Nimar Dang, MSc Marketing and Strategy student at Warwick Business School, draws upon corporate role models to identify 6 key strategies for building a fair and robust diversity & inclusion policy for companies

Inclusion: The DNA, not the department by Nimar Dang.

In the last decade, Diversity, Equity, and Inclusion (DEI) has become a corporate buzzword, with organisations globally rolling out initiatives, hiring Chief Diversity Officers, and implementing unconscious bias training. But despite these efforts, many employees still feel that DEI programs are performative check-the-box exercises that fail to create lasting change. The question arises: How can companies embed inclusion into their DNA without relying on the DEI label?

1. Make Inclusion a Business Strategy, Not an Initiative

Too often, DEI efforts are siloed within HR and treated as separate from the company’s core objectives. Instead, companies should weave inclusion into their overall business strategy (Institute of Equity-Centred Coaching, 2024). This means ensuring diverse voices are included in decision-making, product development, marketing strategies, and customer engagement. An inclusive business is not one that just “accommodates” diverse talent – it thrives because of it.

For example, a company developing a new product should ask: Does this serve a broad demographic? Have diverse perspectives shaped its development? Instead of merely hiring diverse employees, companies should actively leverage their insights to improve business outcomes.

2. Redesign Workplaces for Psychological Safety

Creating an inclusive culture means fostering an environment where employees feel safe to express ideas, voice concerns, and challenge the status quo without fear of retribution. Google’s research on high-performing teams found that psychological safety, the belief that one will not be punished or humiliated for speaking up, is the most critical factor for success.

Leaders can cultivate psychological safety by:

• Encouraging open dialogue and active listening
• Rewarding transparency and curiosity over rigid hierarchy
• Leading with vulnerability by admitting mistakes and seeking feedback.

When employees feel secure, they are more likely to contribute meaningfully, leading to stronger collaboration and innovation (Loignon and Wormington, 2024).

3. Focus on Equity in Everyday Decisions

Rather than enforcing rigid DEI policies, companies should integrate equity into daily decision-making. This means questioning biases in hiring, promotions, and compensation, not just during annual audits, but in every interaction (Hustle Badger, 2023).

A simple shift in how meetings are run can make a big difference. Are all voices being heard? Are the same few individuals dominating conversations? Rotating meeting facilitators, setting clear agendas, and allowing asynchronous input for those who may be less vocal in live discussions can create a more inclusive decision-making process (Tsao, 2017).

4. Rethink Leadership Development

Many DEI efforts focus on entry-level hiring but fail to address the real issue: who moves up the ladder? Companies should ensure that leadership development is accessible to employees from all backgrounds, not just those who fit a traditional mould.

Mentorship and sponsorship play a critical role here. Rather than relying on informal networks that often exclude underrepresented employees, organisations should create structured sponsorship programs where senior leaders actively advocate for and develop diverse talent (CEO Hangout, 2025).

For example, Procter & Gamble (P&G) has implemented structured sponsorship programs aimed at accelerating the advancement of women and people of colour. They have formal programs that intentionally pair high-potential employees from underrepresented groups with senior leaders who act as sponsors. These sponsors provide guidance, advocate for their mentees’ visibility, and create opportunities for them to take on challenging assignments (CEO Action for Diversity & Inclusion, 2021).

P&G also tracks the success of these programs, measuring the promotion rates and career progression of participants, ensuring accountability and continuous improvement.

5. Embed Inclusion in Brand and Customer Experience

Inclusion should not stop at internal policies; it should be reflected in how a company engages with customers. Brands that authentically reflect diverse perspectives in their marketing, customer service, and product offerings tend to build stronger consumer trust and loyalty (Ganesh, 2024).

Take a look at how your company presents itself externally. Are the voices and stories represented in your campaigns reflective of the real world? Is accessibility considered in product design? Inclusion is not just about who is in the room, it’s also about who your company serves and how they experience your brand.

For example, consider the beauty brand, Fenty Beauty, founded by Rihanna. They explicitly design their foundation line with 50 shades to cater to a wide range of skin tones, addressing a significant gap in the market. This inclusive approach not only demonstrated a commitment to diversity but also resonated deeply with consumers who now feel seen and valued (Carpetta, 2023).

Their marketing campaigns feature diverse models, further reinforcing their dedication to representation. This has led to significant brand loyalty and positioned Fenty Beauty as a leader in inclusive beauty.

6. Measure Inclusion, Not Just Diversity

Many companies track diversity metrics (e.g., percentage of underrepresented employees) but fail to measure inclusion – the lived experience of employees. Conducting anonymous pulse surveys, tracking retention and engagement rates across different demographic groups, and monitoring who is being promoted can provide insights into whether inclusion is truly happening (Eliot Partnership, 2024).

Specifically, anonymous pulse surveys should include questions assessing feelings of belonging, voice and input, fairness and equity, psychological safety, and respect. Retention and engagement rates should be segmented by demographic groups to identify disparities. Promotion and advancement data should be analysed to ensure equitable pathways (Barnett Waddingham, 2025).

Additionally, tracking feedback and complaint analysis, accessibility metrics, and implementing a comprehensive inclusion index can provide a holistic view. Implementing 360-degree feedback that measures inclusive behaviors is also important (Romansky et al., 2021).

The key question: Do employees feel valued, heard, and empowered? If not, companies need to rethink their culture beyond surface-level diversity.

For a full list of references used in this article, click here.

Useful links:

• Link up with Nimar Dang on LinkedIn
• Read related articles: Rethinking Inclusion: How to Unlock the Power of Neurodiverse Talent and Beyond DEI: How can companies embed inclusion without the label? 
• Discover Warwick Business School, UK
• Apply for the Warwick MSc Marketing and Strategy.

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