Building a Career From Despair to Diversity

McKinsey & Company has been rethinking how it recruits, evaluates, and develops talent in order to build a more diverse workforce for the future.

As Chief People Officer, Katy George has helped lead several of these efforts, from expanding recruitment pipelines to redesigning how candidates are assessed. Together, these changes offer a practical look at how large organizations can make diversity and inclusion an operational reality rather than an aspiration.

Expanding Recruitment Efforts

One of McKinsey’s most significant shifts has been broadening recruitment beyond traditional sources. The firm expanded its target from roughly 500 educational institutions to more than 5,000 worldwide. This approach has already surfaced a wider range of skilled candidates with varied experiences and perspectives. By tapping into previously overlooked talent pools, McKinsey is better positioned to approach global challenges with a broader and more representative lens.

Innovative Hiring Assessments

McKinsey has also introduced game-based assessments to better understand candidates’ problem-solving abilities and cognitive skills. These tools help reveal potential that traditional case interviews may miss, while reducing bias tied to educational pedigree. As a result, candidates from unconventional backgrounds can demonstrate their strengths and contribute new perspectives.

A Skills-Based Approach

A skills-based framework now plays a central role in both employee development and career progression. Through flexible internal mobility systems, employees can customize their learning paths and explore different roles over time. This approach encourages proactive career ownership while reinforcing a culture where merit and capability matter more than linear resumes.

Diversity and Inclusion Evolution

Over nearly three decades at McKinsey, Katy has seen diversity and inclusion evolve through concrete practices such as mentoring, sponsorship, and metrics tracking. These mechanisms help ensure that inclusion is embedded in leadership decisions and daily operations. Mentoring programs, in particular, support underrepresented employees as they navigate career growth within the organization.

By investing intentionally in recruitment, assessment, and development, McKinsey offers a clear example of how diversity strengthens creativity, decision-making, and problem-solving. Organizations of any size can apply these principles by expanding talent sources, rethinking evaluation methods, and supporting personalized growth paths.

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