DEIB frameworks aren’t just about ticking a box. They’re designed to help us create workplaces where every employee can feel supported, valued, and contribute to their best. In this post, we’ll be breaking down the true meaning of DEIB and uncovering why all parts of this important acronym are critical to its success.
In order to put something into practice, we need to understand it. Yet, a quick search for “DEIB definitions” reveals a wealth of different results, some of which appear to be a little vague or contradictory.
To ensure we’re all on the same page, let’s break down each element in a super simple way:
The diversity part of DEIB is about acknowledging and promoting difference. It encourages us to take into account race, gender, age, sexual orientation, religion, ability, socioeconomic status, and other diversity dimensions. Therefore, a diverse workplace = an environment where a broad range of perspectives, experiences, and backgrounds is authentically represented.
Although sometimes confused with equality, equity isn’t about treating everyone the same; it’s about creating a level playing field. For organisations, this means providing access and opportunities for all employees, making reasonable adjustments for those who need them, supplying assistive technology, and eliminating barriers that prevent participation.
Inclusion can mean different things to different people, but within the context of DEIB, it’s there to help us create environments where individuals are respected, valued, and able to fully contribute. Inclusion is an integral part of DEIB because it reminds us to move beyond acknowledging diversity and ensure that everyone is involved in discussion and decision-making.
Finally, belonging – a more recent addition to the acronym – is about helping individuals to feel truly part of a team. While inclusion focuses on access and participation, belonging ensures that individuals feel valued and accepted. For example, an employee might be invited to join an important meeting but, during that meeting, feel as though their contributions are being dismissed or undervalued. This emphasises the emotional and psychological impacts of behaviour, environment, and workplace culture that also need to be considered.
You’ll probably notice that most companies have their own variations of the above. You might come across the terms DEI, IDEA, or even DIB. But, ultimately, these acronyms all serve a similar purpose. They’re there to guide how our organisations are run, with each letter representing a value, goal, or guideline, depending on where an organisation is on its DEIB journey.
Although each component of DEIB is essential in its own right, we need to acknowledge how all parts work together.
As we pointed out in the last section, without belonging, the act of inclusion takes place, but the emotional aspect may be disregarded. When we consider that, 59% of BIPOC women and 47% of BIPOC men feel they need to “mask their identities to fit in at work”, it becomes even more critical to move beyond access and participation towards prioritising safety, connection, and emotional security. And the same goes for diversity and equity.
Without equity, diversity risks becoming an empty numbers game. Imagine, for example, you spot a job advert for a “dynamic leadership opportunity”. According to the ad, the business is open to applications from candidates from all backgrounds, and promises an “innovative, fast-paced environment” with “unlimited earning potential”.
On the surface, the company appears to welcome diversity. However, on closer inspection, it becomes clear that the ad lacks equity considerations. At the very bottom of the advert, there is a list of “company perks” which includes: “flexible hours including evenings and weekends”, “extensive national travel”, and “commission-based pay with modest base salary”.
While these offerings are labelled as “perks”, they may actually create barriers for already marginalised groups. The irregular hours and travel demands could exclude those with caregiving responsibilities. Disadvantaged candidates who can’t afford financial risk might struggle with a commission-heavy structure. The emphasis on “dynamic” and “fast-paced” may deter those with disabilities.*
To achieve equity, the ad would need to demonstrate adaptability. This would mean offering predictable schedules, virtual engagement options, a living base salary, and an openness to accommodations. Although it’s a positive start, simply welcoming diverse candidates isn’t enough if the fundamental structure of a role creates barriers to their success. This is why all elements of DEIB must be considered together.
*Did you know? In 2021, ONS reported that only 53.5% of disabled people aged 16 to 64 in the UK were employed, compared to 81.6% of non-disabled people.
Fortunately, the numbers show us that organisations embracing diversity, equity, inclusion, and belonging don’t just do better on paper – they see real results that touch every part of the business.
Financial performance: Research from Mckinsey & Company highlights that companies with top-quartile gender or racial and ethnic diversity benefit from above average financial returns. This isn’t surprising considering that diverse teams approach problems from different angles, spot opportunities others might miss, and connect with a broader range of customers.
Better decision-making: Ever experienced the magic of a great team talk? That’s what happens when inclusivity leads the way. Research shows us that inclusive teams make better business decisions up to 87% of the time. When people feel empowered to share their ideas and their input is truly valued, we witness stronger, more innovative outcomes.
Accessing untapped talent: DEIB also, inevitably, widens the talent pool. Take the example of global manufacturing company Kimberly-Clark. Historically, the company hired mostly males, with few women applying for roles. When one of their Australian sites decided to examine its hiring practices, they discovered barriers like male-dominated referral networks and overly technical job ads that discouraged female applicants. After simplifying their ads, actively promoting roles to women, and creating a more inclusive workplace culture, Kimberly-Clark increased its number of female employees fivefold in just a few years.
These are just a few examples that highlight how DEIB initiatives are not only benefiting individuals but also driving success for businesses as a whole.
At CareScribe, we want to create a more inclusive and accessible world for disabled and neurodivergent individuals. Through our work with assistive technology, we aim to directly support the values of DEIB by ensuring that everyone has the opportunity to both pursue their chosen profession – and thrive in it.
Want to find out more about what we do? Discover how you can use our assistive technology products to set up your team for success. Get in touch today.
Our small but mighty team builds leading-edge software that people love. We pride ourselves on a user-led approach to product design. The voice of the customer shapes what we create and that’s exactly how great assistive tech should be made.
