Hilai Qahari took part in a BCBF internship back in 2016. Here, she explores the ways in which companies can strive to make themselves more inclusive, both to improve social mobility, and so that businesses can benefit from the range of talent and experience diversity can bring.
It all starts with building a recruitment process that is truly inclusive and free from bias. If we want to attract diverse talent, we must examine how we present job opportunities, ensuring our language is neutral and our requirements are reasonable and focused on skills rather than irrelevant criteria. Job descriptions should not unintentionally discourage underrepresented candidates.
For instance, the BBC made significant strides by launching its Creative Diversity Commitment, ensuring that 20% of its workforce comes from underrepresented groups. They revised their job descriptions and partnered with local organisations to reach broader talent pools. Additionally, blind recruitment, where personal details like names and educational backgrounds are omitted from the hiring process, has been increasingly adopted as a way to reduce unconscious bias. By focusing on what truly matters – skills and potential – we create an inclusive environment where young professionals from all backgrounds feel they have a fair chance.
Another example is Deloitte’s collaboration with Leadership Enterprise for a Diverse America (LEDA), a program that helps low-income students secure internships and jobs. By forming partnerships with organisations that directly engage with underrepresented communities, companies like Deloitte are not just attracting diverse candidates – they are building lasting, inclusive pipelines for future growth.
In a similar way, BCBF founding partner BlackRock has committed to taking deliberate steps to reach top talent from a diverse range of backgrounds, regularly reviewing job postings for biased language, championing diverse candidate slates and adhering to a competency-based approach to interviewing.
Attracting diverse talent is only the beginning. The real work begins with fostering a culture that encourages all employees, regardless of background, to feel valued, supported, and able to thrive. It’s essential that inclusivity becomes a core part of a company’s DNA – embedded in values, policies, and daily practices.
Take Accenture as a leading example. Accenture’s Inclusion and Diversity Strategy is built on open dialogue, celebrating individual differences, and creating safe spaces for all employees through Employee Resource Groups (ERGs). Whether it’s for ethnic minorities, LGBTQ+ individuals, or women, these ERGs provide a support network and create opportunities for engagement with leadership. Moreover, Accenture offers training on recognizing and addressing unconscious bias, ensuring the workplace remains a welcoming environment for all. This kind of inclusive culture is what allows young professionals from underrepresented backgrounds to not just stay – but to flourish and advance.
When we create a culture of belonging, we ensure that people from diverse backgrounds are not just tokens but essential, thriving members of our teams.
One of the most effective ways to retain young professionals, particularly from underrepresented groups, is to provide mentorship and clear pathways for career growth. Mentorship programs connect younger employees with experienced professionals who can offer guidance, support, and encouragement. It is a powerful tool for helping them navigate workplace challenges, build their confidence, and grow within the organisation.
At Fragomen, where I work, mentorship plays a key role in nurturing young talent. The firm’s Mentorship Program for Emerging Leaders pairs junior employees with senior mentors who help guide their development, expand their professional networks, and provide insight into industry trends. Fragomen’s commitment to mentorship not only supports individual growth but also contributes to higher retention rates, as employees feel more invested in their personal and professional journeys within the company.
Similarly, AllianceBernstein’s Career Catalyst Program provides participants with the tools to manage their own career development, through a six-month coaching program which sees them paired with senior vice presidents for focused career coaching.
Additionally, programs like Google’s BOLD (Building Opportunities for Leadership and Development) provide structured mentorship and professional experiences for students from underrepresented backgrounds, laying the foundation for long-term career success. These initiatives are critical for showing young professionals that they are not just part of the team today, but integral to the company’s future.
It is also worth noting that companies can and are working on programmes to start nurturing and developing the talent of future generations way before they get near to entering the workplace. Investing in young people from an early age is essential to their future success – and companies are increasingly recognising this. Education, for instance, is a central pillar of Bloomberg’s global philanthropy programme. By funding organisations that expand educational opportunities, Bloomberg and other companies in this space equip young people facing disadvantage with the knowledge and skills they need to succeed in an ever-evolving job market.
Flexibility is no longer a perk – it’s a necessity, especially for young professionals from underrepresented backgrounds who may face unique challenges or responsibilities outside of work. Offering flexible work arrangements, such as remote work options, adaptable schedules, or job-sharing, allows employees to better manage their personal and professional lives, which contributes to greater retention and job satisfaction.
Salesforce is a leader in offering flexible work policies. It allows employees to choose work arrangements that fit their needs, recognizing that work-life balance is essential for long-term success. Flexibility, particularly during and after the pandemic, has proven to be a vital factor in retaining young professionals who may have caregiving responsibilities or other personal commitments.
Moreover, companies that support their employees with mental health resources, wellness programs, and financial literacy workshops show they are invested in their people’s well-being, which is especially meaningful for those from marginalized communities. When we invest in the whole person, not just the employee, we create a workplace where people want to stay and grow.
Diversity and inclusion efforts must go beyond good intentions. We need to hold ourselves accountable by setting measurable targets, tracking progress, and being transparent about results. Accountability shows young professionals that diversity isn’t just a talking point – it’s a true business priority.
Microsoft sets a strong example with its annual Diversity and Inclusion Report, which publicly shares its progress in hiring and retaining diverse talent. This kind of transparency not only builds trust but also helps attract young professionals seeking an inclusive work environment where diversity is valued and celebrated.
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Attracting and retaining young professionals from underrepresented backgrounds requires intention, strategy, and commitment. It’s about more than just checking boxes – it’s about fostering a culture where everyone feels they belong and can contribute fully. When we commit to inclusive recruitment, build supportive cultures, offer mentorship and development opportunities, embrace flexibility, and hold ourselves accountable, we unlock the true potential of our teams.
The real-world examples demonstrate that a genuine commitment to diversity and inclusion isn’t just good for business – it’s essential for creating vibrant, innovative, and future-ready organisations. By prioritising these strategies, we can build a more creative, engaged, and high-performing workforce that reflects the rich diversity of the world around us. The benefits are clear: greater creativity, engagement, and overall performance.
