Understanding the impact of fairness, inclusion and equality in creating diverse and effective workplaces.
My Journey from Construction to EDI
Spending a decade in the UK construction industry as a setting-out engineer and site manager shaped my career and my view on Equality, Diversity, and Inclusion (EDI). While I loved the work, my experience in the field was marked by challenges, long hours, a culture of presenteeism, and an environment that could sometimes feel aggressive and mistrustful. At times, these challenges stemmed from general industry culture, but often, my experience was impacted directly by my gender.
One thing that struck me repeatedly was how measures intended to support women or improve diversity sometimes worsened situations. Take, for example, the “Women in Construction” days. These were intended to create a sense of belonging but were often dismissed as “knitting circles.” This perspective meant that my return to the workplace after attending such events often attracted more derision than support. Additionally, they asked me to solve the problem without giving me any support, which often felt like they were “job and knock”, as we might say on-site; in other words, the very existence of the day was seen to have solved the problem. Or consider tokenistic KPIs, which encourage companies to hire more women without stopping to think if those companies could provide safe and inclusive working environments. For me, appointment due to KPI resulted in roles without responsibility as they ticked the box to show I existed while I was assigned work way below my skill set, being made to prove my abilities even though they had previously been demonstrated.
These experiences led me to question the efficacy of existing EDI approaches. Too often, well-meaning initiatives were superficial and did not address underrepresented groups’ real needs or lived experiences. This frustration and curiosity ultimately motivated me to pursue my PhD in EDI. Through my research, I developed the FIE (Fairness, Inclusion, and Equity) framework, grounded in scientific theory, to address these gaps and guide organisations toward genuinely inclusive environments.
Perceived Fairness: The First Step
In organisations that are perceived as unfair, people act individually, thinking, “I have to look out for myself because no one else will.” This leads to a range of behaviours: employees may see diversity as a threat rather than an opportunity because they’re unclear on why others are getting hired or promoted. They’re less likely to follow rules, processes, or policies as they don’t trust that they have a useful purpose. Employees are also more likely to align themselves with powerful individuals than the organisation’s goals and values.
Now, imagine introducing an EDI initiative into that kind of environment. Rather than fostering inclusion, it often leads to hostility, resistance, and backlash, even from individuals who would otherwise support EDI outside of work. Survival often comes first.
However, something entirely different happens when people perceive their organisation as fair. They start to act collectively, believing that what they put in will eventually return to them. They see diversity as an opportunity because they’re not afraid someone else will take what they feel they deserve. They’re more likely to follow the organisational rules and align with its values because they trust these structures serve a purpose. They even feel empowered to challenge those in power if they believe someone behaves inappropriately.
When we introduce EDI initiatives into fair environments, we see a significant change in people’s attitudes towards them. Employees are more engaged, motivated and far less likely to be hostile.
This is why perceived fairness is the first step in creating a supportive environment for EDI. But it’s important to note that perception doesn’t always match reality. Decades of research in organisational justice show, for example, that women often rate their organisations as fairer than men do, even when the data shows they are treated less fairly. This discrepancy can be due to lower expectations or simply feeling grateful to have a job at all. Therefore, we must carefully examine fairness perceptions and not assume that feeling “okay” equates to being treated inclusively or equitably.
Inclusion: The Balance of Belonging and Autonomy
With fairness perceptions in place, the next step is fostering true inclusion. I like the definition of inclusion that balances belonging and autonomy. Belonging without autonomy, without the ability to have one’s voice heard and credited, leaves people treading water at best or feeling controlled at worst. Inclusion means that people not only feel part of the organisation but also feel empowered to contribute meaningfully.
True inclusion requires more than just inviting people to the table; it involves valuing their input, giving them space to speak, ensuring they are genuinely heard and crediting their ideas. Simply asking people for feedback isn’t enough if they don’t feel it’s making an impact or aren’t included in significant conversations.
Equity: Giving People What They Need to Succeed
We can address equity once we’ve established perceptions of fairness and genuine inclusion. Equity is about meeting people where they are and giving them what they need to succeed. It isn’t about providing the same resources to everyone; it’s about understanding that different people may require different forms of support to thrive.
