Key takeaways
- Diversity concerns the people represented; inclusion concerns their everyday experience and participation.
- Review access to roles, information and development as well as overall headcount.
- Ask about specific barriers without expecting one person to represent a group.
- Give reported issues a responsible owner and review whether the change addressed the barrier.
Diversity describes the range of people represented in an organisation. Inclusion concerns whether people feel valued and can contribute ideas, raise questions and participate in practice.[1]
Review the experience as well as representation. A team can contain different backgrounds while giving influence or development opportunities to only some members.
Review opportunities across the organisation
Look beyond an overall headcount. Examine access to roles, development and decision-making in the relevant teams and levels.
Use information appropriately and follow the organisation's policies for handling employee data. Explain what the review is intended to resolve.
Examine recruitment practices
Explain role requirements clearly and review whether the process gives candidates a practical opportunity to participate. Discuss barriers raised by candidates rather than making assumptions about a group.
The candidate experience guide helps review information, communication and contact through the hiring process.
Make onboarding information and contact accessible
Explain how new employees find information, ask questions and reach relevant colleagues. Ask about support needs rather than expecting people to adapt silently.
Review working arrangements and learning opportunities with the people affected. Do not expect one colleague to represent an entire community.
For an illustrative remote Support Specialist joining a fintech infrastructure team, a company introduction scheduled outside their agreed working hours can limit participation. Ask what timing and format would let them take part. The manager and session owner agree an alternative conversation or reference material with a named route for questions, then check whether the employee received the same useful context as colleagues. The fintech infrastructure employee journey shows how those introductions and support fit around the role.
- 01
Information and format
Ask whether the employee can access the instructions and use their format. Agree an appropriate way to obtain the information when the current route is a barrier.
- 02
Meetings and contact
Check whether the meeting time and way of asking questions work for the people involved. Give someone ownership of unresolved participation barriers.
- 03
Learning and development
Explain how opportunities are offered and what support is available. Ask employees whether scheduling, access or unclear selection criteria prevent participation.
Act on what employees report
Invite specific feedback about participation and access. Explain the appropriate reporting route, who can investigate the issue and how follow-up will be communicated. Use the organisation’s established process for concerns that need formal handling.
Authenticity at work means checking whether stated values match the experience. Review the practices regularly rather than treating an event as the entire inclusion programme.
Sources
- Acas. Equality, diversity and inclusion: what they are. Definitions of diversity and inclusion. Accessed 9 October 2026. https://www.acas.org.uk/improving-equality-diversity-and-inclusion
Where CapoFine fits
Coordinate the welcome in Onboard
Onboard connects employee tasks, introductions, learning and manager conversations in a journey from preboarding through day 90.