How can companies survive in an increasingly diverse talent market if they only communicate diversity superficially? Why do so many diversity initiatives fail despite the best of intentions when faced with the reality of everyday working life? What distinguishes employers who authentically practice inclusion from those who only display colorful images on their career websites?
The answer lies in a well-thought-out and authentic diversity and inclusion (D&I) approach to employer branding. A recent Glassdoor study shows that 76% of job seekers consider a diverse workforce to be a critical factor in their choice of employer. In Switzerland, this issue is becoming even more important—not only because of the acute shortage of skilled workers, but also due to the country's cultural and linguistic diversity.
Swiss companies face particular challenges and opportunities in this regard. With employees from over 100 countries, four national languages, and an increasingly heterogeneous society, diversity is already a reality. The question is not whether, but how companies can strategically leverage this diversity and communicate it authentically.
The discussion surrounding D&I has long since shifted from the moral to the business level. McKinsey's 2024 study "Diversity matters even more" continues to show that companies with diverse management teams achieve higher financial returns. But the reality is more complex than simple correlations.
The picture in Switzerland is mixed. While some companies are cutting their D&I budgets due to austerity measures, others are investing heavily in this area. The 2024 BFH study on DEI management in Switzerland shows that 38 of the 54 large Swiss companies surveyed have structured DEI management in place – a significant increase compared to previous years.
What is driving these investments?
Firstly, demographic change. With an aging population and a decline in young talent, companies simply cannot afford to exclude talent pools. Secondly, innovative strength: teams with different perspectives make 87% better decisions than homogeneous groups, as studies show. Thirdly, market pressure: customers and investors increasingly expect credible D&I strategies.
The biggest challenge in diversity employer branding is the authenticity gap. Many companies adorn themselves with colorful stock photos and nice-sounding statements, while the internal reality looks different. This discrepancy is quickly exposed—at the latest on review platforms such as Kununu or Glassdoor.
A Zurich-based fintech company learned this lesson the hard way: after a costly diversity campaign, it was inundated with negative reviews from employees reporting discriminatory practices in their everyday work. The damage to its image was considerable, and recruitment came to a virtual standstill.
Authenticity begins with honest self-reflection. Where does the company really stand in terms of diversity? What barriers exist? What is already being done well? Swiss insurance company Helvetia shows how to do it better: instead of pretending to have perfect diversity, the company openly communicates its progress and the challenges that still exist. This transparency is appreciated by applicants.
Brand Affairs observes from our consulting practice: Companies that honestly document their D&I journey generate more trust than those that stage perfection. It's not about already being at the destination, but about being credibly on the way there.
Switzerland offers unique conditions for diversity and inclusion. With four national languages, 26 cantons, and one of the highest proportions of foreign nationals in Europe, diversity is part of the country's DNA. At the same time, this situation brings with it specific challenges.
Linguistic inclusion is often the first step.
Companies such as Swisscom show how it's done: they ensure that all language regions are adequately represented on management boards and that communication takes place in the respective national languages. This may sound obvious, but it is neglected by many companies.
A medium-sized company from Lausanne told us how consistent use of three languages (French, German, and English) in internal communications led to a noticeable improvement in the working atmosphere. French-speaking employees no longer felt like a "minority" in a German-speaking company, but rather like equal partners.
The cultural differences between the regions offer additional opportunities. The more direct nature of German-speaking Swiss people, combined with the charm of French-speaking Swiss people and the warmth of Ticino people, can lead to creative and balanced teams—if these differences are valued and not seen as obstacles.
Diversity is multidimensional. Plummer's "Big 8" dimensions include gender, sexual orientation, age, disability, ethnicity, religion, social background, and education. Swiss companies must decide which dimensions to prioritize and how to authentically integrate them into their employer branding.
Gender diversity remains a key issue. Although Switzerland is making progress in the Global Gender Gap Index, the proportion of women in management positions at many companies is still below 30%. Companies such as ABB Switzerland are sending a clear signal in this regard: with targeted programs such as "Women in Technology" and transparent targets for the advancement of women, they are positioning themselves as progressive employers.
LGBTIQ+ inclusion is becoming increasingly important. Over 70% of Swiss organizations surveyed take this dimension into account in their DEI management. The Swiss LGBTI label, which has already been acquired by companies such as the City of Zurich, Swisscom, and other leading employers, is becoming an important differentiator in the competition for talent.
