Why should diversity, equity and inclusion be a top priority for businesses?

Many organisations across the UK are reviewing their recruitment and people strategies to strengthen their approach to diversity, equity and inclusion (DEI). 

Many organisations are prioritising DEI not only because it is the right thing to do, but because bringing together people with different experiences, perspectives and ideas can support employee morale, decision-making and business performance. 

However, turning DEI commitments into consistent and meaningful action can be difficult, and organisations do not always get it right. DEI should be high on the agenda in order to create a safe working environment for your staff and a strong company culture for your existing employees, as well as to attract new talent to your organisation. 

Recent Glassdoor data shows that candidates and employees continue to actively research workplace diversity. Visits to employers’ diversity profiles increased 4.8 times year on year in early 2025, while engagement with DEI-related discussions also rose.  

This matters because candidates can use this information to understand an organisation’s culture, assess the representation of its workforce and consider whether its values align with their own. 

In fact, some candidates may view DEI and company culture as being more important than other aspects of the job package, such as salary, progression, and training. 

It is important for businesses, when looking at their DEI strategies, to look internally at what they are doing already and how they can improve on this. This is to ensure that when businesses are implementing their inclusive recruitment processes to hire diverse talent, they have a good company structure and culture, so that those coming into the business are given the opportunity to thrive. 

With a team of Diversity Champions, and a strong commitment to DEI, Sellick Partnership can help employers and candidates alike, whether you need assistance with reasonable adjustments, advice on the hiring process, or anything in between.

Here, we will outline the importance of DEI, as well as what businesses should be thinking about to make their strategies more effective for years to come. 

The impact of DEI for a business 

The case for DEI extends beyond social responsibility. Bringing together people with different experiences, perspectives and approaches can help organisations make better-informed decisions, understand a broader range of clients and customers, and attract talent from a wider pool. 

When this is supported by an equitable and inclusive culture, it can also contribute to stronger employee satisfaction, retention, productivity and financial performance, while giving businesses a clear competitive advantage. 

Financial performance 

McKinsey’s 2023 report identifies a strong relationship between diversity on executive teams and financial performance. It found that companies in the top quartile for gender diversity on executive teams were 39% more likely to financially outperform those in the bottom quartile. The report found the same 39% increased likelihood of outperformance for companies in the top quartile for ethnic representation on executive teams compared with those in the bottom quartile. 

Employee satisfaction  

An inclusive workplace can help employees feel respected, valued and able to contribute their ideas. When people feel comfortable being themselves at work, this can support stronger engagement, collaboration and job satisfaction. 

Employee retention 

This works in tandem with the previous point: when staff feel valued at work, they are more likely to remain loyal to their employer. A strong and consistently applied DEI strategy can contribute to employee loyalty and stronger retention. 

Competitive advantage  

A diverse workforce can bring together different skills, experiences and perspectives, supporting more informed decision-making and creative problem-solving. It can also help organisations understand their clients and customers and attract talent from a wider range of backgrounds. 

Genuine commitment or performative action: get it right  

Organisations must also avoid performative action, where visible support for DEI is not matched by meaningful internal change. 

Performative action occurs when companies use DEI to make themselves look good but do not address their culture, internal practices or deep-rooted issues. Companies sometimes get it wrong and run the risk of promoting or celebrating underrepresented groups, without addressing systemic inequalities, which can lead to tokenistic action. 

Whilst we don’t want people to shy away from celebrating diversity and inclusion in the workplace, it is also important to look at internal processes. Companies should focus on their hiring approach, but they must also look at policies, training and mentoring programmes, to provide equity to underrepresented groups. 

For example, it’s quite common for companies to change their logo in June to represent Pride Month, but do nothing internally to ensure that LGBTQ+ employees feel valued and respected at work. Others may celebrate International Women’s Day without reviewing whether their policies genuinely support women, parents and carers across the organisation. 

What should businesses consider when implementing a DEI strategy? 

• Focusing on the data: Recording data on workforce diversity is only a starting point. Organisations should analyse representation across different roles and levels, identify where barriers or inequalities may exist and use those findings to inform action. For example, if certain groups are underrepresented at managerial level, what steps could the organisation take to address this? 
  
  
• Embracing diversity as a whole: Some companies that are working on DEI initiatives only focus on one aspect of diversity and this may lead to certain groups feeling left out or uncomfortable talking about the other aspects. This can also lead to performative and tokenistic action towards the group being focussed on. 
  
  

• Avoid placing responsibility for D&I on underrepresented employees: Employees from underrepresented groups should have opportunities to contribute, but organisations should not expect them to lead D&I work simply because of their identity or background. D&I should be a company-wide responsibility, supported by senior leaders and informed by the experiences and views of colleagues across the organisation. 

• Diversity, equity and inclusion in the recruitment process: Use clear, objective and skills-based criteria throughout the recruitment process and take steps to reduce the influence of bias. Employers may use lawful positive action to encourage applications from groups that experience disadvantage or are underrepresented. In limited circumstances, they may also consider a protected characteristic when choosing between candidates of equal merit. Any positive action must be proportionate and meet the requirements of the Equality Act 2010. 
  
  
• DEI training: Relevant, practical training can build awareness, support more inclusive behaviour and help colleagues communicate and work together effectively. It should form part of a wider DEI strategy, supported by clear policies, leadership accountability and opportunities to apply the learning in practice. 

Creating an inclusive process where candidates feel confident sharing needs 

To create an equitable recruitment process, organisations should make it easy for candidates to request support without requiring them to disclose personal information unnecessarily. Employers should explain what each stage of the recruitment process will involve and proactively ask: “Do you need any adjustments or support to participate fully in this stage of the recruitment process?” 

Asking this during the application, interview and assessment stages helps normalise conversations about adjustments and shows candidates that accessible support is built into the recruitment process. Once a candidate has accepted an offer, employers can discuss any wider workplace adjustments or support they may need in the role. 

This approach can help candidates participate fully in the recruitment process, strengthen trust and create a more inclusive experience from the outset. 

Review your recruitment process with our inclusion checklist 

Creating a more inclusive recruitment process requires organisations to review each stage of the candidate journey, from job descriptions and adverts to interviews and workplace adjustments. 

Our Recruitment Inclusion Checklist provides a practical starting point to help employers identify potential barriers and consider where improvements could be made.  

Request your copy of the Recruitment Inclusion Checklist. 

Conclusion 

When building your DEI strategy, it is important to consider both internal and external factors. 

It is vital to ensure you are attracting and recruiting a diverse workforce. However, you must look internally at how the company is perceived by your employees, and those from the outside looking in. 

Having a good DEI strategy won’t result in overnight change, but by ensuring you have clear objectives, as well as commitment from the senior leadership team, you will be closer to having a successful and motivated workforce. 

Get in touch with Sellick Partnership 

At Sellick Partnership, we value the unique differences of our colleagues, candidates and  clients  and work hard to create and maintain a culture that is respectful, accessible and forward-thinking. 

As a responsible recruitment partner, we believe that all businesses, regardless of their size or the sector, should be able to demonstrate their commitment to Diversity & Inclusion and talk openly and honestly about what they are doing to support their employees.

Find out more about our Diversity & Inclusion commitments, or get in touch with us today for a confidential discussion.