Talent Acquisition Tips & Takes with Fadjanie Cadet

For our final installment of Talent Acquisition Tips & Takes this year, we sit down with Fadjanie Cadet, a seasoned Diversity, Equity & Inclusion (DEI) professional currently serving as the Director of Diversity and Inclusion at Forrester. 

Originally starting at a marketing tech company as a part of a lean HR team, Fadjanie gained extensive experience in recruitment and employee relations, before ultimately transitioning to focus on DEI in HR roles full-time. Outside of the office, she has authored In the First Place, on How to Win Over First Generation Professionals with your Inclusion Strategy, and is an accomplished keynote speaker and presenter. A wealth of information, we discuss her insights on DEI strategies, talent management, and the future of the workplace. Continue reading below for a deep dive into how businesses can build equitable and high-performing teams.

Can you tell us about your role and background? 

I’ve spent my entire career in the People space. I started my career at a high-growth marketing tech company as the third member of the HR team and I like to think I got my PhD in Talent Management there. As a member of a lean but growing company, I wore a lot of hats and gained deep experience in recruiting, employee relations, and learning and development. Over the course of my career, I’ve worked across tech and professional services driving inclusive cultures and helping to build high-performing teams. I’ve always made it a priority to amplify the voices and experiences of employees from marginalized communities but transitioned formally to DEI leadership roles nearly 5 years ago. 

What inspired you to make DEI in HR the focus of your career?  

As a first-generation, black woman working in corporate HR, I quickly saw there were gaps for first-generation professionals and even inequity in the employee experience. I come to this work from a place of lived experience. And while being in HR roles gave me the space to consider DEI as a part of my scope, I wanted it to be more. For DEI to be realized in the corporate landscape it can’t be a nice-to-have or side project. It has to be a strategic business enablement tool that is understood and leveraged across the business. That’s what drove me to make DEI the core of my focus. That paired with my personal motivation to create workplaces that are safe for all. 

How do you balance and prioritize DEI in your talent management processes?

I view DE&I as integral to every aspect of talent management. It’s a thread that runs through recruitment, performance reviews, promotions, and leadership development. This enables us to ensure we’re providing the optimal employee experience regardless of identity or background. So, this means working in close partnership with HR/Employee Experience teams to drive better outcomes. I see the DEI practitioner role as a consultative one. Our HR and EX partners are often the stewards of this work and experts on the talent lifecycle. We must work together to promote equitable outcomes and create a culture where all employees feel they belong, have a voice, and can see a path forward in their careers.

Can you share examples of specific DEI in HR strategies that have had a measurable impact on workplace culture or business outcomes?

On the employee experience and culture side, implementing structured interview processes with standardized questions, and having diverse interview panels, helps reduce bias and ensure fair evaluations. Additionally, conducting trainings to help hiring managers understand how to recognize and remove bias from their decision-making, leading to a more diverse slate of candidates and ultimately more inclusive teams. Many organizations have also implemented mentorship and sponsorship programs aimed at supporting the development and career advancement of underrepresented employees, that have led to increased representation in senior roles, as well as increased promotions and retention. On the business side, prioritizing supplier diversity as a key part of any company’s DEI strategy can support client retention and community engagement which has been linked to positively impacting the bottom line. Employee Resource Groups at large companies have also influenced the introduction to new markets or new product lines as well. So there are countless examples. Diverse and inclusive organizations are 2x more likely to meet or exceed financial targets. They’re 3x more likely to be high-performing and 6x more likely to be more innovative and agile.

How can organizations ensure that their DEI efforts go beyond compliance and truly foster an inclusive work environment?

Organizations need to focus on building a culture where inclusion is a shared responsibility, not just the job of the DEI team. This means leaders at every level must first know how diversity, equity, and inclusion are business enablement tools for their functions and teams, and then be held accountable to activating those tools. Training and policy changes are important, but real change happens when employees understand their role as change-makers, feel empowered to speak up, and see their feedback turn into action. As a corporate DEI leader, I’ve come to understand that diversity, equity, and inclusion are integral components of organizational development (OD). The synergy between DEI and organizational development is undeniable, and effectively managing change is critical to the success of internal DEI efforts. In DEI work, as we’re implementing policies and practices it’s equally important to ensure they are embraced and sustained by employees. OD models such as the Prosci ADKAR model, which focuses on Awareness, Desire, Knowledge, Ability, and Reinforcement, is a powerful tool for navigating the people side of change which needs to happen in tandem with policy change.

What are your thoughts on how technology and AI can help with DEI?

Like any new technology, there is both risk and reward. There are a lot of headlines about the risks of AI technology and, in my opinion, not enough about the possibilities. DEI leaders can leverage generative AI to not only address existing challenges but also capitalize on new opportunities for differentiation. It can also help in supporting visibility, development, and wellness for practitioners by making resources and information more accessible and helping automate mundane tasks so that DEI practitioners, who are often understaffed and overworked, have space for more strategic work. It also can enable many lean teams or teams of one to impact more people with GPTs, for example. The key with all of this is for organizations to remain vigilant about how they design and audit these tools, ensuring they reinforce equitable practices rather than replicating existing disparities.

How do you keep up with the evolving HR landscape?

I stay engaged by staying connected to the broader HR and DEI community. Attending industry conferences, reading the latest research, and participating in webinars help me stay on top of trends and best practices. But equally important is being in touch with what HR leaders and DEI practitioners are experiencing on the ground. So this means, leveraging my network, speaking at events like SHRM, and collaborating with other thought leaders to share insights and practical solutions to emerging challenges.

What’s the biggest challenge you’re currently tackling in hiring and talent management?

One of the biggest challenges right now is navigating the balance between flexibility and not simply maintaining but elevating workplace culture. As distributed workforces are becoming more common, it’s essential to ensure that all employees feel like they can thrive in the organization, regardless of where they are working. We want to provide flexibility and maintain a sense of belonging and inclusion. This requires new strategies for onboarding, team-building, and communication that can bridge the gap between in-office and remote employees, and increase visibility and psychological safety for those who have historically experienced less of both. 

What trends do you think we’ll see in the upcoming year? Which are you most excited about?

I hope we’ll see a continued focus on skills-based hiring and the dismantling of traditional barriers like degree requirements for certain roles, particularly as organizations committed to diversity, navigate post the latest Supreme Court Ruling. I think we’ll see evolving partnerships with organizations that offer apprenticeships, etc. This shift opens up opportunities for a wider range of candidates, especially those from underrepresented backgrounds. I’m excited about how this can create a more level playing field and make room for non-traditional candidates who bring diverse perspectives. 

What’s one piece of advice you’ve received in your career that everyone should know?

I don’t know that I’ve been told as much as I’ve experienced this personally. Always lead with curiosity and empathy. It’s so easy to get stuck in a binary mindset, jump to conclusions, or make assumptions, but taking the time to understand different perspectives can really transform relationships, foster more authenticity, and open up new possibilities. This mindset has been invaluable in my DEI work, where understanding lived experiences and being open to feedback can be the difference between performative change and real transformation.

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