When you’re looking for your next job, salary and career progression will naturally be high on the list.
But they aren’t the only things candidates are considering.
Increasingly, people want to know what it will actually feel like to work somewhere. What does the culture look like? What does the organisation stand for? Will they be listened to? Will they have opportunities to progress? And, perhaps most importantly, will they see people like themselves represented within the business?
For employers, these questions can have a direct impact on who applies for their vacancies in the first place.
Candidates are looking beyond the job description
A job advert might tell you about the responsibilities, salary, benefits and experience required. But candidates are increasingly looking beyond the job description when deciding whether an organisation is somewhere they want to work.
Company websites, LinkedIn profiles, employee stories, leadership teams and employer reviews can all give candidates an insight into an organisation's culture before they ever submit an application.
That means the candidate experience often starts well before the first conversation with a recruiter or hiring manager. For someone considering a new opportunity, seeing a workplace where different backgrounds, experiences and perspectives are represented can make a meaningful difference.
After all, would you apply to a company where you couldn't see yourself fitting in?
Research highlighted by Diversity Mark found that two thirds of job hunters indicated that diversity was important to them when evaluating companies and job offers. Diversity Mark also points to the role that visible commitment to diversity and inclusion can play in attracting a deeper pool of candidates.
This doesn't mean every candidate will make a decision based solely on an organisation's diversity credentials. It does mean that, for a significant proportion of the workforce, inclusion is part of the overall picture.
Representation can influence whether someone applies
Representation matters because it can help candidates picture themselves succeeding in an organisation.
Imagine a woman considering a role in an industry where senior positions have traditionally been dominated by men. If she looks at the company's website and sees an entirely male leadership team, she may naturally question whether there is a genuine pathway for her to progress.
The same can apply across ethnicity, disability, age, sexual orientation, socioeconomic background and many other areas of diversity. This isn't about expecting an organisation's workforce to perfectly mirror every candidate who applies, but about asking whether your organisation is creating an environment where people from different backgrounds can genuinely see a place for themselves.
Research from PwC has previously found that positive role models and leadership diversity can influence how candidates assess prospective employers, particularly in sectors where certain groups are underrepresented. According to this research, 61% of women look at the diversity of an employer's leadership team when deciding whether to accept a job, while 67% look for positive role models similar to themselves. This was particularly significant in traditionally male-dominated sectors, including Engineering & Construction, where 82% of women said positive role models were a factor in their decision.
For employers, that makes representation more than an internal HR consideration. It can become part of the attraction strategy.
Inclusion needs to be more than a statement
Of course, candidates are increasingly able to spot the difference between genuine commitment and good marketing.
Adding a line about being an "equal opportunities employer" to a job advert is unlikely to tell someone much about what it is actually like to work for you. Candidates want to see evidence.
That could mean:
A leadership team that reflects a range of backgrounds and experiences
Clear opportunities for progression and development
Flexible working practices that support different needs
Employee networks and initiatives that have a genuine purpose
Inclusive recruitment processes
Accessible workplaces and technology
Transparent policies around equality, diversity and inclusion
Employees being given a genuine voice
Leaders being accountable for making progress
None of these things should be introduced simply because they look good on a careers page.
The strongest employer brands are able to demonstrate that their values are reflected in the day-to-day employee experience.
Recruitment plays a part too
There is also a responsibility on the recruitment process itself.
An organisation can have a strong culture and positive intentions, but if its hiring process unintentionally discourages certain candidates, those efforts may never reach the people they are intended to support. That means looking at everything from how job descriptions are written and where vacancies are advertised, through to how candidates are shortlisted, interviewed and assessed.
Recruiters can play an important role here by challenging assumptions, widening talent pools and helping hiring managers focus on the skills and experience that genuinely matter for a role.
At VANRATH, we work with candidates across Northern Ireland every day, and one thing we see consistently is that people want more than a job title. They want to understand the opportunity in front of them and whether the organisation behind it is somewhere they can see themselves building a career. That conversation starts with understanding the individual, not simply matching a CV to a job description.
What can employers do?
If you're reviewing your approach to diversity and inclusion, start by looking at your organisation through the eyes of a prospective candidate.
Search for your own company online.
Look at your careers page. Review your recent LinkedIn content. Look at the people featured in your employer branding. Consider who candidates see when they look at your leadership team.
Then ask yourself:
"Could someone from a different background look at this and genuinely see themselves here?"
If the answer isn't always yes, that doesn't necessarily mean your organisation has failed. It could simply highlight where there is an opportunity to improve.
Diversity and inclusion is a journey rather than something that can be completed with a policy or a single initiative. The important part is being willing to look honestly at where you are, listen to your people and take meaningful steps forward.
The candidate perspective matters
Ultimately, recruitment isn't just about convincing someone to accept an offer.
It's about creating an environment where the right people want to apply, feel comfortable throughout the process and can see themselves succeeding once they join.
For candidates, culture and values are increasingly part of that decision.
For employers, that means the question isn't simply:
"How do we attract more candidates?"
It is:
"What kind of workplace are we showing candidates, and can they see themselves being part of it?"
Because if someone doesn't see themselves in your organisation, they may never apply in the first place, and you could be missing out on talented people before the recruitment process has even begun.
Turning commitment into action: our Diversity Mark journey
At VANRATH, we believe this is something businesses need to demonstrate through action, not simply talk about which is why we are proud to be Diversity Mark accredited.
For us, being part of Diversity Mark is about more than displaying an accreditation. The framework gives organisations a structured way to assess where they are, identify areas for improvement, set meaningful targets and demonstrate progress. Accreditation is independently assessed, with organisations also required to provide annual progress updates.
For candidates, seeing that an organisation has made a formal commitment to diversity and inclusion can provide another indication of the culture they could be joining. Diversity Mark itself reports that two thirds of job hunters say diversity is important when evaluating companies and job offers, while its accreditation guidance highlights the role of an inclusive culture in attracting and retaining talent.
Why should other businesses get involved?
If your organisation is serious about improving diversity and inclusion, you don't have to have everything figured out before you start. In fact, that is one of the reasons frameworks such as Diversity Mark can be useful.
Becoming a signatory gives organisations access to guidance, toolkits, peer support and a wider network of businesses working through similar challenges. Accreditation then provides a framework for measuring progress and receiving independent feedback.
For employers, that can mean moving the conversation from:
"We should probably do more around DEI." to: "Here is where we are, here is where we want to get to, and here is how we are going to measure our progress." and that distinction matters to candidates.
People don't expect every organisation to have a perfect record on diversity and inclusion. What they increasingly want to see is honesty, commitment and evidence that an employer is prepared to keep improving. For businesses competing for talent, that can make a real difference.
Looking to strengthen your recruitment approach?
At VANRATH, we support organisations across Northern Ireland with permanent and interim recruitment, helping businesses connect with the right people while delivering a positive candidate experience throughout the hiring process.
If you're hiring and would like to discuss your recruitment needs, get in touch with our team at hello@vanrath.com or 028 9033 0250.