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—not 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.
At Workplace Edit, part of my role 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.
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.
1) Candidates and employees are real people (and possibly your customers too).
What it sounds like:
“As 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.”
What's happening below the surface?
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.
A simple way to begin? Commit to treating candidates with respect and consistency—sign up as a Circle Back Initiative employer. Or reach out for a review of your candidate experience at [email protected].
2) Being and becoming.
What it sounds like:
“I 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.”
What's happening below the surface?
This is usually the result of a company that’s moved beyond justifying the ‘why’ of DEI and has fully integrated it into their business and culture. It shows up in leadership, particularly in people managers. Research consistently finds that 70–75% of employee experience comes down to a direct manager, and poor management remains the leading reason people leave roles. Inclusive leaders, on the other hand, create psychological safety. They don’t just make space for people to “be themselves”, they build the kind of culture where people become their best.
Korn Ferry notes that 40% of the traits that define inclusive leaders also define “self-disruptive” leaders—AKA, leaders built for future complexity. But here’s the catch: according to the Microsoft Trends 2021 report, 61% of leaders say they’re thriving compared to much lower rates among their teams. There’s a clear disconnect.
“Real inclusion shows up in leadership behaviours, but also in policies, systems and team dynamics. It's about ensuring inclusion isn't optional or inconsistent—it's embedded.”
3) When, where, and how we work.
What it sounds like:
“I 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.”
What's happening below the surface?
These companies have moved past the outdated idea of “flexible work by application” (which often comes with career penalties), and instead integrated inclusive flexibility into the heart of how work happens.
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.
They’ve asked (and answered) important questions:
- What does flexibility really mean to our people?
- What inequities might this model create—and who benefits or misses out?
- How do we stay connected with purpose, not just presence?
- What rituals and rhythms help us thrive?
DEI shouldn’t be a parallel program, it should be the way your business works. And candidates? They can feel the difference.
If you want support to review or reimagine your employee experience through an inclusion lens, get in touch with me at [email protected].
About the author
Gemma Saunders (she/her) is the Founder of Workplace Edit and has a list of experience and accolades including leading Medibank to become the first national employer to remove primary and secondary carer labels from their parental leave policy, being a finalist at the LGBTI Awards and being on the board of Wear It Purple and Minus18 — charities that do pivotal work in diverse gender and sexuality inclusion. Gemma has led Workplace Edit since 2019 and worked with approximately 30 iconic brands through a range of consulting gigs and collaborations including Afterpay, Linktree, Global Fashion Group, Arnott’s, Sportsbet, and Circle In. Gemma is proudly queer, a graduate of the Australian Institute of Company Directors and has been listed in HRD's hotlist. By embodying core values of courage, impact and curiosity, Gemma has led game-changing parental leave policy reform, overhauled flexible working models, and transformed employee experience strategies resulting in sustainable change and multiple awards.
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