Equality, Diversity And Inclusion Assignment Sample

Embracing Equality, Diversity, and Inclusion: Building a Better Future Together

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Introduction Of Equality, Diversity And Inclusion Assignment

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"Equality, Diversity and Inclusion (EDI)" is important for ensuring fair treatment and equal opportunities for all members or employees involved in a business organisation. This assignment sample purpose of EDI in business organisations is to eradicate discrimination and prejudice based on a group or an individual's characteristics that are protected. Key concepts related to EDI and the required behaviour and language that are required to be possessed by a business manager to maintain EDI are to be evaluated. The effectiveness of legislative requirements, organisational practices and policies are to be evaluated. The recommendations that are required to be followed by business companies for maintaining EDI are to be highlighted.

Main body

Key concepts of equality, diversity, inclusion, unconscious bias

Concept of equality, diversity and inclusion with examples

Equality at the workplace refers to fairness and equal job opportunities for employees. The theory of equality of Egalitarianism refers to equal treatment of all members. For example, employees of an organisation must be treated beyond age, race, beliefs or gender (Loh et al. 2022). Diversity in organisations refers to an individual workforce comprising individuals from different ages, gender, ethnicity, religion and others.

The theory of contingency states that management of diversity and organisational success depends on organisational attitudes such as organisational strategies, individual employees, organisational environment and culture (Zallio and Clarkson, 2021). For example, diversity includes people despite different cultural backgrounds, races, gender, age and others. Inclusion is a culture that allows mixing of people helps in feeling comfortable, workable and confident. Inclusion ensures that everyone involved in an organisation must feel that they are important and valued (Claeys-Kulik et al. 2019). The Vygotskian theory of inclusion can be accepted as a paradigm. For example, inclusion holds its root in deinstitutionalisation and social justice and movements of civil rights in the 60s.

Promotion of equality policies at workplaces and prevention of unconscious bias can be effective for business organisations in order to maintain or achieve EDI in a successful manner. Effective communication with all employees is another way that helps in gaining EDI.

Definition and explanation of unconscious biases

Unconscious biases at workplaces can be referred to as human tendency or intention for forming opinions about other employees without having adequate and relevant information (Claeys-Kulik et al. 2019). Biases can stem from experience, gut instinct, preconceived notions or stereotypes. Unconscious biases can occur when an individual is not aware of prejudices (Tyner, 2019). Unconscious bias can be found when people are involved in making decisions or judgements based on their prior knowledge or understanding. This can lead to some steps taken by assumptions or interpretations that can create unconscious biases.

A real-life example that can be mentioned in this aspect is the dispute over equal pay at Tesco. This issue has caused almost 6,000 employees to take this supermarket to an individual employment tribunal (Kenway, 2021). This case has indicated the fact that business companies need to look inward potentially in order to prevent "systemic or unconscious biases" at the same time. The principle that is laid down by the EU law is equal pay to both female and male workers which was not abided by Tesco (Kenway, 2021). This has made the retail company involved in a case of unconscious bias.

Specification of behaviour and language required in a manager

Ways for demonstrating inclusion at workplaces by managers

There are different ways that can be followed by business managers to demonstrate inclusion at their workplaces. Celebration of differences present in a workforce is a way that can be followed by organisational managers. This can make employees capable of feeling that they are valued and included within the team (Zhu et al. 2022). This can help them in feeling comfortable and confident which can lead to the best performance level. This can encourage employees to practise their traditions, and cultures within a company for demonstrating respect towards everyone.

"Providing unconscious bias" training to employees by business managers is important in order to maintain inclusion in their organisations (Adamson et al. 2021). As an example, it can be stated that Starbucks has faced challenges due to an "unseen act of racism" which has shaken its core values. This company has trained almost 175, 000 employees in "unconscious bias training" (Hbr.org, 2023), closing almost 8,000 US coffee shops (Hbr.org, 2023). This has led the company to maintain inclusion in a significant way. The establishment of an effective communication process and allowing all employees to reveal their feeling or voice can help in reducing barriers to maintaining inclusion in a successful manner [Refer to appendix].

