ABSTRACT

This chapter critically explores how equality, diversity, and inclusion (EDI) policies and associated initiatives are implemented within organisations. The role of equality, diversity, and inclusion practitioners within organisations is covered, including the opportunities and barriers they encounter in their work. There is also coverage of the role of line managers in the implementation of equality, diversity, and inclusion policy. The content of EDI policy and policy initiatives within UK organisations is also critically examined. The chapter argues that there has been a change in the types and orientations of individuals who now hold responsibility for diversity within organisations, a shift away from activist backgrounds and towards a business case orientation. It is also clear that line managers play an increasingly prominent role in EDI, but that they can either reinforce or challenge discriminatory practices and outcomes. The multiple constraints and pressures faced by line managers may mean that it is difficult to persuade them to commit to EDI objectives. EDI policy is still developing in the British context, but in practice, it usually builds on the earlier equality opportunity policies, rather than constitutes a totally separate or new approach. We are yet to see the radical challenge to organisational structures and cultures that so many commentators deem necessary for diversity to be truly valued in workplaces.