This thesis examines how hiring managers promote inclusion in the cybersecurity sector. Conducted as a case study in a small to medium-sized multinational cybersecurity company, the research involved qualitative methods and semi-structured interviews. Findings reveal that hiring managers use strategies like unbiased recruitment, customized onboarding, team collaboration, trainings, and regular one-on-one meetings to foster inclusion. However, they face challenges such as a limited talent pool, budget constraints, cultural and language barriers, resistance to inclusion efforts, the impact of remote work, and a lack of formal tools and metrics. The study highlights the complex role of hiring managers in achieving workplace inclusion and suggests integrating sustainability and sustainable human resources practices to enhance inclusion efforts. Further research is recommended on the long-term effects of these initiatives, the intersectionality of identity groups, and the impact of emerging technologies and remote work on inclusion.