadership cocktail.

“If my leadership style were a cocktail, I would call it the Intention Sour.”

What ingredients go into the perfect leadership cocktail? Christoph explains: “The key ingredients would be: a shot of vision for setting up clear intentions, a splash of empathy to understand and support each other, a little dash of resilience for navigating challenges, and a twist of creativity for fostering innovation.”

“It helps having worked for seven years as a barkeeper!” Christoph tells Keely Straw, the Manager of our HR recruitment division in Switzerland.

Christoph has utilized his vision of developing a diverse team to improve the impact of HR in the business. “By creating an inclusive environment where different perspectives and views are valued and encouraged to be brought forward, team members are motivated to share individual ideas and experiences,” he says.

By working in different countries, Christoph has enhanced his empathy with colleagues. He found the move from Switzerland to Austria an unexpected challenge, learning to adapt his communication style in order to build relationships.

It was a lesson that also built his resilience: “Some dear colleagues took me aside and provided honest feedback, such as, ‘You may be used to that, but please consider that the clocks tick a bit differently here.’ They also gave me advice on cues and the natural rhythm of a conversation when you want to get to a decision.”

Finally, how does Christoph challenge his creativity to drive innovation? His team is currently striking the balance between a data-led approach and maintaining the human touch in HR.

“You can’t have one without the other. You need to have that personal touch, as well as the right dataset, including the knowledge of where to get the data and which pieces to pick out to support an informed decision-making process,” he believes.

In his full interview with Keely, Christoph dives into the role of data and artificial intelligence in HR as a decision-making tool: https://www.emearecruitment.com/executive-interviews/christoph-hajjar-human-resources-director-at-heineken-switzerland/255

Do you agree with Christoph’s ingredients for the perfect leadership cocktail?

Over the summer, EMEA Recruitment has been evaluating the role of Procurement and Supply Chain functions within businesses. Given the significant impact of global events in recent years, the importance of these functions has never been greater. It’s unsurprising that many companies have completed or are undergoing transformation projects to ensure "best-in-class" service delivery in an increasingly AI-driven world. 

Effective Procurement and Supply Chain teams go beyond cost-cutting; they create substantial value and resilience within a company. By strategically managing resources, assessing risks, and prioritising sustainable practices, they ensure that business operations are not only efficient but also prepared for future challenges. This added value extends to areas such as:

• Achieving financial and value targets
• Meeting sustainability goals
• Evaluating suppliers to safeguard the employer's brand
• Ensuring business continuity
• Minimising business risks
• Improving customer satisfaction

Companies that have elevated their Procurement and Supply Chain functions and integrated them across the business are significantly more attractive to candidates seeking their next career opportunity.

If your organisation seeks to strengthen its Procurement & Supply Chain team, EMEA Recruitment is here to help. Our specialists focus on sourcing the right professionals to meet your business's strategic goals. Get in touch with Mark Robinson to discuss your recruitment needs and connect with candidates who can drive your company’s success: [email protected]

Alternatively, if you are searching for your next procurement or supply chain job, speak with one of our recruitment consultants who can help you advance your career in your preferred region, or visit our job search page.