Very often, when organisations embark on their equity, diversity and inclusion (EDI) journey, they turn to underrepresented employees to lead the charge. These individuals, who may already face workplace prejudice and barriers, are expected to take on extra EDI responsibilities alongside their day jobs – often without appropriate support, resources or recognition.
Many feel obliged to say yes, not just because no one else is stepping forward but because they are the only person in the organisation representing their identity. For example, the only visibly disabled employee (like I have been so many times working in the corporate world), can feel under pressure to be a voice for others who lack confidence to speak up or put their head above the parapet. But in reality, they just want to do their day job and go home of an evening without additional unpaid responsibilities.
Worse, some become the poster-child for the organisation – featured in internal communications or recruitment campaigns simply because of their visible characteristics. This looks tokenistic and feels very awkward.
EDI should not rest on the shoulders of those from minority backgrounds. Senior leaders must drive a culture of inclusion, embedding it into business strategy rather than treating it as a side project. Employee resource groups can help, but only when given proper investment, influence, and sponsorship from the top.
Read more: Is your DEI strategy setting people up for failure?
A more ethical approach is to:
● Ensure EDI roles are open to anyone passionate about inclusion, not just those from minority groups.
● Actively recruit allies, including those who don’t see themselves as “diverse enough,” to embed inclusion into workplace culture.
● Demonstrate the business benefits of inclusion and diversity – stronger financial performance, innovation and retention. It’s not just the right thing to do.
● Provide champions with real support – budget, training and time – so that it’s not an unpaid extra responsibility.
● Hold senior leaders accountable. Ensure that inclusion is embedded in strategy, and measured.
● Stay resilient in a shifting landscape. With DEI under scrutiny, businesses must remain committed to meaningful action.
True inclusion happens when all employees take responsibility for building a fair and equitable culture, which allows everybody to thrive.
Toby Mildon is diversity and inclusion architect for the consultancy, Mildon
This article was published in the March/April 2025 edition of HR magazine.
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