Equity, Diversity & Inclusion

Giving every client and candidate the best recruitment experience

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EMEA Recruitment is committed to promoting Equity, Diversity, and Inclusion in the workplace.

We act as a neutral third party in the recruitment process, basing our candidate searches on skills and experience. We do not discriminate on the basis of age, gender, sex, relationship status, disability, race, religion/beliefs, or sexual orientation.

We champion candidates based on their skills and experience, promote an equitable hiring process, and challenge bias from our clients.

We work proactively with clients to understand the impact of explicit and implicit bias on the hiring process, and to avoid stereotyping and discrimination.

We also raise awareness of cultural holidays, historical events, and the experiences of marginalised groups among our staff and network, to keep them informed of differences and promote an inclusive world.

ED&I Training

Valentina Coco, EMEA Recruitment’s Ambassador, leads our in-house ED&I training. She equips our Recruitment Consultants with the knowledge and skills on how to challenge bias, including their own explicit or implicit biases, and educate others on how to approach these conversations to ultimately champion the benefits of a diverse and inclusive environment, such as higher performance, better decision making and stronger growth.

Valentina runs in-depth sessions with all EMEA Recruitment employees every year, but also provides consultancy services to answer questions or support with any issues that arise.

You can learn more about our in-house training sessions focusing on bias and how to speak to clients about D&I.

Charlotte Cruise, Senior Consultant, is our internal ED&I Ambassador, as part of our ESG committee. She works with her fellow Recruitment Consultants to understand the confidence gap between male and female candidates, and why some application processes are imbalanced.

Events

We regularly host events across our international network to explore ED&I with senior leaders and professionals interested in learning more about this topic. By sharing our own experiences and hearing from others, we create a safe, inclusive environment in which everyone’s voice is heard.

Some of our most recent events include:

  • The Relevance of an ED&I Strategy and How to Implement It
  • Unveiling Unconscious Bias in Talent Acquisition
  • Where Should D&I sit in a Company?

If you are interested in attending similar events in the future, please email marketing@emearecruitment.com with the topics you would be interested in and the country you are based in.

Talent Attraction

To attract talent to our clients’ roles, we ensure the language we use in our job advertisements does not discriminate, to encourage applications from a diverse pool of professionals.

Our Inclusive Linguistics guidelines identify certain words that may deter specific groups from applying for a role, so we change this language to suitable alternatives.

Where possible, we remain flexible in a role’s requirements, to make sure that candidates do not feel excluded from a suitable position.

We also encourage inclusion of salary packages on job advertisements, to prevent a pay gap for minorities and to remain transparent with all applicants.

Through LinkedIn, we track our response rate to InMails by gender, in order to address any imbalances and the language used by our Consultants.

We track our response rate by gender and inform staff of any imbalances to address them. In the six months to July 2023, we are proud to report a gap of just 4%.

Candidate Selection

EMEA Recruitment selects suitable candidates for clients’ roles based solely on their skills and experience.

Before submitting a candidate to a client, we remove any characteristics such as age, gender, sex, relationship status, disability, race, religious beliefs, or sexual orientation from CVs to prevent discrimination. This also prevents any box-ticking exercises from clients.

For clients that are looking to diversify employees across their business, we can provide market mapping and talent pooling services. These bespoke exercises ensure businesses have access to a diverse range of candidates that would fit with the culture of the organisation, regardless of their age, gender, sex, relationship status, disability, race, religion/beliefs, or sexual orientation.

If you would like to find out more about our ED&I practices or have any questions, please get in touch with Charlotte Cruise, ED&I Ambassador:

Latest Insights

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The Work from Home Data is Coming In

Nick Bloom, a professor at Stanford University, has been confirming what a lot of our LinkedIn polls have been telling us for some time now: the corporate world appears to have settled into a “three work, two home” split of hybrid work.

He adds that employers commonly recommend that employees spend two days per week working from home, concentrating on individual tasks or attending small meetings, and allocate three days a week to be in the office for larger meetings, training sessions, and social events.

We now know that this flexibility has no effect (positive or negative) on staff productivity. However, it does impact employee costs – the average salary offset in offering hybrid work is 8%. Fully remote work is a different story. Here, we see a productivity loss of 10%.

So, why would companies tolerate this significant reduction?

Cost – there is no need to pay for a place for the person to work or provide any of the office equipment and amenities.

There are several other interesting observations from Nick’s work, but we are really interested in how this affects our clients and candidates.

Additionally, it's important to note that while there can be cost savings, there are also potential costs associated with supporting remote/hybrid work, such as investing in technology, cybersecurity measures, and employee training.

The overall impact can vary depending on the specific circumstances and industry. Prior to implementing hybrid policies, executives and managers should carefully consider the effects of when and how employees engage in remote work.

- How does working from home affect employees in your team?

- Do you work in an environment where you need more freedom, or you could benefit from more human contact?

If these questions are important to you, then get in touch – EMEA Recruitment is at the forefront of people-first recruitment, so we can help you understand the real-world implications of the decisions you make, as a client or a candidate, regarding this topic: john.bower@emearecruitment.com

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More International Businesses Moving to Switzerland

As a recruiter, EMEA Recruitment has always been close to new companies setting up in Switzerland and has enjoyed helping them grow. Mike Baldwin, Associate Director, discusses the market in more detail...

