DigiTech is a fast$-$growing software engineering and design company with over $120$ employees. The company has experienced impressive growth and built a reputation for innovation since it was founded three years ago. The company has grown and gained that reputation by having a nimble, relatively unstructured workplace where everyone pitches in to accomplish work by doing whatever is asked to the best of their abilities. The workforce is somewhat diverse compared to other tech start$-$ups; one of the cofounders is a woman, they have several older $($age $55$ or older$)$ senior executives, and the nonmanagerial workforce is made up of individuals with a variety of ethnicities and cultural heritage.

The company is now considering putting in place formal organizational structures and policies as it prepares for rapid growth over the next five years. The HR manager is developing a human capital strategy to help support the ambitious growth strategy and is considering including a diversity, equity, and inclusion strategy. In the HR manager$$s initial conversations with the company cofounders and chief officers, the HR manager finds that the others are not particularly receptive to the idea. They argue that the company is too small$/$young to introduce DE&I initiatives and express fear that a focus on DE&I in hiring may constrain the company$$s ability to attract the best available talent for its needs.

How can the HR manager convince the leaders of the benefits of including DE&I in the HR strategy?