Equity recognises that the playing field isn’t level. Historically, our workplaces were designed for one specific “standard” person, often excluding a wide range of needs and perspectives. Equity means examining these structures and making adjustments, whether through reasonable accommodations, flexible policies, or entirely new frameworks, to create environments that work for everyone.
Creating an equitable environment takes time and continuous effort, but it’s a step toward a workplace where people feel valued, able to contribute, and genuinely part of the team. It requires us to think about everyone in our organisation rather than just those who have traditionally held power.
Outcome
The outcome of this work is diversity, and I need to be clear on that. If we chase diversity without fair, inclusive or equitable working environments, it really only leads to higher staff turnover. Think about it yourself: how do you feel when you work in environments where you are not treated well, valued or listened to? Then what do you do if someone offers you another job? We need to understand that diversity is an outcome of fair, inclusive, and equitable workplaces, and it is not a magic pill to create them.
Research backs this up, diversity has consistently mixed outcomes when studied in organisations. It can result in both positive and negative impacts. This, of course, makes sense when we think about it: when I was being discriminated against, I was not bringing my best self to work; quite the opposite, my best self was metaphorically crying under a duvet while I did my very best to survive the day and pay the bills. Alternatively, fairness and inclusion show much more consistently positive outcomes, meaning that they are both great for a company’s return on investment and for creating diverse environments that can foster innovative thought.
For many, EDI initiatives are viewed as moral or compliance-based efforts, separate from organisational goals or financial performance. However, this mindset fails to recognise the return on investment that inclusive, equitable workplaces can bring. When people feel valued, aligned with organisational goals, and supported in their work, they are more engaged, innovative, and loyal. Appreciating the sociological underpinnings required to make that happen is key to success.
The Business Case for FIE
The FIE framework links inclusivity with tangible benefits: return on investment, enhanced innovation, and improved organisational performance. Companies that understand this, that view inclusivity as a strategic advantage rather than an obligation, will ultimately succeed in attracting and retaining top talent and cultivating environments others want to follow.
For me, FIE isn’t just about compliance; it’s about creating meaningful, sustainable change. It’s about unlocking every individual’s full potential by fostering truly supportive, fair, and inclusive environments. Through FIE, we’re not just building better workplaces; we’re building workplaces that are healthier, more resilient, and more aligned with the values of equality and respect.
This journey, from my time in the construction industry to completing my PhD, has taught me that creating inclusive workplaces is a continual process, one that requires understanding, commitment, and a willingness to adapt. By applying FIE, organisations can progress toward an inclusive and equitable future where everyone can succeed.
What’s Coming Up: Exploring Fairness, Inclusion, and Equity in Depth
As we move forward, we’re excited to dive deeper into the FIE framework with a dedicated series on each level: Fairness, Inclusion, and Equity. In these weekly posts, we’ll discuss the theory, research, and practical insights that can help organisations create genuinely inclusive environments.
Next week’s blog:
To start, we’ll look at the Fairness series; over the month, we will focus on why perceptions matter so much more than objective reality in shaping behaviours and attitudes. This post will introduce distributive, procedural, and interactional fairness and explore the psychological impact of perceived fairness on individuals and teams.
Join us next week as we begin this journey into the power of perceived fairness—an essential foundation for any EDI initiative.
About the author: My name is Dr. Chrissi McCarthy, and I am the Managing Director of the Centre for Behavioural Equality. I am also the creator of FIELDS (the Fairness, Inclusion, and Equity Leadership Development System) and BEAR (the Behavioural Equality Academic Research conference), which we are launching next year. I’ve been running this business for 17 years, and during that time, I completed a PhD examining the relationship between perceptions of fairness and attitudes toward equality approaches in large organisations. Additionally, I hold a Postgraduate Certificate in Promoting Equality and Managing Diversity.
Before my EDI research and practice career, I spent ten years in the construction industry. While it might not seem directly related to EDI, the experiences taught me a great deal about how people interact in dynamic, high-stakes environments. The complexity and scale of the construction industry provided a valuable case study for understanding the forces driving inequality and the mechanisms that can help foster equality. These insights enable me to approach EDI from a behavioural perspective, rooted not only in theory but in real-world dynamics.
My mission is to discover what truly works in EDI. As someone who faced barriers to doing the work I love, I am committed to creating workplace environments where others can pursue and thrive in the careers they are passionate about.