Over the last few years, this market has experienced uncertainty and turbulence, which has led to hesitance in the market, resulting in a slowdown of new companies moving to Switzerland between 2020 and 2022.

However, the winds are changing, and momentum is growing - we are very much experiencing an influx of new international businesses to Switzerland. This has created excellent opportunities for those at all levels, as businesses set up new offices and establish Swiss headquarters.

Most recently, our recruitment teams have successfully sourced top talent for multi-national businesses creating their headquarters in the country.

Some of the benefits of relocating or setting up a business in Switzerland include the political and economic stability, its strategic position at the heart of Europe, and competitive corporate tax rates.

Furthermore, Switzerland offers a skilled workforce, and its educational system is renowned for producing well-trained workers. Current in-demand professionals are those who have local expertise and knowledge, who can build business functions with an international outlook.

However, if you have found it difficult to make the next career step over the last few years, you are not alone, and this is typical in the market we have experienced. Fortunately, we feel that 2024 will be a year of opportunity in Switzerland.

Growing industries we have identified span across fintech, life sciences and biotechnology, AI and machine learning, smart manufacturing, and environmental and sustainability consulting. It's important to note that Switzerland's business landscape can vary by region, with major business hubs in cities like Zurich, Geneva, and Basel.

If you’d like to discuss setting up a new team or finding a new role yourself, please reach out to me and I will be happy to help: mike.baldwin@emearecruitment.com

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The Value of the Handshake

Given we are in the people business here at EMEA Recruitment, it is no surprise that personal relationships and the development of our network is fundamental to everything we do. The best way to achieve this? Traditionally, it was to meet in person, spend quality time face-to-face, and build trust and rapport – but then 2020 happened!

The shift to Zoom, MS Teams, etc. has been articulated more times than we care to remember, and the consensus is that it has brought benefits and conveniences to the workplace that were otherwise unthought of.

But how invaluable is it to meet physically? How powerful is a handshake? Are we programmed to exclusively build deep, meaningful relationships in this way?

With the summer period at an end, we’ve seen an uptick in requests and willingness to connect again in person – whether it’s over a coffee, lunch, or simply an office meeting to visit our clients’ and candidates’ place of work to talk through their latest project or hiring needs. Time and again, we see that this approach solidifies relationships, allows a deeper understanding of any needs, and deeper conversations with added insights.

Yes, the online connection remains fundamental – it may even make up 90% of communications with our network – but taking that remaining 10% to a physical meeting, eyeballing your network, and shaking hands solidifies the relationship more than ever.

Also, if you are meeting people face-to-face for the first time, The Beckman Institute reports that, according to new neuroscience research, people who greeted with a handshake formed a better first impression than those who do not offer a handshake, and performing a handshake reduces the impact of possible misunderstandings during social interaction - something to keep in mind. 

If you’d like to book a meeting – in person or face-to-face – with one of our Consultants, please get in touch with Neil, who manages our Procurement, Supply Chain & Operations recruitment team: neil.cope@emearecruitment.com

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Embracing Neurodiversity in the Workplace

Last month, we held our second ED&I roundtable, Neurodiversity at Work: For Flourishing People and Organisations, in partnership with Joanna Williams, Founder of Flourish. Keely Straw, Manager of our HR team in Switzerland, reflects on the event...

The roundtable focused on:

WHAT is neurodiversity: in general and at work?

WHY does it matter?

HOW can neuroinclusive workplaces foster individual and organisational flourishing?

It was a very open and honest discussion that started with:

If you don’t understand the language someone is using, you can’t have a conversation.

That line resonated with me quite a lot, especially when considering one of our core values here at EMEA Recruitment – to listen.

It is also essential to understand how we, as a recruiter, can adapt our processes to ensure that we listen and understand those who are talking.

Recruiting neurodiverse talent and creating a neuroinclusive recruitment process is an important step towards building a diverse and inclusive workforce. Here are some tips to help you in this process:

Educate your team: Ensure that your HR team and hiring managers are educated about neurodiversity. Understanding different neurodiverse conditions, such as autism, ADHD, dyslexia, and others, is crucial to making informed decisions.

Remove bias: Implement processes and tools that help reduce bias in your hiring process. This includes using structured interviews, standardised assessments, and anonymised resume screening to focus on skills and qualifications, rather than personal characteristics.

Neurodiversity-friendly job descriptions: Craft job descriptions that are clear, concise, and free from overly complex language. Highlight the skills and competencies required for the role and avoid vague or subjective language.

Flexible application process: Consider offering alternative ways for candidates to apply, such as video submissions or skills assessments, in addition to traditional written resumes and cover letters. This can accommodate candidates with different communication styles and abilities.

Awareness training: Provide training to all staff involved in the recruitment process to increase awareness and understanding of neurodiversity. This can help create a more inclusive and supportive environment for candidates.

