Challenge: A leading national construction firm faced challenges in recruiting and retaining diverse talent, particularly in project management and leadership roles. The organization sought to enhance its diversity pipeline while maintaining excellence in a competitive industry.

Assessment & Strategy: We began with a comprehensive assessment of their existing talent acquisition and retention processes, identifying key areas where biases and systemic barriers were impacting diversity outcomes. Based on these insights, we developed a tailored strategy that included restructuring recruitment processes, implementing structured interview protocols, and launching a leadership development program focused on diversity.

Results: Within 18 months, the firm saw a 16% increase in diverse hires, particularly in management roles. The inclusive leadership program led to higher employee engagement scores and improved retention rates among underrepresented groups.

Challenge: An engineering and construction company faced resistance to hiring and promoting diverse talent, with some leaders expressing concerns that doing so would be “lowering their standards.”

Assessment & Strategy: Through a comprehensive assessment of leadership attitudes and team dynamics, we uncovered deep-rooted biases and misconceptions about what constitutes talent and qualifications. These biases were contributing to systemic barriers within the organization.

Results: By implementing targeted one-on-one coaching sessions with key leaders, we were able to dismantle the misconception that diversity equated to lower standards. This coaching helped shift mindsets, allowing leaders to recognize and appreciate the value of diverse perspectives and talents.

Challenge: A national infrastructure company was facing resistance to its DE&I initiatives, particularly among middle management. The company needed a strategy to demonstrate the business value of inclusion and drive leadership buy-in.

Assessment & Strategy: We conducted a thorough assessment of leadership attitudes toward DE&I, identifying areas of resistance and knowledge gaps. Leveraging this data, we crafted a business-centric DE&I strategy aligned with company objectives.

Results: Middle management buy-in grew significantly, with a 19% increase in engagement with DE&I training initiatives as measured by employee engagement.

Challenge: A construction firm specializing in large projects wanted to address systemic barriers in its talent pipeline, particularly in sourcing and integrating diverse leadership.

Assessment & Strategy: Through a detailed assessment of their recruitment and performance evaluation processes, we identified barriers to diverse talent integration. We developed a strategy to overhaul their hiring practices, reduce biases in evaluations, and launch a mentorship program aimed at advancing diverse talent.

Results: The firm achieved a 17% increase in the diversity of its leadership pipeline within two years.

Challenge: One of the greatest challenges for highly successful companies, particularly in professional services firms, is acknowledging areas for improvement. Our current state analysis—incorporating web-based surveys, focus groups, targeted interviews, and an in-depth review of existing policies—revealed a notable lack of diversity, with very few women and only one person of color in leadership.

Assessment & Strategy: We conducted an assessment of the consultancy’s regional engagement and inclusion practices, identifying disconnects in communication and support systems. We then developed a customized strategy that included different business units. Addressing these sensitive issues required a high level of finesse and sophistication to guide leadership toward recognizing opportunities for growth.

Results: Overcoming the biggest hurdle, however, was the resistance among managing partners, who often questioned the need for change. There was a heightened sensitivity for what it’s like to be the other. An accountability plan was put in place for each leadership practice.

Challenge: A geotechnical engineering firm was struggling to embed inclusion within its high-pressure, project-driven culture. The firm aimed to align its DE&I initiatives with business objectives, particularly as it integrated remote work to diversify its talent pool for specialized projects. However, a significant challenge emerged with senior employees who excelled as “super contributors” but lacked the skills to effectively lead people, which negatively impacted team engagement and performance.

Assessment & Strategy: During the initial assessment, it became clear that the firm's approach of promoting top individual performers into leadership roles was counterproductive. These "super contributors" were technically proficient but struggled to manage teams, resulting in decreased morale and lower project satisfaction among team members. While this was not the anticipated outcome of the assessment, addressing this misstep became critical to improving employee engagement.

To correct course, we developed a strategy that focused on identifying individuals with actual leadership capabilities rather than simply rewarding technical expertise. This included implementing leadership training programs specifically designed to develop people management skills, while reallocating "super contributors" to roles where their strengths could be maximized without requiring them to lead teams. Additionally, remote workers were integrated into project teams to bring diverse perspectives and skills.

• By realigning team leadership and focusing on developing true leadership skills, the firm aimed to achieve a 15-20% increase in employee engagement scores on those specific teams, as measured through semi-annual surveys.

• Shifting away from “super contributor” leaders was projected to improve team cohesion and project satisfaction for those team members by 10-15%, based on internal project feedback and performance metrics.

• The integration of remote, diverse talent was anticipated to enhance project outcomes, leading to the first time breakthrough of diverse talent within the firm.