An IT company from Basel told us about remarkable successes following the introduction of gender-neutral toilets and the option to use the preferred name in all systems—small measures with a big impact for those affected.
For the first time, five generations are working simultaneously in Switzerland. From baby boomers to Gen X and millennials to Gen Z and soon Gen Alpha—each generation brings its own values, working methods, and expectations.
Demographic change makes age diversity a necessity.
By 2035, more people will be retiring in Switzerland than entering the labor market. Companies that systematically exclude older employees are depriving themselves of valuable expertise and exacerbating their own skills shortage.
The University of Zurich recently received the Swiss Diversity Award for its "Every Age Counts" program—a digital platform against age discrimination. Initiatives like this show that age diversity is about more than just continuing to employ older workers. It's about creating a culture in which all generations learn from each other.
Reverse mentoring programs, in which younger employees coach older ones on digital topics while the latter share their experience, are proving particularly successful. A pharmaceutical company from the Basel region reports increased innovation thanks to mixed-age project teams—the combination of experience and fresh perspectives has led to breakthroughs in product development.
People with disabilities or neurodiverse characteristics are often overlooked in employer branding. However, international studies show that the unemployment rate for people with disabilities is twice as high as for people without disabilities—an enormous untapped talent pool.
Swiss companies are beginning to rethink their approach. The Neurodiversity Support Network Switzerland (NSNS) was awarded the Swiss Diversity Award in 2025, demonstrating that awareness is growing. Companies are increasingly recognizing that neurodiverse people—those with autism, ADHD, or dyslexia, for example—often have exceptional abilities in areas such as pattern recognition, attention to detail, and creative thinking.
A software company in Zurich launched a targeted recruitment program for people on the autism spectrum for quality assurance positions. The results exceeded all expectations: the error rate fell by 40%, and neurotypical team members reported gaining valuable new perspectives.
Accessibility is just the beginning. It's about creating a truly inclusive culture where different ways of working and communication styles are respected. Flexible working hours, quiet workspaces, and clear, structured communication benefit more than just neurodiverse employees.
Implementing D&I in employer branding requires more than just good intentions. It requires structured approaches and measurable measures. Experience shows that without being anchored in the corporate strategy and without a budget, D&I initiatives remain lip service.
Step 1: Taking stock and setting goals Where does the company stand today? Which dimensions of diversity are already well represented, and where are there gaps? Swiss companies are increasingly using professional D&I audits to establish an objective baseline. Based on this, realistic, measurable goals are defined—such as increasing the proportion of women in management positions by 10% within two years.
Step 2: Structural anchoring D&I must be anchored within the organization. More and more Swiss companies are creating dedicated D&I positions or teams. PwC Switzerland, for example, treats D&I as a "business necessity" with its own resources and clear responsibilities.
Step 3: Unconscious bias training Unconscious biases are often the biggest hurdle to true inclusion. Regular training for managers and HR teams is essential. An insurance company in Bern reports that after such training, diversity in shortlists for management positions increased by 50%—simply because recruiters recognized their own biases.
With over 15 years of experience in the Swiss market, Brand Affairs knows that the most successful D&I strategies are those that fit the corporate culture and grow gradually. Revolution rarely works; evolution usually works better.
Employee Resource Groups (ERGs) or employee networks are powerful tools for D&I. They offer safe spaces for exchange, promote networking, and serve as advisory bodies for company management.
ERGs are not yet established throughout Switzerland— only 26% of companies have such groups. But where they do exist, they are having an impact. The LGBTIQ* network at Swisscom, for example, functions not only as an internal platform but also as a visible sign to the outside world.
However, ERGs should not be misused as an alibi.
They do not replace a systematic D&I strategy, but rather complement it. It is also important that ERGs do not become "ghettos" where minorities remain among themselves. Successful ERGs are open to allies – people who support the respective group without belonging to it themselves.
A pharmaceutical company from the Zug region reports on its "Parents Network," which is not only aimed at mothers but also explicitly includes fathers. This has led to a noticeable change in corporate culture: fathers are taking parental leave more often, and the compatibility of family and career is no longer dismissed as a "women's issue."
"What gets measured gets done" – this principle applies particularly to D&I. But measuring diversity and inclusion is complex. Quantitative metrics such as diversity quotas are important, but they do not capture the whole picture.
