This study explores how hiring managers and HR recruiters negotiate issues of diversity and inclusion– specifically gender and ethnicity – during recruitment processes within a large Swedish corporation.Drawing on a Foucauldian approach, it examines the interplay of power, knowledge, learning, and truthin these negotiations. The study contributes to critical management research on diversity and inclusion inrecruitment. Based on ethnographic observations of 20 meetings across seven recruitment processes, thearticle illustrates how informal learning and power/knowledge dynamics shape understandings of diversityand inclusion. Findings show that the recruiters and managers’ understanding of diversity in the workplace arenarrow. They focus on surface-level diversity – primarily European nationalities and binary gender identities(counting men and women) – while overlooking more nuanced understandings. Although hierarchicaldifferences between managers and recruiters pose challenges, informal learning does occur to some extent,as both parties influence each other’s views on diversity during recruitment. Nevertheless, opportunities forreflexive and critical learning are often missed due to prevailing power/knowledge relations, which hinderdeeper engagement with diversity and inclusion.