Advancing Diversity and Inclusion

Our Diversity and Inclusion Mission Statement

Ccentric Group believes a culture of diversity and inclusion, where the entire range of human experience is welcomed and celebrated, can strengthen and transform organisations. We strive to model this belief in our work and service to our clients.

Diversity is fundamental to excellent performance in all organisations, especially those in the education, not-for-profit sector, and healthcare sectors committed to improving the quality of life. It is imperative that their leadership reflects the diversity and inclusiveness of their customers, staff, and stakeholders.

Ccentric Group recognises and has adopted a range of practices to advance diversity, including The Diversity Code of Conduct developed by the Australian Institute of Company Directors (AICD), The Athena Swan initiative in the higher education sector, and the ‘30% Club’, a worldwide movement aiming for a minimum 30% female representation on the Boards of organisations as well as executive positions.

The Diversity Council of Australia’s paper, ‘Diversity Benchmarking and Inclusion Practices in Australia’, noted the top two drivers for diversity in Australian organisations are to (1) better position themselves to recruit and retain talent (68%), and (2) to be an employer of choice (59%).  As an executive search firm, such drivers closely align with our service offering, therefore we recognise the core role we play in promoting diversity and inclusion.

In terms of gender diversity, the female/male split of our placements over the last five years across various job categories is shown below.

Gender Diversity of Ccentric Placed Candidates by Job Type

Diversity Survey

As a leading executive search firm, Ccentric believes in promoting diversity and inclusion. Data on various aspects of diversity is readily available therefore we have developed a brief anonymous survey which we invite you to participate in.

The survey will provide us with insights into the diversity of the candidate population at the leadership level across healthcare, higher education and life sciences. The survey tool we are using ensures results are aggregated and therefore anonymous at the individual level.

The survey is totally voluntary and you only need to answer the specific questions you wish to.  It will take no more than 5 minutes to complete.

We plan to regularly publicise the research results on our website and in our newsletter so you will be able to view the aggregated results yourself.


We have adopted the following key principles from the AICD’s code of practice:

Succession Planning: Search firms should support Chairs and CEOs in developing medium-term succession plans that identify the balance of experience and skills that they will need to recruit for over the next two to three years to maximise executive and board team effectiveness.

Diversity Goals: When taking a specific brief, search firms should look at overall board or executive team composition and, in the context of the company’s aspirational goals on gender balance and diversity more broadly, incorporate the required diversity goals into the search.

Defining Position Descriptions: In defining position descriptions, search firms should work to ensure that significant weight is given to relevant skills, underlying competencies and personal capabilities and not just proven career experience, in order to extend the pool of candidates beyond those with existing board or senior roles or conventional corporate careers.

Long lists: When presenting long lists, search firms should aim for at least 30% of the candidates being women – and, if not, should explain to the client why they believe that there are no other qualified female options through demonstrating the scope and rigour of their research.

Supporting Selection: During the selection process, search firms should provide appropriate support, in particular to first-time or early senior career candidates, to prepare them for interviews and guide them through the process.

Emphasising Intrinsic Skills: As clients evaluate candidates, search firms should ensure that they continue to provide appropriate weight to intrinsic skills supported by thorough referencing, rather than over-valuing certain kinds of experience.

Induction: Search firms should provide advice to clients on best practice in induction and ‘onboarding’ processes to help new executives and board directors settle quickly into their roles.