ED&I has certainly evolved over the years. Before the more recent impact of political opinion on the issue, organisations had started the move towards the idea that inclusion means everyone all the time – not just a specific, calendar or community related action that can be done and then – most likely – forgotten.
As Sandy Wassmer, CEO of enei (employers network for equity and inclusion) notes: “In the UK, compliance with equality and employment legislation is an imperative, and many organisations do go beyond this.”
The reasons for extending, enhancing, or simply continuing with diversity measures remain the same. Organisations have increasingly found that being inclusive, ready to accept and welcome every part of the community, attracts and retains good and diverse talent. Further, effective inclusion and ED&I initiatives enhance an organisation’s overall reputation, delivering a positive impact on reputation and customer appeal. Everyone, it seems, wins.
Everyone, altogether, all of the time
According to Wassmer the move towards greater inclusion has been inevitable: “What has become evident is that concentrating only on marginalised groups becomes exclusive, rather than inclusive,” she says. In other words, while separate initiatives may be introduced to target certain communities, this action can adversely identify and even split communities from others within an organisation. Far better, then, to create a workspace where everyone feels safe and included no matter their backgrounds, needs and so on. “This involves everyone having the tools and resources they need to thrive and flourish, and where bullying, harassment and discrimination are things of the past,” explains Wassmer.
Evidence of the move towards a more holistic ongoing approach to ED&I and inclusion can be found in many organisations. Ricoh launched their LGBTQ+ community in June 2022 but crucially the group is a year-round permanent initiative. Chris Bird, Regional Operations Director and Executive Sponsor for LGBTQ+ at Ricoh UK, explains that the Group is a voluntary, employee-led initiative designed to highlight inclusivity, allyship, and offer a safe, supportive workplace environment where all identities are respected and valued.
“The group provides a space for LGBTQ+ employees and allies to connect, share experiences, and drive meaningful change through advocacy and allyship,” he explains. “Many issues are still faced in the LGBTQ+ community, so launching the LGBTQ+ & Allies Affinity Group was an amazing initiative for us to collaborate on to create a safe space for our colleagues at Ricoh,” adds David Watson, Business Development Sales Support and Co-Chair of the LGBTQ+ & Allies Affinity Group at Ricoh UK. “It is a great opportunity for us to educate and share experiences with those who are open to listening.”
Getting the data
At Square One Law a series of staff surveys enabled the business to gain valuable data and understand how employees feel at work. This information has then been used to form the basis on which the business acts to ensure everyone feels included.
“The job for us from an HR point of view is to use that feedback to challenges processes, decisions and especially the behaviours that fall short,” says Nikki Terry, Square One Law’s Head of People. “We have a great role to play in that and data is key. If we don’t collect that data, we’re not able to identify gaps, themes and opportunities.”
The approach means staff are given a say and can challenge, shape and improve everything the company does.” After all, you can never assume that you’ve learned everything,” comments Terry, “so it’s very much a continual learning process to ensure our work environment is the very best it can be for our staff.
Creating a culture of belonging and diversity isn’t just a moral imperative – it’s a business one.
“By recognising the value of diverse ideas, backgrounds, and experiences, we have ensured we have the biggest pool of talent available to us, which in turn has provided a real boost to our recruitment and retention efforts,” adds Terry. “We also want to make sure that top talent wants to work with us and being a firm that celebrates inclusivity has certainly supported these efforts. Plenty of research tells us that the more diverse we are, the more successful and innovative we are. So why wouldn’t you ensure your approach supports that?”
Not just a moral imperative
Terry’s message of success is echoed by Mark Simmons, SVP Human Resources, at GXO: “Creating a culture of belonging and diversity isn’t just a moral imperative – it’s a business one,” he says. “The logistics industry has traditionally lagged behind in this space, but we’re seeing a real shift in recent years. Today’s workforce expects more than representation; they expect inclusion, equity, and a sense of purpose.”
For Simmons creating this kind of culture starts with leadership – and not just from the HR department. He is clear that everyone from the frontline team to the executive board has a part to play in fostering an environment where diverse voices are heard and valued. “We’ve embedded DEI into our talent strategy, from inclusive hiring practices and workplace policies, to working closely with partners and charities,” he says. “We do this not just to tick boxes, but because there is a significant benefit to our business operation and our customers in hiring talent from all areas of life who can bring different perspectives and skills.”
The tick box exits
The resistance to tick boxes is common among employers wanting to get the most from their ED&I work. Whenever initiatives are established there is always the imperative to see and experience the benefits.
“Ultimately, inclusion is not a comms strategy, a line on a values poster, or a footnote in a report,” says Suzie Berry, Director of Talent Acquisition at Flourish. “It’s how businesses become future-proof and are powered by people who feel like they truly belong.
Berry also stresses the need for ED&I to be shared across the business: “None of this works if inclusion sits in an HR silo,” she says. “It must be embedded into a business’s strategy. This means practices have leadership buy-in, measurable goals, transparent reporting, and accountability at every level.”
Inclusion is not a comms strategy, a line on a values poster, or a footnote in a report.
For Jessica Lambourne, Head of People at creative, learning and communications agency Mediazoo, emphasises the ongoing nature of creating and maintaining an inclusive workplace: “Creating a genuine sense of belonging isn’t a one-and-done deal,” she says, “it’s a continuous loop that runs through every stage of the employee life cycle. From the very first interactions a candidate has with your company – because hey, first impressions count! – all the way through to how you support and grow your people over time.”
At Mediazoo this means areas such as onboarding are designed to make every new joiner feel welcomed, valued, and equipped with the information they need to succeed. All new starters are also assigned a dedicated ‘buddy’ to help them settle into life at the company and ensure they feel part of the business from the start of their time there.
“Belonging deepens throughout the employee life cycle when people start to see a future for themselves at your company,” explains Lambourne. “At Mediazoo, we ensure our talent processes are fair and transparent. We always look to promote from within and provide development budgets for all employees.”
Importantly, the company does not take retention for granted. Again, listening to employees has led impactful provision at the company and improvements to the overall employee experience. “Whether it’s flexible working, mental health support, or creating a space where people can bring their whole selves to work, our aim is to respond in ways that are both meaningful and practical,” says Lambourne.
While previously inclusion initiatives may have been more a question of providing certain communities with provisions which helped them to be visible and give them a sense of security, today inclusion is more holistic – aiming to be as welcoming and supportive of all employees as possible. This is undoubtedly a challenge, but it’s one that continues to pay dividends, despite the challenges and adverse views which may now exist. Being inclusive still opens an organisation to the best talent available as well as making the business appeal to the most diverse customer base possible.