Required types of behaviour and language used by managers

Inclusive leaders or business organisations must use languages that show respect to all other employees involved in the organisation. Inclusive managers are required to encourage collaboration among their employees (Fang et al. 2019). This can help in creating an environment in which employees can be capable of collaborating and learning from each other. Inclusive managers must possess humble behaviour towards their employees. This can help them in influencing and attracting people in a better way. This can help in winning or achieving trust and loyalty or respect. Managers who are demonstrating inclusion at workplaces should empower employees. This can help in developing an environment in an organisation that can make employees capable of feeling encouraged and comfortable for speaking up exemplifying inclusion (Fang et al. 2019). These are the expected behaviours and language that must be followed by the business manager for practising inclusion in workplaces.

Impact of legislative requirements on organisations

Explanation of legislative areas

"The Equality Act of 2010" is legislation present in the UK that helps in protecting people from any kind of discrimination in workplaces and society. This helps in treating employees of an organisation in an equal and fair way. This provides equal rights to organisational employees towards job opportunities, pay rate and others (Gov.uk, 2023). Thus, this legislation helps in preventing discrimination within an organisation. This act helps in providing support to individuals. The impact or effect of this act can help in building anti-discriminatory practices within workplaces (Heidelberg, 2019). Empowerment to all employees can help in omitting discrimination or racism in a successful manner.

Gender Pay Gap Information Regulations 2017” is a legislation that is followed in the workplaces of the UK. This legislation removes or eliminates differences between female and male earnings. This difference in payment can be stated as an individual percentage related to male earnings (Gov.uk, 2019). This legislation helps in reducing the lifetime earnings of women employees involved in business organisations and it creates an effect on their pensions. This legislation helps in protecting payment equality of women employees in a significant way. Thus, these legislations are important in establishing inclusion in workplaces.

Level of compliance by organisations with “Equality Act 2010”

The level of compliance with "Equality Act 2010" in business organisations includes duty which removes treating some people favourably rather than others present in an organisation. This legislation was established in the UK in the year 2010. This has helped in covering every people in Britain and raised their voices for protecting them from discrimination, victimisation and harassment (Ali and French, 2019). The main level of compliance with this act is to eliminate any kind of bias within business companies. There are different levels of compliance with this legislation within organisations. Protection from harassment, victimisation, and direct and indirect discrimination are the different levels that business firms are required to follow for maintaining EDI in an efficient way. "Equality Act" required different public bodies for considering their policies and decisions that can affect different people from different protected characteristics.

Evaluation of organisational practice and policy with recommendations

Large organisations and their developed EDI policy

Tesco is creating an inclusive workplace environment that celebrates different cultures, preferences, employees and personalities. This retail organisation has established a place where every employee is treated by the managers in a fair way and with respect for each other. This firm is striving through welcoming a diverse range of applicants in its recruitment process. The approach of "zero tolerance" to discrimination, bullying or harassment has been established in Tesco as a part of developed EDI practice and policy (Tesco.plc, 2022). The aim of Tesco's colleague networks is to celebrate equality throughout this organisation. Tesco has enabled D&I's aspiration to support inclusive business decisions for customers, community and employees involved with it. This business organisation has recognised the value of exceptional and transferable skills as a part of an individual large-scale company (Tesco.plc, 2022). This company has supported the "Disability Programme" for supporting young people who are facing challenges to work due to health conditions or disabilities.

Flaws in the developed practice and policy of Tesco

Most of the female workers involved in Tesco have been identified to argue that they do not receive equal pay for their job. This has created a barrier or challenge in the management of EDL practice and policy within the organisation. The female workers have pleaded that they do not get equal value with their colleagues in Tesco's distribution centres who are men (Johnson, 2021). They have demanded that this anti-discriminatory act has breached UK and EU laws for maintaining an inclusive workplace. The lack of equality in the payment process of the company and discriminatory acts towards female employees have created flaws in the EDI policy of Tesco. On the other hand, Tesco has stated that it has identified labour abuses in the garments supply chain in the southern part of India (Simpson, 2021). This has created flaws in the EDI practice and policy of Tesco which needs to be solved.

Statutory compliance progress EDI at work

Statutory compliance can be beneficial to every employer, and employee involved in an organisation for ensuring working conditions satisfaction in a business organisation. The business leaders or managers of Tesco are required to focus on statutory compliance with EDI policy in its business operations in order to reduce discriminatory acts. The rule of equal payment to female and male workers can reduce gender discrimination which can help in strengthening the EDI policy. Tesco has also faced challenges regarding labour abuses in the Southern part of India. Business managers in this organisation are required to make statutory compliance for establishing regulation of treating all employees in an equal way for reducing chances of labour abuses in its business operations.