Quantitative metrics include:
Qualitative metrics are equally important:
Swiss companies are increasingly using external certifications to validate their efforts. The Swiss LGBTI label, the Equal Salary certificate, and international standards such as the UN Global Compact Principles serve as seals of quality and communication tools.
Communicating D&I successes requires tact and sensitivity. Self-congratulation is counterproductive. Instead, storytelling is recommended: concrete stories from employees that show how D&I is lived in everyday life are more credible than abstract figures.
Not everyone welcomes D&I initiatives. Resistance ranges from passive skepticism to active backlash. In the US, the decline in the importance of D&I from 77% to 54% within a year is a warning sign. In Switzerland, too, there are critical voices that dismiss D&I as "quota mania" or "political correctness."
Dealing with resistance professionally is essential. First, concerns must be taken seriously. The fear of "reverse discrimination"—that majority groups will be disadvantaged—is real and must be addressed. Clear communication that D&I does not mean preferential treatment, but rather equal opportunities, is important.
Secondly, emphasizing the business case helps.
When employees understand that diversity contributes to the company's success and is not just an abstract moral principle, resistance decreases. A mechanical engineering company in Thurgau convinced skeptical employees with concrete examples of how diverse teams have led to innovative solutions for international customers.
Thirdly, patience is required. Cultural change takes time. Quick wins are important, but sustainable change takes years, not months. Companies that view D&I as a marathon rather than a sprint are more successful.
Digital presence is often the first touchpoint between companies and potential applicants. This is where it is decided whether D&I promises appear credible or not.
A study by Emerald Publishing on D&I signals in the digital communication of European companies shows that there is a strong correlation between D&I initiatives and their communication on company websites, but LinkedIn is still underutilized. LinkedIn is particularly important for employer branding.
Best practices for digital D&I communication:
Authentic imagery instead of stock photos. Showing real employees in all their diversity is more credible than perfectly staged diversity clichés. An IT company in Geneva has completely dispensed with stock photos and only shows its own employees—with impressive success in recruitment.
Inclusive language in job advertisements. Gender-neutral wording, the avoidance of discriminatory requirements ("native German speaker") and the explicit encouragement of underrepresented groups to apply are essential. Tools for analyzing job postings for unconscious bias are becoming increasingly popular.
Accessible websites are not yet a given in Switzerland, even though they will be required by law for many companies starting in 2025. Alt text for images, subtitles for videos, and good contrast not only help people with disabilities, but also improve the user experience for everyone.
Swiss business culture, with its focus on consensus, offers ideal conditions for sustainable D&I implementation. Instead of radical upheavals, successful Swiss companies rely on gradual but consistent change.
The example of the city of Zurich is instructive: it was one of the first Swiss cities to introduce comprehensive D&I measures, but deliberately communicated the process nature of these measures. "We are on our way" instead of "We have arrived" – this attitude creates room for development and takes pressure off everyone involved.
Switzerland's federal structure also allows for regionally tailored approaches.
What works in Zurich may not necessarily be suitable for Sion. Companies with locations in different cantons report success by adapting their D&I strategies locally while maintaining overarching principles.
A retail company with branches throughout Switzerland developed a "Diversity Playbook" with core principles and local scope for interpretation. This allows branches in urban centers to set different priorities than those in rural areas—while sharing common core values.
Many Swiss companies operate internationally and need to think globally about their D&I strategies. The challenge: what is considered progressive in one country may be problematic in another.
A Swiss pharmaceutical company with branches in over 50 countries developed a "global framework, local implementation" model. Core values such as respect and equal opportunities apply everywhere, but the specific implementation varies. In countries with restrictive LGBTIQ+ legislation, the focus is on gender diversity, while in more liberal markets, all dimensions are addressed.
At the same time, Swiss companies can learn from international best practices. Scandinavian countries are leaders in gender equality, the US in ethnic diversity, and the Netherlands in LGBTIQ+ rights. This international exchange enriches our own D&I strategy.
The future brings new challenges for D&I in employer branding. Artificial intelligence promises more objective recruitment, but also carries risks. When AI systems are trained with historical data that contains bias, they perpetuate discrimination.
Current figures show that over 50% of US employers already use AI in recruitment processes – the proportion is likely to be similarly high in Switzerland. Companies must ensure that these tools promote diversity rather than hinder it.
Another trend: the growing importance of intersectionality. People have multiple identities—a black, lesbian woman with a disability experiences different challenges than the sum of individual forms of discrimination. D&I strategies must increasingly take this complexity into account.
