Watch as FAIRER MD Dan Robertson explores the critical role of data in successful DE&I strategies, or read his insights below.
There is an ongoing debate around the use of diversity and inclusion targets, particularly within the current landscape. My view is clear and straightforward: what gets measured gets done in organisations.
At FAIRER, we are clear that discrimination and inequity remain present in the workplace. As a result, it is essential to maintain a spotlight on these issues. Without measurement, targets, KPIs and similar mechanisms, organisations risk taking their foot off the pedal.
For that reason, there should be a laser focus on targets in relation to diversity – particularly representation – as well as targets relating to inclusion, psychological safety and broader workplace experience. It is also important not to confuse targets, or what may be described as positive action, with positive discrimination and quotas.
Positive discrimination refers to a quota system in which, where there is under-representation, diversity characteristics are directly factored into hiring or promotion decisions. For example, organisations may consider the number of women, people of colour and other groups within leadership teams as part of decision-making processes. In the UK, this approach is unlawful. Quotas and positive discrimination are not permitted.
By contrast, positive action is lawful and is best understood as a form of encouragement. Where there is evidence of under-representation over a sustained period (typically 12 months or more), organisations are able to signal this in recruitment activity – for example, by encouraging applications from under-represented groups on the basis that the organisation is a good place to work. This approach can also be applied to development programmes and promotion pathways.
While positive discrimination and quotas are not supported, positive action and targets are. Targets provide a clear and consistent focus on where progress is required. This distinction is fundamental, both in principle and in terms of what is legally permissible in the UK.
As organisations enter what may be described as the current phase of inclusion management, diversity targets are increasingly subject to critique. The argument is often framed as a concern that individuals should not be appointed or progressed on the basis of characteristics such as gender, ethnicity or other protected attributes. This concern is valid. There is a clear need to avoid both the perception and reality of unfair advantage.
However, the broader principle remains that what gets measured gets done, particularly within the corporate context. While quotas – which use difference as a direct mechanism for hiring or progression – are not supported, a laser-focused approach to targets remains important. These targets do not necessarily need to be framed purely as diversity metrics; they can relate more broadly to representation.
It is well recognised that representation in many areas remains uneven. The representation of women in corporate environments is not where it needs to be. The same is true for people of colour, individuals with invisible disabilities, and LGBT+ communities, among others.
There is a risk that if targets are deprioritised in response to political or organisational pressure, the focus on representation is weakened. That strategic lens cannot be lost. Alongside representation, inclusion must also be measured. Organisations should consider indicators such as belonging, psychological safety and wellbeing at work, alongside traditional diversity metrics.
The objective is not to rely on quotas, but to maintain structured, evidence-based goals. While terminology may vary – targets, metrics or goals – the underlying principle remains consistent: what gets measured gets done. This reinforces the need for clear, intentional measurement frameworks that address both representation and inclusion.
Let's work together
Setting DEI targets is only one part of the picture – turning them into meaningful, measurable action is where real change happens. At FAIRER Consulting, we work with organisations to create bespoke DEI strategies, built on data. These structured, evidence-led plans help you define priorities, set clear goals and embed accountability across your organisation. To get started, let's have a conversation.