Despite a growing body of evidence that supports the business case for inclusion and diversity, several high-profile companies are scaling back their diversity, equity and inclusion (DEI) initiatives. This series of two articles will explore the increasing importance of DEI in the consulting sector, examining contradictions, addressing why diversity is relevant to the consulting world, and providing guidance for candidates and clients on how to recognise and support inclusive practices.
Part 1 will focus on the strategic value of DEI in consulting, while Part 2 will unpack the real-life experiences behind the statistics, addressing underrepresentation across gender, ethnicity, age, disability, neurodiversity, and social class.
Why DEI Matters More Than Ever in Recruitment
Context and Current DEI Challenges
Despite a growing body of research affirming the business benefits of diversity, equity, and inclusion (DEI), several global companies have begun scaling back or halting their DEI initiatives. While this pullback has been most visible in the United States, there is growing anxiety that similar shifts could be mirrored in the UK and Europe, especially as political and economic uncertainty influences corporate priorities.
This shift comes at a time when numerous reports and research findings continue to demonstrate the strategic value of DEI, especially in industries that rely on innovation, adaptability, and client trust, such as consulting.
Consulting firms and contractors operate across borders, cultures, and sectors. They are called upon to solve complex problems and to deliver transformative strategies. To do this well, companies and consulting firms require teams that reflect the diverse perspectives of the clients they serve and the societies in which they operate.
Studies consistently show that inclusive teams perform better. For example, McKinsey’s Diversity Wins report found that companies in the top quartile for gender diversity on executive teams were 25% more likely to outperform on profitability.
And yet, despite this wealth of evidence, there is concern that progress on DEI will potentially decline due to factors such as political and legal challenges, potential shifts in organisational structures, and the influence of the “meritocracy” argument, as Intaso highlights in its article on How DEI Will Change in 2025. This piece explores the strategic value of DEI for consulting clients and candidates alike, questions why progress continues to stall, and outlines what firms and stakeholders can do to create sustainable change.
What the Data Tells Us About Diversity in Consulting Firms
Data suggests that while consulting is slowly becoming more diverse, particularly at entry and mid-career levels, senior leadership remains heavily skewed. For example, two of the largest players in consulting are falling short of their 2025 gender diversity goals. One aimed for 40% women in its partnership by 2025 but is not currently on track to achieve this, while the other’s target was 30%, which also remained unmet, according to Consultancy.uk.
In terms of other factors, like ethnicity, progress has seemed to plateau. A recent article from The Parker Review shows that the proportion of ethnic minority partners at major firms has remained static at 18% since 2023, despite commitments to the contrary. This highlights a key gap: hiring is not enough.
Without a focus on retention, promotion, and inclusion, firms risk becoming revolving doors for diverse talent.
We can also see in The Benefits of a Diverse Workforce by Shaw Trust that there is a greater need for transparency in how firms track and disclose data. Based on data from a 2022 Department for Work and Pensions employer survey, Shaw Trust reports that only half of the responding employers currently monitor the diversity of their workforce, and less than a third of them track diversity by grade or seniority.
This means that for many companies, we are in the dark about their commitment to DEI initiatives.
While we cannot assume that the companies that fail to report their diversity statistics are not doing enough to hire diverse talent, particularly from marginalised communities, it does not shed a positive light on how much the majority of companies value diversity.
The Business Case for Diversity in Consulting
Gender and ethnicity often dominate DEI conversations, but other dimensions such as disability, neurodiversity, socioeconomic background, and age receive less attention despite being equally impactful.
For example, neurodiverse candidates or those with access requirements face barriers in consulting, from application processes that don't accommodate different needs to client-facing cultures that reward conformity. The lack of structured support systems, mentorship, and flexible work options continues to limit full participation and advancement.
Based on conversations with candidates and growing trends on platforms such as LinkedIn and Glassdoor, companies focusing on DEI are no longer an optional “nice to have”. It's a dealbreaker. In particular, Gen Z professionals now expect transparency around DEI metrics, leadership accountability, and genuine culture, not just token initiatives.
According to a Monster survey, 83% of Gen Z candidates consider a company’s DEI stance when choosing an employer or when deciding which organisations to consider applying to. This sentiment is echoed in a Forbes article, Attracting And Retaining Gen-Z Through Diversity And Inclusion, noting that companies with robust DEI strategies are more successful in both attracting and retaining younger talent.
“The more talented the individual, the more in demand they’re likely to be, and Gen-Z’s entrepreneurial spirit, which is incredibly valuable in the workplace, has a flip side; Gen-Zers have the confidence to change jobs or even leave one that isn’t quite the right fit.”
Michaela Jeffery-Morrison, Forbes Business Council
Based on this information, it seems nonsensical to draw back on DEI initiatives, particularly when the next generation of workers, alongside the communities affected by cutbacks on diversity and inclusion, have consistently stated this as a deterrent to joining a company.
This expectation is not just performative, as more diverse consulting firms are more appealing to clients and consumers. Considering that consulting firms work across borders, cultures, and industries, they require broader perspectives and adaptability. Diverse teams offer more innovative thinking and stronger client relationships.
Data from Deloitte confirms that inclusion supports increased performance. In Deloitte's High-Impact Diversity and Inclusion report, they survey 245 global organisations and more than 70 client interviews to show that organisations with inclusive cultures are 6 times more likely to be innovative, 6 times more likely to anticipate change and respond effectively, and 2 times more likely to meet or exceed their financial targets.
Thus, it would be fair for clients to ask more about team composition, supplier diversity, and inclusive practices during the procurement process. This may mean that inclusive credentials can determine the success or failure of a bid.
How to Improve Diversity and Inclusion in Recruitment
DEI in consulting must evolve from isolated hiring metrics to a holistic, embedded practice. Here’s where firms can improve:
Retention, not just recruitment: Build inclusive environments where diverse talent can thrive, not just survive.
Mentorship and sponsorship: Proactively pair underrepresented staff with senior mentors who can advocate for their advancement.
Data transparency: Regularly publish diversity statistics by level, function, and business unit.
Flexible working: Support a wider range of needs with adaptable schedules, remote options, and accessible client work.
Accountability at the top: Tie leadership performance reviews and bonuses to DEI outcomes and projected targets.
As outlined in Grant Thornton’s Women in Business 2025 report, incremental progress is not enough. Change must be intentional, structured, and measured. While DEI has become politicised in some regions, the business case remains strong and irrefutable.
In consulting, a field built on ideas, problem-solving, and transformation, diversity is an essential factor in having a meaningful impact. Rolling back on inclusion in response to short-term trends would be shortsighted. Instead, consulting firms must stay the course, investing in inclusive practices that reflect both the workforce of today and the clients of tomorrow.
DEI efforts must go beyond recruitment targets. Inclusive hiring alone is insufficient without inclusive cultures and clear progression pathways. This article is not intended to solve a problem but rather to lay out the debate and encourage more transparency, thought, and, most importantly, action to be put towards diversity and inclusion within consulting.
The next article in this series will look at the human stories behind the data.