Accessible interview formats: Allow candidates to choose interview formats that suit their needs. Some neurodiverse candidates may perform better in written tests, while others may prefer in-person or video interviews. Flexibility is key.

Structured interviews: Use structured interviews with predetermined questions and evaluation criteria to ensure fairness and consistency in the assessment process. This reduces the likelihood of making decisions based on personal biases.

Feedback and communication: Provide constructive feedback to candidates, whether they are successful or not. This can help candidates improve their skills and feel valued in the process. Be clear and specific in your feedback.

Lead by example: Demonstrate your commitment to neuroinclusivity from the top down. When leadership actively promotes and supports neurodiversity initiatives, it sets the tone for the entire organisation.

Creating a neuroinclusive recruitment process is an ongoing effort that requires commitment and dedication.

EMEA Recruitment is embracing neurodiversity. We can help you tap into a pool of talented individuals who can bring unique perspectives and skills to your organisation.

I would be keen to hear your thoughts across the market and understand if you would be interested in future roundtable events, either dedicated to ED&I or broader HR topics.

In addition, I would welcome the opportunity to hear your thoughts on neurodiversity and how this compares with the general market consensus.

Please feel free to contact me directly to see how we can support you: keely.straw@emearecruitment.com 

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Q4 2023 HR Recruitment Market Update

As we head into the final quarter of the year, Katie Insley, Associate Director, sheds light on the HR recruitment market and its future...

HR conversations continue to focus on the future of the function, how HR technology will shape this from a service and process perspective, and how artificial intelligence will be further adopted and integrated. 

Advancements in HR technology and AI have the potential to make many of the tasks undertaken by people today redundant but, at the same time, have the potential to create new roles more suited to a data-driven and digital world. 

Over the last quarter, we’ve continued to see an increase in roles around HRIS Optimisation, HR Data Consultancy, People Analytics and Talent Analytics, all which require a technical mindset, a customer focus, and the ability to engage with stakeholders and be a great storyteller.

The continuing evolution of HR technology can however create a level of anxiety in the workforce and businesses need to take action. It is important for organisations to understand how these changes may impact the current workforce and their levels of engagement. Employees may be concerned about the security of their role but, if a company starts to act now, the changes can be seen as an opportunity, as opposed to a concern.

If a business is able to identify how HR technology and AI will change the roles and talent required in their organisation, they will have enough time to understand the skills gaps. They’ll be able to put measures in place to retrain the current workforce, therefore retaining employees, increasing employee loyalty and engagement, creating more effective succession plans, and ensuring the business has the skills needed to be successful in the ever-evolving modern world.

Many of our Executive Interviews explore this topic, as it’s clearly on the minds of HR leaders. It was also a topic of conversation at our recent CHRO dinner. This was such a great opportunity to bring together a group of HR executives to discuss pertinent issues in the HR space, sharing experiences and challenges. If you’re interested in being involved in future HR leadership events, do reach out: katie.insley@emearecruitment.com 

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How to Manage the Counteroffer

Companies are fully aware that we are in a candidate-driven market, with a shortage of good quality candidates to fill their hiring requirements.

As a result, businesses are trying to hold onto as many strong employees as possible, causing an increase in counteroffers.

Since the start of the year, the Finance & Accountancy market has seen employees being offered an uplift of €10,000-20,000 - in some cases over €25,000 - to stay with their current employer.

If you’re currently thinking about changing roles, you should expect to receive a counteroffer if you hand in your notice. Whether you’ve been working at your company for six months or several years, they will do more than ever before to keep you.

Prior to looking for a new role, here are some questions you should be asking yourself:

  • On a scale of 1-5, how happy are you in your current role?
  • What is the real reason for wanting to leave?
  • What conversations can you have with your current employer?

What should you be thinking when the counteroffer arrives?

  • Why is your employer only realising your value now?
  • Will you be a trusted member of the team moving forward?
  • What if you accept the counteroffer? What if you decline it?

But, most importantly, revisit these simple questions:

  • On a scale of 1-5, how happy are you in your current role?
  • What is the real reason for wanting to leave?

Always think about the real reason you are looking to approach the market in the first place.

Did you know that a high percentage of people who take a counteroffer re-approach the market within a few months?

Does being counteroffered actually make you feel good? Does it make you feel like a valued member of the company, or does it make you feel the opposite in reality?

Think about whether the counteroffer provides a genuine benefit to you or to the employer. For example, keeping you on board means they won’t have to train someone new, pay potential recruitment fees, etc.

If you’d like more advice on managing a counteroffer, either as a hiring manager or candidate, please get in touch with David Harper, Associate Director: david.harper@emearecruitment.com 

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Our vision

We create relationships to advance your ambitions, making us the bastion of people-first recruitment in Switzerland, the Netherlands, the Nordics and the wider EMEA region.

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Giving every candidate and client the best recruitment experience.

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Our values

Our values are a foundation for the way we work with both clients and candidates, ensuring we always put people first.

Listen
We make it our mission to understand the challenge and provide the solution.
Challenge
We think creatively to inspire innovation and solve recruitment challenges.
Champion
We create relationships to advance your ambitions.
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