Driving inclusive growth through EDI. Michelle Khan, Director at InterQuest, on what truly attracts and retains diverse talent

In this article, Michelle Khan, Director at InterQuest and host of the Women Who Make It Happen (WWMIH) podcast, highlights the powerful lessons shared by trailblazing female leaders who are actively reshaping the future of work. 

Drawing on stories featured in the series, Michelle spotlights how these women are advocating for EDI (Equity, Diversity and Inclusion) and embedding it into the heart of their organisations. From inclusive hiring and equitable progression to bold, culture-defining leadership, her message is clear: ED&I can’t be treated as a side initiative, it must be a strategic imperative.

Bias in the workplace is still very real. I’ve seen it firsthand… in hiring, in leadership pipelines, and in day-to-day culture. Women, especially young women of colour, are particularly affected. A recent study found women are almost twice as likely as men to face gender-based discrimination. And for young women of colour, that number jumps to 61%. Also, gender diverse individuals, such as trans and non-binary people, face even more barriers.

After working closely with hiring leaders and hearing countless stories on the WWMIH podcast, I can say this isn’t just theory, it’s a lived reality. That’s why sharing awareness about EDI and inclusive hiring really matters.

Let’s stop talking about inclusion as a goal. Let’s make it a standard

Inclusion shouldn’t just be an aspiration. It should be built into the way we do business. As leaders, we need to move beyond ticking boxes and make EDI a real driver of innovation, resilience, and long-term success.

Hiring is shifting. We’re moving towards a more holistic, people-focused approach. And that starts well before the first interview. It means hiring for potential and culture add, not just qualifications, and being intentional about challenging the unconscious biases that limit our talent pool.

As the host of WWMIH, I’ve had the privilege of hearing from women driving meaningful change. They showed me just how much impact real EDI leadership can have and their work is a reminder that effective EDI in hiring and team management isn’t just a moral imperative but the foundation of a thriving, future-ready company.

Lessons from women leading the future of inclusive hiring

The trailblazing guests on WWMIH have shared some powerful insights on what truly inclusive hiring looks like. These women are redefining Talent Acquisition and Search through practices that go beyond policy, focusing on mentorship, equitable opportunity, flexible work design, and leadership accountability.

Their insights really stayed with me as they offer practical pathways for leaders ready to embed inclusion at the heart of their business. So, I’m breaking them down to help you bring these practices into your own hiring process. And make it fairer, more inclusive, and bias-free.

Beyond the job description, find the person

My guests often highlight the importance of looking for individuals who reflect the ‘heart, passion, and soul’ of your company.

Katherine Waller, Co-founder of Six Degrees, shared in the episode that her team often hires people who may not match the original job description. That is because they are the ‘right fit’ for the company, not just the role. It is a powerful way to challenge bias and focus on potential and cultural alignment.

In my work with clients, I’ve found that when hiring teams take time to understand what “fit” means beyond skills, they often discover amazing talent they might’ve otherwise missed. That said, flexibility without clarity can also backfire. Candidates need direction, and businesses need structure. The key is in creating a hiring framework that allows for adaptability, without losing accountability.

One simple tip: add a “values and mindset” checkpoint to your interviews. Ask how candidates solve problems, communicate, or handle ambiguity. Those soft signals can say more than any CV ever could.

Challenge biases from the outset 

In my experience, bias often creeps in at the very start of the hiring process. From how job ads are written to where they’re posted, every decision can either expand or shrink your talent pool. Too often, companies say they’re committed to diversity but still rely on the same criteria, the same platforms, and the same assumptions. Then they wonder why their pipeline never changes.

Sally Singer, a Banking & FinTech Leader, shared in her WWMIH episode a moment when she refused to proceed with a day of interviews because the shortlist provided by HR consisted of only men. That pushback sent a clear message about her values, and the importance of diverse pipelines from the start.

At Oodle Finance, attracting diverse talent is a key priority. Heidi Physick, the Chief People Officer (CPO), talked in her episode about their support for thought internship programmes. Heidi expressed her enthusiasm for the 10,000 Black Interns programme, designed to bring new voices into industries where they’ve been historically excluded.

These stories highlight something I always tell clients: inclusion doesn’t start at the interview. It starts with intention.

My advice? Rework your job descriptions using inclusive, accessible language. Re-examine what’s truly “essential,” and make sure your sourcing channels aren’t just delivering the same candidates over and over. If you want different results, you have to build differently from the start.

Promote flexibility and work-life balance

Recognising that individuals have different lives and responsibilities, and how they work needs to reflect that.

In my role, I’ve seen how flexibility impacts not just candidate attraction, but who stays and thrives. The organisations that are thriving today are the ones designing work around people’s lives, not the other way around. In Talent Acquisition and search it’s clear: if you’re not offering flexibility, you’re losing talent.

Katherine Waller at Six Degrees shared a great example on WWMIH podcast. Their mandatory working hours are 9.30am to 3.30pm, with flexible hours from 6am to 1pm This approach gives people the space to work in a way that suits them and this level of flexibility not only aligns with individual needs but also fosters a deeper commitment to the business. When work fits into people’s lives, they’re more motivated to give their best.

