Overview of the challenges

The challenges are part of the 10 building blocks in this D&I kit. The challenges challenge you to reflect on the contents of the D&I kit.


No time for a full staff survey? Then do a quick pulse survey. Pulse surveys are short, high-frequency questionnaires that can be used in addition to or instead of an extensive employee satisfaction survey. The questionnaires are designed to be administered on a weekly basis. Just as human health can be monitored by checking the pulse, the health of an organisation can be measured with a pulse survey. 

Want to know more about this? Read more under the building block Build support for inclusion.


Are you doing a good job with your employer brand? Try to answer these questions for your own organisation. Always make the link with inclusion:

  • Do you know what you stand for as an employer, in terms of inclusion?
  • What 5 characteristics do your employees believe make an inclusive organisation?
  • Do you know exactly what (future) employees are looking for in terms of inclusion?
  • Do you know which inclusion criteria to focus on? Examples of inclusion criteria are age, gender, race, ethnicity, marital status, educational experience, language, type of occupation, physical activity, medical, psychosocial and emotional.
  • What does your plan of action for the development of your inclusive employer brand look like?

Want to know more about this? Read more under the building block Strenghten your employer branding.

Before looking for ways to broaden your recruitment field, take a look at your current recruitment and selection network. What is your current basis?

The questions below can help you take stock of the situation.

  • Which job platforms do you usually choose for your vacancy texts?
  • Which organisations do you contact to ask if they can distribute/publish the vacancy ad?
  • On which social media channels do you post vacancy ads?
  • Do you use influencers? If so, who?
  • Which colleagues post vacancy ads on their social media channels?
  • Organising an informal meetup?
  • How do you make contact with job seekers in an informal, low-threshold way?
  • Does the vacancy qualify for Open Hiring?

Want to know more about this? Read more under the building block Expand your recruitment channels.

There are many online tests that offer more insight into your implicit attitudes on the basis of words that you associate with people of a certain skin colour or origin. Your hidden preferences are determined by your reaction speed. The test takes about 10 minutes.

A well-known test is the Harvard Implicit Association test. It is important not to be blinded by the methodology used or the exact outcome of the test. What matters is the realisation that everyone is biased. Subconscious mechanisms often (unconsciously) influence how you read, categorise and interpret things. It is important to be aware of this and to take responsibility for discovering how bias influence your (professional) actions.

Wil je hierover meer weten? Lees verder onder de hefboom Geef (on)bewust vooroordelen geen kans.

Recall an experience in which you felt really uncomfortable because of a less than successful approach to diversity in your workplace.

  1. First describe as objectively as possible what happened.
  2. Then write down what you felt and thought about these facts. Also write down your interpretation of the feelings and reaction of the other people involved.
  3. Are the people involved still present in your company or organisation? Do you think you can talk to them about the incident? How would you best go about this so that it becomes a desirable and constructive conversation for everyone? If a direct conversation with those involved is not or no longer possible, how can you check your interpretation of the incident? Who could you speak to? What should you read? Listen to? View?
  4. Have you gathered additional information and perspectives? Now try to formulate a nuanced opinion of the incident. What went wrong? What, if anything, was going well? Above all, note what you learn from the experience; what will you do differently in the future?

Want to know more about this? Read more under the building block Inspire with nonviolent communcation.

You can also apply the four steps of connecting communication to feedback on the selection process. Unsuccessful candidates are often not informed of the reason, or a standard reply is sent. This is a great learning opportunity for the candidate. Substantive feedback also strengthens inclusive employer branding. Prepare your feedback according to the steps of connecting communication:  

1. What happened during the selection process? 

2. What impression or feeling did this perception create in the selection committee?

3. What does the organisation need? Which important values apply?

4. What could help the candidate to do better next time?

Want to know more about this? Read more under the building block Inspire with nonviolent communcation.

You, too, were once recruited for the position you now hold. Think back to your own selection. How did it go? And how does it relate to the job you are actually doing now?

- Look at your CV and covering letter again. With what you know now about your job, did accentuate the right qualities?

- How did the interview go? Who interviewed you? Are these the people with whom you are effectively working today?

- Did you take any tests? Do you feel that they effectively tested what you now do on a daily basis?

Based on your own experience, try to find three points for the improvement of future selections conducted by your organisation. Then discuss them with your board, management or a colleague in a leadership position. Do these colleagues recognise these points for improvement? Do they find the points feasible? Why - or why not?

Want to know more about this? Read more under the building block Select an effective selection procedure.

Research shows that we process images 60,000 times faster than text. Have you thought of introducing your candidates via a video next time? This replaces the covering letter with a video of the applicant lasting no more than 60 to 90 seconds. With today's smartphones, almost everyone has the ability to record a good quality video. 

To avoid job seekers just presenting a summary of their CV you could, for example, ask them to film how they start their day, or tell you about their hobby. This lets you get to know the applicants very quickly, get an idea of who they are, and experience their enthusiasm and passion.


Want to know more about this? Read more under the building block Select an effective selection procedure.

Crucial to a positive job interview is the use of inclusive language. How far has your organisation got? Answer the following questions and find out how you can generate a lot of profit with small effort.

  1. Does your organisation use jargon? Do you use language with many organisation-specific terms and/or abbreviations? Draw up a list and avoid these terms during a job interview. Also apply this list during the onboarding of new employees.  
  2. Involve your colleagues in the sector. Make a call on social media for as many sector-specific words and expressions as possible, to add to the list.
  3. Also consider non-verbal signals. Does your organisation or sector have an (unspoken) dress code? Observe for a few days and clarify for yourself and your colleagues what the dress code rules are. How do they affect interpersonal communication and mutual perceptions?

Want to know more about this? Read more under the building block Have a positive, objective job interview.

What are the advantages of objective selection?

  • A professional way of working, because you select according to a fixed and well-founded pattern.
  • A more conscious and objective selection because there is less room for gut feeling.
  • Reasoned choices and increased transparency about the selected candidates.
  • Better feedback to candidates, increasing transparency.


Which of the above benefits are relevant to your organisation?

Link a concrete action point to each chosen benefit:

(1) How will you achieve this benefit?

(2) Within what time frame?

(3) By what means?

Put these action points on the agenda of your next meeting with your manager. Tell them you want to work towards a more inclusive recruitment and selection process in this way, and immediately indicate what support you need to achieve this.

Want to know more about this? Read more under the building block Find the perfect match.

An onboarding brochure welcomes the new employee and gives concise information about the organisation. It provides a readable summary of the most important issues in the organisation's house and work rules.

Visualised information is better remembered than written text. Include visuals of the workplace (employees, buildings, departments, etc.).

Gevisualiseerde informatie wordt beter onthouden dan geschreven tekst. Hanteer foto’s van op de werkvloer (medewerkers, gebouwen, afdelingen, enz.).

What do you include in a welcome brochure? Select the topics of interest to your organisation. Consider a cover with the name, address and a visual of the organisation. A table of contents will contribute to structure and overview, and allows the reader to find the necessary information quickly.

Want to know more about this? Read more under the building block Invest in an inclusive onboarding policy.