Inclusive Practices in Recruitment
#breakthebias
#recruitment
#talentmanagement
Recruitment processes at MSD varied market to market and division to division, which led to candidates not having consistent experience across the organization. Our internal engagement survey showed that the employees didn’t feel they had equal opportunities applying for the roles and felt that sometimes relationships matter more than their experience and skills. We saw a decrease in engagement and low scores for Internal Career Opportunities questions in the survey.
A new Global Job Policy was implemented in 2024, stating that all roles are to be posted, with no placements. A Structured Selection process was rolled out globally in 2023 to try to ensure that we have a similar candidate experience. The panel interview was implemented to counter unconscious bias.
Hiring Manager training was conducted to emphasize the importance of following the recruitment process and included a focused discussion on unconscious bias. In Q1 2025, new assessments were implemented and thoroughly tested for usability, with particular attention given to ensuring accessibility and fairness for neurodiverse candidates.
Over the past years, our journey has led to the widespread adoption of newly implemented practices. As a result, we have seen a marked increase in diversity within our recruitment decisions, along with a broader range of candidate profiles applying for positions.
This Best Practice was first published in the Gender Intelligence Report 2025.
MSD Switzerland has always aimed for fair recruitment practices, ensuring equal opportunities for all talents within the company. Despite these efforts, internal engagement surveys have highlighted a significant challenge: many employees felt they were not given adequate opportunities to present themselves for available roles. This issue stemmed from the fact that there was no single standard for a recruitment process, and some positions were part of informal succession plans that were not formally documented within the system, leading to managers having a preferred candidate for the role.
The challenge identified in our recruitment practices presented a valuable opportunity to refine and enhance our strategy. Our primary goal was to develop an inclusive hiring process that ensured equal opportunities for all candidates and transparency of the process. To achieve this, we focused on assessing candidates based on their skills and experience rather than every manager following their preferred interview style and pre-existing relationships. It was crucial to avoid unconscious biases that managers may have had. Even if there was a preferred candidate, transparency was maintained to ensure it did not determine the final decision. Succession plans were formal, documented, and reserved for senior leaders. Increasing transparency in the recruitment process was essential to ensure all employees were aware of available opportunities. Regular feedback mechanisms were implemented to gauge employee perceptions of the recruitment process and make necessary adjustments.
MSD Switzerland developed a competency framework that defined the skills and experiences required for each role. These skills were added to job postings, enabling employees to match their profiles and enhance their chances. A structured selection process was implemented for interviews, focusing on assessing candidates’ relevant skills and experiences to avoid biases. Behavioral and situational interview questions based on the company’s “Enterprise Leadership Skills” (ELS) framework were utilized. Additionally, MSD Switzerland introduced the Personal Leadership Profile (PLP) assessment for hiring. The PLP explored candidates’ preferences, tendencies, and work styles, providing insights into their strengths and areas for growth, particularly concerning the ELS framework.
Standardizing recruitment has driven measurable improvements in diversity and engagement across MSD.
The changes to the recruitment processes made by MSD Switzerland had a transformative impact. As recruitment practices improved, employee morale experienced a notable increase. This heightened sense of morale subsequently led to higher overall engagement scores in internal surveys. Additionally, the more inclusive and fair recruitment process fostered a stronger organizational culture where employees felt valued and empowered. This cultural shift resulted in better business outcomes, characterized by increased productivity, improved team dynamics, and enhanced innovation. The presence of diverse teams spurred creativity and effective problem-solving, ultimately driving the organization towards greater success.
The Employee Referral Program is designed to encourage our current employees to recommend their external connections from their personal and professional networks to apply for open positions at MSD. This way they can refer candidates whose profile matches the skills required for the job role, but also someone they trust and who aligns with the values of our company. For any applicable successful hiring, the referring employee will receive a referral award. The number of possible referrals is unlimited. This initiative helps expand a professional network, enjoying the rewards. Additionally, we offer Personal Leadership Profile (PLP) assessment for both hiring and development purposes, interview guides and learning sessions for hiring managers.
For more information about this Best Practice, reach out to the author:
Daria Tyuvina
HR Director
daria.tyuvina@msd.com
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