Rebecca McLean, Director of Financial Crime at Railpen, in this episode highlighted how a supportive and flexible working environment is key for balancing work and life.

That’s something I always urge hiring teams to understand: flexibility isn’t a checkbox. It’s a conversation. Talk about it early, frame it as a strength, and co-create it with your candidate. It’s one of the most powerful ways to show your values. And in today’s job market, that matters more than ever.

Leadership as a catalyst for inclusive growth – mentorship, curiosity, and resilience

Bringing in diverse talent is only the first step. What happens next depends on how leaders manage and support their teams. Inclusive leadership is about creating space where people feel trusted, safe, and encouraged to grow, both professionally and personally.

Here are five core practices shared by WWMIH guests for leading with inclusion and intention:

1. Lead with trust, not micromanagement

Great leadership starts with trust. Sally Singer spoke about the importance of giving people space and avoiding micromanagement, respecting their privacy while trusting they’ll manage their responsibilities. April Clark, Chief People Officer (CPO) at Nest, put it perfectly in the episode about “Leading with trust, not ego”, highlighting the value of assuming good intentions and focusing on how to support employees in doing their best work. This mindset builds strong, trusting relationships that help teams thrive.

I advise hiring managers to set clear outcomes early, and then ask, “How do you want to be supported?” That small shift in language builds trust from day one.

2. Seek out mentorship and professional coaching

Mentorship can be a real game-changer in leadership development. Janthana Kaenprakhamroy, Chief Executive Officer (CEO) of Tapoly, highlights the importance of surrounding yourself with mentors but stresses that mentees should also add value to them, creating a mutually beneficial relationship for both mentor and mentee. Similarly, Sally Singer found professional coaching “incredibly useful” and mentorship “really helpful,” advising emerging leaders to seek out mentors (ideally outside their direct business area) to gain diverse perspectives.

From what I’ve seen, the best leaders – and the most effective mentors and coaches – model vulnerability. They admit mistakes. They invite pushback. And they normalise learning out loud.

One small change that’s made a big impact for me is starting team meetings with a check-in: “What’s one challenge you’re navigating?” It opens the door to real conversation and signals that openness and support are central to good leadership and mentorship.

3. Champion team success over individual recognition

True leadership is about lifting others up. Sally Singer shared a great story on WWMIH about a former boss who, after a major project, emailed bank senior leaders to highlight only the team’s work, not his own. As she put it, “As a leader, it’s not about you anymore. It’s much more about promoting and bolstering up your team”.

One simple practice I recommend during debriefs or reviews: call out at least one example of great collaboration. It’s a powerful way to shift the focus from individual stars to building strong, connected teams.

4. Adapt leadership style to individuals

Inclusive leadership doesn’t mean treating everyone the same. It means understanding what each person needs to succeed.

Recognising that ‘one size does not fit all,’ Rebecca McLean describes her leadership style as ‘adaptable’. She takes time to get to know her team, how they communicate, and what helps them do their best work. This kind of empathy-led leadership helps foster stronger relationships and helps everyone perform at their best, especially in fast-paced or hybrid environments, where assumptions can easily go wrong.

One thing that I always recommend is to create “user manuals” with your team. These short profiles outline how someone works best, what support looks like for them, and what to avoid. It’s a simple tool that makes onboarding smoother and helps teams click faster.

5. Bridge the “Inclusion Gap” and stay open-minded

Creating a truly inclusive workplace requires ongoing effort to close the “inclusion gap” which is the space between overall EDI metrics and the real, lived experiences of people from diverse backgrounds, like ethnic minorities, neurodivergent individuals, and LGBTQ+ professionals. 

April Clark talked about this on WWMIH, highlighting that the real work lies in closing this gap by fostering environments where everyone feels they truly belong and can be themselves. Establishing supportive network groups can create safe spaces for dialogue and expression.

In my work, I see this gap most clearly with neurodivergent and LGBTQ+ professionals. They’re present, but often silent. True inclusion means asking better questions, listening more deeply, and being willing to unlearn what we think we know.

I recommend quarterly anonymous pulse surveys focused not on satisfaction, but on belonging. Ask things like: “Do you feel safe to speak up?” and “Do you see people like you succeeding here?”

We grow through inclusion, so let’s lead with it

If there’s one thing I hope leaders take away from this, it’s that inclusion cannot be a side project. It should be a business imperative.

What I’ve learned through the WWMIH podcast is that real change happens when leaders listen, stay open, and commit to creating environments where everyone can belong and contribute. Whether it’s flexible working, values-based hiring, or leadership that puts people first, these aren’t just trends. They’re what make people stay. They’re what unlock true potential.

I don’t believe there’s one perfect blueprint. But I do believe we all have a responsibility to keep learning, keep questioning, and keep building workplaces that value all people – regardless of their beliefs and background as each individual brings something unique that enriches the collective.

The guests on WWMIH have shown me that when we invest in equitable hiring, flexible cultures, and leadership that listens, we create real impact. We attract better talent. We retain it. We build stronger, more innovative teams.

To get access to all the episodes of Women Who Make It Happen, find the podcast series on Youtube, Spotify or Apple Podcasts. If you’d like to be featured, get in touch by contacting: michelle.khan@interquestgroup.com