It can be concluded that EDI policy and practices are required to be maintained in business organisations for a prevailing fair process to treat employees. This omits any kind of anticipation of discriminatory acts within organisations. It helps business organisations to value and embrace diversity of ideas, working ways and thoughts from different backgrounds. Good diversity and equality practices are helpful for making sure that services that are provided to all people are accessible and fair to everyone. It is important to maintain equal pay for all types of employees despite age, race, background and gender. The establishment of EDI policy in large-scale organisations helps in developing possibilities for making employees feel comfortable and confident. This also plays a vital part in ensuring that people of an organisation are treated equally and this can help in respecting each other respect and equal treatment to all employees help in improving their performance levels.



  • Loh, C.G., Ashley, A.J., Durham, L. and Bubb, K., 2022. Our Diversity is Our Strength: Explaining Variation in Diversity, Equity, and Inclusion Emphasis in Municipal Arts and Cultural Plans. Journal of the American Planning Association, 88(2), pp.192-205.
  • Claeys-Kulik, A.L., Jørgensen, T.E. and Stöber, H., 2019. Diversity, equity and inclusion in European higher education institutions. Results from the INVITED Project. Brussel: European University Association Asil, 51.
  • Tyner, A.R., 2019. Unconscious bias, implicit bias, and microaggressions: What can we do about them. GPSolo, 36, p.30.
  • Zhu, X., Cooke, F.L., Chen, L. and Sun, C., 2022. How inclusive is workplace gender equality research in the Chinese context? Taking stock and looking ahead. The InTernaTIonal Journal of human resource managemenT, 33(1), pp.99-141.
  • Ali, M. and French, E., 2019. Age diversity management and organisational outcomes: The role of diversity perspectives. Human Resource Management Journal, 29(2), pp.287-307.
  • Claeys-Kulik, A.L., Jørgensen, T.E. and Stöber, H., 2019. Diversity, equity and inclusion in European higher education institutions. Results from the INVITED Project. Brussel: European University Association Asil, 51.
  • Adamson, M., Kelan, E., Lewis, P., ?liwa, M. and Rumens, N., 2021. Introduction: Critically interrogating inclusion in organisations. Organization, 28(2), pp.211-227.
  • Heidelberg, B.M., 2019. Evaluating equity: Assessing diversity efforts through a social justice lens. Cultural Trends, 28(5), pp.391-403.


  • Fang, Y.C., Chen, J.Y., Wang, M.J. and Chen, C.Y., 2019. The impact of inclusive leadership on employees’ innovative behaviors: the mediation of psychological capital. Frontiers in psychology, 10, p.1803.
  • Zallio, M. and Clarkson, P.J., 2021. Inclusion, diversity, equity and accessibility in the built environment: A study of architectural design practice. Building and Environment, 206, p.108352.

News articles

  • Johnson.S, (2021), Tesco and Next among brands linked to labour abuses, Available at: https://www.theguardian.com/global-development/2021/may/27/tesco-admits-to-finds-evidence-of-labour-abuses-in-india-supply-chain [Accessed on 12.04.2023]
  • Simpson.E, (2021), Tesco staff win legal argument in equal pay fight, Available at: https://www.bbc.com/news/business-57343892 [Accessed on 12.04.2023]


  • Gov.uk, (2019), “Gender Pay Gap Information Regulations 2017”, Available at: https://www.gov.uk/government/publications/gender-pay-gap-information-regulations-summary-of-201718-data [Accessed on 12.04.2023]
  • Gov.uk, (2023), Equality Act of 2010, Available at: https://www.legislation.gov.uk/ukpga/2010/15/contents [Accessed on 12.04.2023]
  • Hbr.org, (2023), Starbucks Commits to Raising Awareness of Racial Bias, Available at: https://hbr.org/podcast/2020/07/starbucks-commits-to-raising-awareness-of-racial-bias [Accessed on 12.04.2023]
  • Kenway.N, (2021), UK supermarket staff fallout could spark repercussions for other companies and sectors, Available at: https://esgclarity.com/tesco-equal-pay-dispute-companies-encouraged-to-eliminate-unconscious-biases/ [Accessed on 12.04.2023]
  • Tesco.plc, (2022), How we create an inclusive working environment, Available at: https://www.tescoplc.com/sustainability/documents/policies/how-we-create-an-inclusive-working-environment/ [Accessed on 12.04.2023]
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