在谢菲尔德-海沃氏,我们的目标是为我们的合作机构和个人带来重大改变。我们相信,真正的成功不仅要以经济收益来衡量,还要以对社会的积极贡献来衡量。
在谢菲尔德-海沃氏,我们致力于营造一个包容和多元化的环境,让每个人都能感受到被重视、被尊重,并有能力贡献自己的独特观点。我们认识到,多元化包括各种经历、背景和身份,我们相信,创建这种文化能够加强我们的创新能力,推动我们取得成功。我们致力于公平,积极应对挑战,确保所有员工机会均等。我们努力培养一种有归属感的文化,让每个人都能茁壮成长、有意义地参与并发挥自己的潜能。




我们的全球 DEI 工作组的成员来自谢菲尔德-哈沃斯的各个地区和团队。我们有六个专业小组,负责推动我们的教育和思想领导工作。
高管团队中性别多样性排名前四分位的公司,盈利能力超预期的可能性高出 21%,创造卓越价值的可能性高出 27
高管团队种族/文化多样性排名前四分位的公司,其行业领先的盈利能力要高出 33% 。
盖尔-普里查德(Gaelle Pritchard)与塔拉-坎宁安(Tara Cunningham)谈到了组织应如何采取更注重技能的方法来满足其招聘需求,以及神经变异者能为组织带来什么。
We’re passionate about giving back to our communities. We’ve raised tens of thousands of pounds for charities such as Cancer Research, Make A Wish Foundation, Spinal Muscular Atrophy, and LGBTQ+ groups. We offer all our staff two paid days off per year for volunteering.
CASE NOTE 01 | STRATEGY CONSULTING AND AI ADVISORY
Client: Global strategy consulting firm, name redacted.
Status: Confidential.
Retained to help build the firm’s new AI advisory practice, a strategic growth priority. The mandate anchors the capability with senior product leadership.
The brief pairs applied AI and software product depth with a record of originating and selling complex senior advisory work. Appointees have to operate credibly with chief product, technology and data officers, and with private equity technology teams.
Built on a 12-month partnership with the firm, working as a retained search partner across the practice. We source senior product leaders who bridge applied AI, software product and advisory sales.
Four senior appointments completed and three further appointments in progress, alongside more than 500 management consulting hires delivered across the practice.
CASE NOTE 02 | CONSULTING AND DIVERSITY
Client: Global professional services firm (Big Four), name redacted.
Status: Confidential.
Over five years we ran a series of executive searches and pipelines to build lasting engagement with senior female talent across the firm’s UK and Middle East practices.
Success depended on the client giving additional time to engage female talent, flexibility on traditional career-path criteria, a supportive interview process with diverse interviewers and sponsors, and candidate access to senior leaders.
Of 23 Partner appointments made since 2018, 65 per cent were female.
CASE NOTE 03 | TECHNOLOGY AND DIGITAL, DIVERSITY
Client : Global technology and consulting firm, name redacted.
Status: Confidential.
An EMEA-wide engagement in 2023 and 2024 to appoint female SAP leaders in finance and supply chain transformation.
We mapped 143 female partner-level targets in SAP consulting across the region.
Two female Partner appointments: an SAP Centre of Expertise Partner for Denmark, and a pan-European SAP market Partner.
Region
CASE NOTE 04 | STRATEGY CONSULTING AND DIVERSITY
Client: Global management consulting firm (MBB), name redacted.
Status: Confidential.
The firm set out to improve diversity in its Middle East consulting team at Partner-1 and Partner-2 levels. Regional diverse talent was scarce, so we recommended a global pipeline of candidates open to relocation.
We searched Tier 1 and Tier 2 strategy firms and industry candidates with strategy backgrounds, built three pipelines by availability to relocate, and approached 13 per cent more female targets to balance the outcome.
Every individual hired from the pipeline was gender diverse.
CASE NOTE 05 | BUSINESS SERVICES, PRIVATE EQUITY BACKED
Client: Global data and information services firm (PE-backed), name redacted.
Status: Confidential.
Following private equity investment, this data and information services business appointed us as its executive talent partner for a year, supporting all senior hires through an accelerated transformation.
A dedicated, account-managed team ran multi-geography searches across the Americas and Europe, with a gender-balanced senior team set as a defined metric and clear expectations on both sides to keep pace.
33 appointments in 12 months, at a 52 per cent female and 48 per cent male balance, supporting the investor’s transformation of the business.
CASE NOTE 06 | STRATEGY AND OPERATIONS, PRIVATE EQUITY BACKED, CAPABILITY BUILD
Client: UK strategy and operations consultancy (PE-backed), name redacted.
Status: Confidential.
With private equity funding in place, the firm wanted rapid growth without lowering its talent bar. We were engaged on a three-year programme.
A dedicated, account-managed team delivered across multiple mandates: building Digital, Aerospace and Defence, and People and Change service lines, alongside a consistent senior pipeline.
Over 60 senior hires. Partner-level gender diversity rose from 4 per cent to 20 per cent, including female Partners and Directors in new sectors: Defence, Energy, Transport and Aerospace.
4% to 20%
Partner gender diversity
CASE NOTE 07 | STRATEGY AND DATA ANALYTICS, CAPABILITY BUILD
Client: Global professional services firm (Big Four), name redacted.
Status: Confidential.
The firm set out to accelerate its Strategy service line in ASEAN, a global growth priority, with the ambition to quadruple the practice over four years through multiple Partner hires and team lifts. A parallel programme grew its Data and Analytics practice in the region.
A dedicated, account-managed regional team gave the programme ongoing momentum. The task was to convince top talent, including MBB Partners, to consider the firm as a destination for strategy work, working closely with sponsoring Partners to land preferred candidates. For Data and Analytics, we appointed a regional lead Partner first, then country Partners across Singapore, Malaysia and Indonesia.
12 Partners appointed across Singapore, Indonesia and Malaysia, including a three-Partner team lift from an MBB firm, spanning restructuring and turnaround, consumer goods and retail, life sciences and healthcare, government and public sector, TMT, digital strategy and operations strategy. A follow-on engagement in MENA delivered four further Partner appointments across the UAE and Saudi Arabia.