Doubling women’s share of hires across a portfolio of GCC clients.
We had set diversity targets before and watched them drift. This time the number moved and stayed moved, because it was built into how the hiring actually ran.
The outcome, in numbers.
The situation
Many clients shared the same gap: a genuine commitment to gender diversity and DEI, and real difficulty converting it into hires. Reaching the right pools, keeping pipelines consistent, and turning intent into offers were where the effort stalled.
Diversity numbers that move for one quarter and slide back are common. The harder goal was a shift that held.
What we did
We ran diversity hiring as a specialised capability rather than a label on a normal search. The model worked on five fronts at once: a maintained database of diverse talent, an active presence in diversity forums and communities, a team focused only on diversity mapping, distinct sourcing methods, and curated hiring drives built for inclusive roles.
Doing all five together is what gave the work both reach and relevance, instead of a single tactic that produces a spike and then fades.
- 01 A maintained database of diverse talent, built and kept warm over time.
- 02 Active participation in diversity forums and communities for real reach.
- 03 A dedicated team focused only on diversity mapping.
- 04 Distinct sourcing methods and curated drives designed for inclusive roles.
The outcome
Across these mandates, women’s share of hires rose from 19% to 37%, and broader DEI hiring grew from zero to 5%. Both held as a sustained pattern rather than a one-quarter jump.
The gain came from treating inclusion as an operating capability the clients could rely on repeatedly, not a campaign that had to be restarted each time.
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