When it comes to diversity, equity and inclusion (DEI), candidates are tuned into more than what companies say, they're paying attention to what they feel. They notice when the recruitment process centres dignity, when flexibility is real rather than performative, and when inclusion is embedded into the work culture\u2014not stuck on a slide deck. The perception of DEI doesn't come from a company statement, it comes from the lived experience of being treated like a person, not a number.<\/p>\n\n\n\n
At Workplace Edi<\/a>t<\/a>, part of my role<\/a> is to uncover the actions, systems and behaviours that shape these lived experiences. I look at this through an employee experience lens. I look at how people interact with their workplace from first contact as a candidate, through every stage of their journey.<\/p>\n\n\n\n Every story I hear is different, but the themes running underneath are often surprisingly consistent. Here are three examples of what candidates and employees say and what's really going on under the surface to create those inclusive experiences.<\/p>\n\n\n\n What it sounds like:<\/strong><\/p>\n\n\n\n \n\n \u201cAs a candidate, they responded to me and I wasn't left in the dark. The experience felt like the power had been rebalanced. I was deciding if this was the right fit for me, as much as they were. Even though I didn't get the job, I'd recommend them because they just treated me like a human.\u201d<\/em><\/p>\n\n\n\n These organisations have reimagined recruitment not as a process, but as an experience. It's supported by smart systems and tech, but driven by a mindset that places people at the centre. They've humanised what can often be a dehumanising process. When you intentionally design equitable and inclusive talent practices, you don't just hire for diversity, you build experiences that create advocacy and belonging.<\/p>\n\n\n\n A simple way to begin? Commit to treating candidates with respect and consistency\u2014sign up as a Circle Back Initiative employer. Or reach out for a review of your candidate experience at gemma@workplaceedit.com.au.<\/p>\n\n\n\n\n\n What it sounds like:<\/em><\/strong><\/p>\n\n\n\n \u201cI don't need to change who I am to belong here. In fact, to thrive I have to be myself. I'm encouraged to grow and evolve, and my perspectives are heard and acted on.\u201d<\/em><\/p>\n\n\n\n This is usually the result of a company that's moved beyond justifying the \u2018why' of DEI and has fully integrated it into their business and culture. It shows up in leadership, particularly in people managers. Research consistently finds<\/a> that 70\u201375% of employee experience comes down to a direct manager, and poor management remains the leading reason people leave roles. Inclusive leaders<\/a>, on the other hand, create psychological safety. They don't just make space for people to \u201cbe themselves\u201d, they build the kind of culture where people become their best.<\/p>\n\n\n\n Korn Ferry<\/a> notes that 40% of the traits that define inclusive leaders also define \u201cself-disruptive\u201d leaders\u2014AKA, leaders built for future complexity. But here's the catch: according to the Microsoft Trends 2021 report<\/a>, 61% of leaders say they're thriving compared to much lower rates among their teams. There's a clear disconnect.<\/p>\n\n\n \n \u201cReal inclusion shows up in leadership behaviours, but also in policies, systems and team dynamics. It's about ensuring inclusion isn't optional or inconsistent\u2014it's embedded.\u201d<\/p>\n \n <\/cite>\n<\/blockquote>\n\n\n\n What it sounds like:<\/strong><\/p>\n\n\n\n \u201cI get to do my best work because I have some choice over when, where, and how I work. There are no hidden rules, I'm not second-guessing invisible norms. And when things go wrong, people don't avoid conflict, they work through it respectfully.\u201d<\/em><\/p>\n\n\n\n \nca1d423674ce693e76929c4024f84843\n\n\n These companies have moved past the outdated idea of \u201cflexible work by application\u201d (which often comes with career penalties), and instead integrated inclusive flexibility into the heart of how work happens.<\/p>\n\n\n\n This isn't just about hybrid vs remote. It's a bigger question of how people deliver meaningful work, connect, collaborate, and grow. These organisations have examined the unwritten rules, surfaced the invisible expectations, and done the hard cultural reset. Technology supports it, but trust drives it.<\/p>\n\n\n\n\n\n They've asked (and answered) important questions:<\/strong><\/p>\n\n\n\n DEI shouldn't be a parallel program, it should be the way your business works. And candidates? They can feel the difference.<\/p>\n\n\n\n1) Candidates and employees are real people (and possibly your customers too).<\/h2>\n\n\n\n
What's happening below the surface?<\/h4>\n\n\n\n
2) Being and becoming.<\/h2>\n\n\n\n
What's happening below the surface?<\/h4>\n\n\n\n
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3) When, where, and how we work.<\/h2>\n\n\n\n
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