Talent resourcing in a global corporation: a critical evaluation of diversity in recruitment

This study draws upon theoretical perspectives from the Resource-Based View (RBV) and diversity management to critically evaluate talent resourcing practices and their diversity and inclusion (D&I) outcomes. In particular, it explores whether the implementation of D&I initiatives, including diversity recruitment, fosters a truly diverse and inclusive workforce, with an emphasis on gender diversity. The documented benefits of gender diversity, leveraging unique skills women bring, are well-established in existing literature. Through qualitative and quantitative data, a case study in a UK-based global energy corporation uncovers barriers to effective D&I and talent resourcing efforts, including a preference for internal and word-of-mouth recruitment and the influence of old boys' networks, as well as senior executives’ resistance to change. Our findings underscore the contradiction between these practices and the equality principles advocated by D&I discourse, perpetuating existing gender disparities in the energy sector. We propose expanding the diversity-RBV framework to incorporate the pivotal role of senior leaders in successfully executing D&I initiatives and sourcing diverse talents, particularly females.