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Can you briefly describe your leadership role as Director, Diversity, Equity & Inclusion? What are your key responsibilities and areas of focus?
Kimberly Bedeau, Director, Diversity, Equity & Inclusion, HelloFresh
I lead the US strategy for DEI, aimed at reviewing employee life cycle experience, assessing areas of opportunity to embed inclusion and belonging. This includes working with internal and external partners, designing scalable DEI programs, advising senior leaders and turning strategy into repeatable frameworks or playbooks that operationalize accessibility, compliance, culture and unlock inclusion across the business.
Where do you see the biggest gaps in inclusion when employees face vulnerability, such as sharing career concerns online or seeking guidance internally?One major gap is that employers and hiring managers have built pipelines and onramps for people returning from caregiving breaks but lack equivalent, intentional pathways for candidates in active career transition, which forces applicants who had to already in some cases openly share vulnerable information, such as updating their profile to ‘open to work’, applying for roles that account for lesser responsibilities, or explaining a non-linear résumé, into a hiring process that penalizes disclosure rather than protecting it. Hiring managers often default to criteria like “direct industry experience” or “exact role match” instead of evaluating demonstrated leadership, problem-solving and learning agility and that bias is reinforced by screening processes optimized for speed rather than holistic assessment. This dynamic is compounded by common shortcuts in hiring, such as favoring familiar backgrounds or assuming someone won’t succeed outside their previous industry, which means candidates who share vulnerability are frequently judged as risks instead of potential assets. To close the gap, I challenge more employers to treat career-transition candidates (which are inevitably going to increase during times such as the ones we are experiencing in the US) as a defined talent segment by building structured onramps (short-term projects, skill-bridging fellowships, competency-based interviews), training interviewers to assess transferability and to hold disclosure as confidential and non-punitive and creating sponsored opportunities that surface non-linear candidates alongside incumbents.
In periods of career disruption, what behaviors or practices have you seen leaders adopt that genuinely foster trust and belonging among employees?
Two of the most helpful and genuine ways to foster trust and belonging among candidates in transition are leveraging competency-based interviewing and prioritizing transferable skills over linear experience, such as assessing leadership, adaptability and stakeholder management, to create more inclusive pathways for those shifting industries or roles. Additionally, while hiring manager training has traditionally focused on standardizing the interview process and reducing bias, it can be expanded to include education for both talent acquisition partners and hiring managers on how to evaluate non-linear profiles. This would ideally include recognizing problem-solving ability and growth potential rather than relying solely on title progression or direct industry tenure.
“Inclusion means recognizing that talent comes in many forms and that on-ramping or being laid off doesn’t diminish someone’s potential.”
How can leaders create spaces where employees feel safe sharing vulnerabilities or career concerns without fear of stigma?
Absolutely. One of the most effective ways leaders can create safe spaces is by advocating for training and interview processes that support skills-based hiring, shifting the focus from linear experience to transferable capabilities. In today’s climate, leaders with open roles have a unique opportunity to cast a wider net, thus welcoming candidates who may not fit traditional molds. And by modeling empathy, adapting to market realities and recognizing that fresh perspectives drive innovation and shape inclusive culture. This includes intentionally considering senior leaders and federal government professionals navigating transitions, whose skills are often highly applicable across industries. Talent acquisition teams should also ensure that AI sourcing tools don’t automatically filter out these candidates. Generational mentorship remains a powerful way to foster connection and inclusion, offering teams broader insight.
How can leaders balance providing tangible support with respecting employees’ autonomy and dignity during uncertain times?
Leaders can balance tangible support with respecting autonomy and dignity by not making assumptions, starting with respectful conversations, honoring boundaries and if you're unsure how to proceed, consult a trusted business partner for guidance. In the interim, inclusive cultures are built through simple, human actions: repost open roles, ask someone in transition what they’re looking for, share relevant opportunities, offer to review a resume, host a resume workshop, or make warm introductions through your network. These gestures reinforce that support doesn’t have to be intrusive; it just has to be intentional and authentic.
In your experience, which forms of allyship have the most meaningful impact on employees navigating career transitions or economic instability?
One of the most meaningful forms of allyship during career transitions is leveraging your internal referral program for candidates whose work ethic and output you trust. Referrals should always be grounded in firsthand knowledge of someone’s professional integrity and performance. If you're not comfortable making a referral, you can still offer support by sharing practical resources, such as tools to translate job history into transferable skills. Offering a 30-minute prep call, introducing them to someone in the role they are interviewing for, or helping them understand how to position their experience, all within your wheelhouse and at no cost, can make a lasting difference in how confidently they show up.
If you could offer one actionable piece of advice for leaders who want to support their workforce humanely during times of uncertainty, what would it be?
Inclusion means recognizing that talent comes in many forms and that on-ramping or being laid off doesn’t diminish someone’s potential. Candidates in transition often carry not just resilience, but a fresh perspective, hunger to contribute and a deep appreciation for opportunity. When interviewing, don’t count them out. They could be your most driven new hire, ready to bring energy, insight and innovation that strengthen your team from day one. Inclusion should also inform every aspect of how you design and share your processes, from sourcing and screening to onboarding and advancement, ensuring that belonging and inclusion are built into the foundation, not added as an afterthought.
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