When we talk about inclusion in recruitment, it’s easy to focus on structure, things like job ads, interview scoring, and frameworks. And while those systems are essential, inclusion also lives in something far less tangible: the candidate experience.
It’s the tone of your emails. The clarity of your timelines. The way someone is welcomed to an interview. These touchpoints – often small, often overlooked – shape how candidates feel, and whether they walk away from the process feeling respected, heard, and valued.
At Neemar Search, we’ve been paying closer attention to this. Not just to improve the experience itself, but because it directly links to the quality of engagement we get from candidates at senior level, especially those from underrepresented groups.
Creating Confidence, Not Confusion
One of the biggest shifts we’ve made internally is in how we communicate. We’re clearer upfront about what to expect at each stage of the process. That includes sharing timelines, giving honest insight into the role and culture, and being open about flexibility, support, and adjustments.
We’ve found that just by naming what’s possible – whether that’s a video interview, extra prep time, or simplified formats – candidates feel more confident in asking for what they need. It helps level the playing field, and it shows we’re listening before we’ve even asked a question.
Consistency Builds Trust
Behind the scenes, we’re continuing to review how consistent we are across campaigns. Are candidates receiving the same level of communication? Are panels being prepped properly? Are we keeping our word on when and how we’ll be in touch?
Because while inclusion is about mindset, it’s also about follow-through. And if we say we’re committed to fairness, we need to show it in every interaction - even when someone isn’t successful.
It’s Not Just About Who Gets the Job
In leadership recruitment, the candidate experience can have a ripple effect. We’re often engaging with people who are stepping into high-stakes roles. They’re weighing up the organisation’s values, its culture, and whether they feel they belong there.
That impression doesn’t just come from the interview. It starts long before, and lingers long after. Even the candidates we don’t place will go on to talk about how they were treated. They might refer others. They might apply again. Or they might not.
Where We’re Going Next
We’re continuing to refine this side of the process, looking at candidate feedback, team consistency, and how we hold ourselves accountable to delivering an experience that reflects our values.
Because at the end of the day, getting the right people into the right roles doesn’t just depend on how we assess them – it starts with how we make them feel.
