Through the new EU directive 2014/95/EU, large and listed companies have to report about non-financial activities and diversity in their monitoring and management body in their annual report. To fulfill the requirements with regard to the diversity information, organizations concerned have to recruit diverse employees. Therefore, they need an implementing measure in the form of a diversity supporting recruiting process. Furthermore, they should know how to benefit from this increasing diversity. Based upon these aspects, the challenge arises to explain why organizations should implement a new, redesigned, and diversity supporting recruiting process and how it should look like. After an introducing part, the second chapter explains the EU directive by defining its key features, the development, the state of the art, and giving an overview of the actual discussion. Whereby the directive is controversial, the recruitment of diverse employees can be beneficial for organizations. In order to that, the next chapter deals with diversity in organizations and describes how to benefit from increasing diversity. Diversity characteristics as race, ethnical background, gender, religion, ideology, age, sexual identity, or disability are viewed in the context of organizational teams and the top of the corporate hierarchy. It can be said, that diversity is beneficial if organizations know how to introduce and handle it. Chapter four analyzes the traditional recruiting process and gives implications for a redesigned recruiting process with regard to the Austrian Federal Act of Equal Treatment. Thereby, the preliminary measures, the opportunities of recruitment notice, the personnel selection, and the integration and induction are the main aspects. Based on the insights, chapter five represents the new, redesigned, and diversity supporting recruiting process that brings the Thesis to a full circle. Finally, best practice examples are described to show, that diversity really counts.