Generation Z brings new expectations. Fifty percent of them already use generative AI regularly and expect employers to not only pay lip service to D&I, but also to take measurable action and be transparent. Companies that fail to deliver in this area will lose out in the war for talent.
Based on our consulting experience at Brand Affairs, we have developed practical recommendations for Swiss SMEs:
Start small, but be consistent. A comprehensive D&I program can be overwhelming for many SMEs. Start with one aspect—such as gender equality or generational diversity—and build on that. An engineering firm in Winterthur started with flexible working hours for parents and gradually expanded to other areas.
Take advantage of existing resources. Switzerland offers numerous support services. Swiss Diversity, Advance Women, Pro Infirmis, and many other organizations offer advice, training, and networking opportunities. Investing in a membership often pays off quickly.
Make D&I a top priority. Without commitment from senior management, D&I initiatives will fail. The CEO or managing director must visibly support them and lead by example. A trust company from Zug reports how the personal commitment of its owner changed the entire corporate culture.
Measure progress, but don't overwhelm yourself. Start with simple metrics: How diverse are your teams? How satisfied are different employee groups? An annual anonymous survey can provide valuable insights. A catering company in Lugano uses a simple "inclusion index" with five questions—pragmatic and effective.
Communicate authentically. Show your path, not an unattainable ideal. Potential employees value honesty more than perfection. "We're working on it" is more credible than "We are perfectly diverse."
With our network of communications experts, Brand Affairs supports you in authentically integrating D&I into your employer branding—from strategy development to implementation across all communication channels.
Investing in D&I pays off—not only morally, but also economically. Companies with above-average diversity generate 45% of their revenue from innovation, compared to 26% for less diverse competitors.
But the true value goes beyond numbers.
A Basel-based biotechnology company describes the "return on inclusion" as follows: "Since we have been consistently focusing on diversity, our corporate culture has become more vibrant. Employees feel confident about contributing new ideas. Sick days have decreased. And yes, our innovation rate has also increased. But most importantly, we have become a company that our employees are proud of."
This pride—pride in one's employer—is priceless. Employees who feel a sense of belonging are more committed, more loyal, and become authentic brand ambassadors. In times of skilled labor shortages, this is a decisive competitive advantage.
Do you want to not only proclaim diversity, but also authentically live and communicate it? Brand Affairs supports you in building an inclusive employer brand that attracts top talent from all backgrounds. With our experience in the Swiss market and our understanding of cultural nuances, we develop tailor-made D&I communication strategies.
Contact us for a no-obligation consultation. Together, we will analyze your status quo, identify potential, and develop a realistic roadmap for authentic diversity employer branding that fits your corporate culture and delivers measurable results.
Is D&I just a passing trend? No, D&I is a lasting development driven by demographic change, globalization, and changing values. Even companies that are scaling back their D&I programs are usually doing so for cost reasons, not because they reject the principle. The direction is clear: more diversity and inclusion, not less. Swiss companies that do not follow suit will suffer competitive disadvantages in the medium term.
How do we deal with accusations of "quota regulations"? Transparency is key. Explain that it's not about rigid quotas, but about equal opportunities. Emphasize that qualifications are always the top priority—D&I means expanding the talent pool, not lowering standards. Show concrete examples of how diverse teams have led to better results.
Which D&I dimension should we tackle first? That depends on your starting point. Analyze where the biggest gaps are and where quick wins are possible. Many Swiss companies start with gender diversity, as social acceptance is high and the legal requirements (equal pay) are clear. However, consistent implementation is more important than the choice of the first dimension.
How can we convince skeptical managers? With facts and success stories. Show them studies on the business case for D&I. Organize exchanges with companies that have already successfully implemented D&I. Start with pilot projects whose success can be measured. External input in the form of consulting or training often helps as well.
Can small businesses afford D&I? D&I does not have to be expensive. Many measures—respectful treatment, flexible working hours, inclusive language—cost nothing except attention. Take advantage of free resources from organizations such as Swiss Diversity. And remember: the costs of discrimination and talent shortages are often higher than the investment in D&I.
How do we measure the success of our D&I efforts? Combine quantitative and qualitative metrics. Don't just count heads, but also measure belonging and psychological safety. Regular pulse surveys, exit interviews, and analysis of applicant data provide valuable insights. Important: Define in advance what success means to you and adjust the metrics accordingly.
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