EDI Case Study resource 2025
Spotlight on inclusion over diversity
“We’re more interested in inclusion targets than diversity targets”
In a couple of instances it was clear that organisations benefitted from a naturally longstanding inclusive culture, which had largely eradicated the need for them to do any structured initiatives to improve the situation. This speaks to the power of culture, inclusion and belonging to impact on diversity and equity, and the challenge of shifting the latter if the culture isn’t in the right place.
One professional association for specialist doctors, explained how the natural flexibility of their profession, helped contribute to the diversity of the underlying profession. In this specialty, it is not uncommon for doctors to work less than full time as standard – making it an appealing specialty for a wide range of individuals including (but not limited to) women. There has been longstanding ethnic and gender diversity at all levels of seniority within the staff team, so there is an entrenched diversity that means that inclusion is the assumption. This is also reflected on the Board where they create opportunities that make sure the ethnic and gender mix is representative of their membership. The organisation has a female CEO from a working-class background and whilst representation is an ongoing activity, it isn’t forced. “We are just inclusive and that’s that”.
In other cases, this inclusive culture had not been there all along but had been built quickly, for example at the Mining Remediation Authority this also enabled the organisation to focus the initiatives on the areas that need more focus. The leadership team, led by a CEO who makes it a clear priority, is incredibly committed to inclusion and this flows through to everyday life in the organisation – meaning teams are thinking about and acting on improvements to inclusion all of the time without it being part of the central inclusion plan. The EDI lead can therefore focus on making the bigger changes happen.
EMS Healthcare find that when they do things to build their community, and culture, it pays off in diversity and inclusion too. They recently adopted some rescue chickens for their head office – meaning there is now a bench where different colleagues sit, eat together and chat whilst watching the chickens. It has created a conversation point and interaction across all different dimensions of the business – plus has wellbeing and sustainability benefits too!
These examples serve to demonstrate the impact of focusing first on setting the right culture for the organisation as a starting point – leaders and managers who ‘get it’, inclusion, flexibility, a staff led approach, openness and communication and a willingness to do or say the wrong thing sometimes are key factors. An HR team attempting to meet EDI targets against a culture that doesn’t contain these elements is likely to find it a much slower battle.
“What’s the magic? As an EDI lead, I don’t have to worry about my leadership team. Previously my job has been 90% winning the hearts and minds of the leadership team. Here, I don’t have to spend any time on that which means I can actually get a lot done. I don’t feel like I’m one person trying to drive EDI.”
One sign that the culture needs work before diversity can happen is turnover of EDI leads. In some organisations where there is not broader understanding, buy-in, commitment or shared responsibility and capacity, recruiting an EDI lead, assigning it as someone’s role or getting in a consultant are seen as a quick win. However very little actual impact can be delivered by an EDI consultant or lead working in isolation – they can merely act as a catalyst, support, extra pair of hands or ideas for the underlying drive of the organisation. If however, that EDI has the combination of capacity, access to organisational resources (leadership, buy-in and budget), and permission to act and get on with it, it can have a huge amount of impact. “I’ve been an EDI lead in an organisation that just wanted someone to fix it for them. It’s incredibly frustrating. The organisation needs to change, not just recruit another EDI lead”.