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Use this employee lifecycle for equity diversity and inclusion to create your action plan for equity and a more inclusive workplace and diverse workforce.

Equity, Diversity and Inclusion – the employee life cycle

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Addressing the topics of corporate equity, workforce diversity and workplace inclusion requires the involvement of everyone in a company. It’s about intent aligned with action. It requires thinking about many factors. Use the employee lifecycle for equity diversity and inclusion to workplace diversity and workplace inclusion

Starting with leadership and communication and the policies and procedures of a business, as well as its culture. Consider the strategic decision-making process (including every-day decisions) and the national cultures that you’re operating in. The expectations of national and regional governments, as well as international bodies are also important factors.

However, the scale of the challenge, and the very nature of many organizations can lead some to believe it is “somebody else’s” responsibility … it’s for leadership to resolve, or Human Resources departments, or the Equity, Diversity and Inclusion lead, or …

The reality is however that no matter where we are in a company we each have the opportunity to have a positive impact on equity, workforce diversity and workplace inclusion.

Consider from different perspectives

What is the customer engagement journey like? Or from a supply chain perspective: How do you exert influence on your suppliers, or your customers, or even your competition?

In this article, I encourage you to think about this from an employee lifecycle perspective. Use the employee life cycle perspective to enable equity, workplace diversity and workplace inclusion. Considering every single interaction a potential member of staff has before they join and all the way through to when they leave. Each of those interactions is owned by different people or parts of the company. So,viewing it from the employee’s perspective allows one to see who should be responsible for delivering change.

That could be the line manager, or the brand and marketing team and the social media team. Or perhaps recruitment advisors, participants in a recruitment panel, and so on.  It’s part of the overall theme to consider. As I spoke about at the CIPD (Chartered Institute of Personnel and Development)) annual conference – Workplace Inclusion and Workforce Diversity from a Corporate Strategy perspective.

Here’s the summary. Behind each segment there are a set of prompts and suggestions to investigate; connect with me to learn more.

Consider each of these eight elements to use the employee life cycle for equity, diversity and inclusion:

1. Strategy. Having a strategic workforce plan designed to deliver the corporate strategy

Any people strategy should have its foundation in the corporates overall strategy. A company’s people are the ones who deliver the corporate strategy – knowing what types of people and with what skills you need for the future, and where they are needed, is the core of a people strategy.

2. Attract. Being an appealing inclusive employer

Attracting people to join the company is about corporate reputation, the information that potential candidates hear about you, and can find out about you.

3. Recruit. Enabling all talent to successfully apply

Your recruitment process should be free of bias and clearly signal your interest in diverse candidates. It should support applications from diverse candidates, and place expectations on your recruiting managers, and your recruitment agencies.

4. Onboard. Ensuring all talent is understood and all staff trained

Onboarding is an opportunity for new joiners to understand your expectations and to be aware of the support and opportunities available. So that they feel comfortable to be completely themselves at work.

5. Learning and Development. All talent represented and included 

Every learning and development / training intervention is a D&I opportunity. All development and training programmes should have diverse candidates. Specific learning and development opportunities should be provided for all talent where appropriate.

6. Reward, Recognition, & Benefits. All talent’s needs catered for

All staff is to be treated equitably. Staff benefits should be inclusive for all diversity aspects. Some specific additional company services may need to be provided for specific groups.

7. Progression & Performance. All talent performance management consistent

Work allocation and performance management of all staff should be consistent irrespective of diversity aspects.  Monitoring of succession planning, pay and performance should be undertaken.

8. Retain / Exit. Talent that wants to stay. Learn from & manage exits 

Talent of all types should want to stay with the company. You should act upon feedback and use workplace inclusion programmes. You should learn from diverse staff exits, and avoid exits due to lack of inclusion.


Step into the shoes of your own people when faced with questions like “where should I start”, or “what should I do next”. Work with them to see what insights you can identify for action. Also, consider coaching as a way of energising and activating those from minority groups. It can also be used effectively with those in positions of leadership responsible for bringing the changes to life.

For a few easy reminders of equity, workplace diversity and workplace inclusion see the acrostic definitions:

both of which are reminders of the role we each have in making these successful.

About Steven

Steven has extensive experience in strategic executive leadership having led large business units at Fujitsu. Steven has had full and operational delivery responsibility for $1bn annual revenue business, including sales / growth, of full-service range (consultancy and change programmes, to operational IT services) to multiple clients. Leading business through changes in strategic direction, crisis management, transformational turnarounds especially those delivering business critical services to clients such as Public Sector / National Government. Steven engages well with C-suite executives and senior stakeholders, including in previous roles with UK Government Cabinet Ministers.


Feel free to reach out if you’d like to discuss these or related topics. Follow me on Twitter, or connect with me on LinkedIn.

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