Building a diverse and inclusive workforce doesn’t start with a policy document. It starts with the hiring process, and the small, practical decisions made at every stage of it.
The firms that get this right aren’t doing anything radical. They’re being deliberate. They’re removing barriers that were never necessary in the first place, and making sure the process gives every candidate a genuine opportunity to show what they can do.
This checklist is designed to be used. Work through it before your next hire, share it with whoever’s involved in the process, and be honest about where the gaps are.
Job design and description
- Remove unnecessary academic or experience requirements, if they’re not essential to the role, they’re a filter, not a standard
- Use clear, skills-focused language and avoid jargon or bias-coded terms
- Emphasise potential alongside experience
- Include a visible, specific commitment to diversity and inclusion, not just a boilerplate line
Sourcing candidates
- Use a wide range of channels, not just the usual ones
- Partner with organisations that support underrepresented groups in law
- Push for diverse candidate shortlists, and challenge your recruiter if that’s not happening
- Work with recruiters who take inclusive hiring seriously and can evidence it
Application process
- Keep the application simple and accessible
- Consider anonymised CV screening to reduce unconscious bias at the first stage
- Use contextual recruitment tools where available
- Ensure the process is fully accessible for candidates with disabilities
Interview process
- Use structured, consistent interview questions for every candidate
- Train interviewers on unconscious bias, and refresh that training regularly
- Aim for diverse interview panels wherever possible
- Assess on competencies and evidence, not instinct or “fit”
Assessment and decision-making
- Use clear, objective scoring criteria agreed in advance
- Document decisions, transparency protects against bias and supports review
- Avoid informal hiring conversations that bypass the process
- Create space to actively challenge bias when it shows up in hiring discussions
Candidate experience
- Communicate clearly and promptly at every stage
- Provide feedback where possible; it’s good practice and reflects well on the firm
- Treat every candidate consistently and with respect, regardless of outcome
Offer and onboarding
- Apply fair and consistent salary benchmarking, pay gaps often start at offer stage
- Offer flexible working options where the role allows
- Provide structured onboarding, not just a first-day induction
- Assign a mentor or buddy to support new joiners in their first weeks
Ongoing review
- Track diversity data across hiring stages to identify where candidates are dropping out
- Review hiring practices regularly, not just when something goes wrong
- Align recruitment strategy with your wider ED&I commitments
The bottom line
Inclusive hiring isn’t about lowering standards. It’s about removing the barriers that stop talented people from getting through the door, and making sure your process is actually finding the best person for the role, not just the most familiar one.
The firms that take this seriously don’t just build more diverse teams. They build stronger ones.
If you’d like a sense check on your hiring process or want to talk through how to make your recruitment more inclusive in practice, we’re always happy to help.