Looking for the best talent? Widen the net

By Michael Barrington-Hibbert

In the many years I have been advising financial services clients on diversity it would appear that a sea change in attitudes has taken place. Driven by the requirements of a global economy and the search for growth beyond traditional regional borders, the benefits and bottom line impact of hiring a diverse team are well recognised by the senior leaders I talk to.

But do they really do it?

Unfortunately, in many cases, the answer is no. Yes, in the BRIC economies it is acknowledged that it is essential to hire people on the ground. Yes, a cultural fit is an absolute requirement,  for example, in many parts of the Middle East. Yes, it is helpful to employ individuals that already understand the drivers of a

successful business relationship in Japan. Yes, we can all understand the economic benefits of hiring graduates straight from Tsinghua University, China or the University of Mumbai.

But why, when I visit clients in their own offices and on their own trading floors have the faces not changed. Or, correction, not changed much. Despite any number of diversity officers, diversity programmes and, in many cases, lengthy diversity reports.

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