Organisations with a rigorous approach to Diversity and Inclusion benefit from the innovation and creativity brought by people from different backgrounds and experiences.


Many high performing businesses embrace different ways of thinking and being and as a result attract the best possible talent from a variety of backgrounds.


What is the Purpose of DIBF?

Diversity and Inclusion has emerged as a measurable driver for business innovation and success.


The Purpose of the Diversity and Inclusion Business Forum is to “speak with one voice to strategically influence national and regional policy making through advocacy and networking in order to develop truly inclusive economic growth by embedding Diversity and Inclusion as core business values across the UK”.


DIBF is committed to the integration of diversity and inclusion values and practices into existing business processes and enabling progress and results to be measured. This will be market relevant, meeting the needs and concerns of all relevant stakeholders including public authorities where appropriate, without seeking to establish, drive or motivate public policy, regulations, or social and political agendas.


The DIBF will draw its membership from a diverse range of organisations, large or small, whatever the product or service and regardless of the sector of activity.



The DIFB model


The 13 categories that are split into four groups cover the key areas that need to be addressed to create a world-class diversity and inclusion organisation.


Each category is divided into five levels, with the benchmarks at 100 percent level considered best practice.


Most organisations will need to address all the Foundation and Bridging Categories.


Organisations may be more selective about which of the Internal and External Categories to address.


Covering all 13 categories is the most comprehensive and systemic approach.


Foundation Categories


Category 1: Diversity and Inclusion Vision, Strategy, and Business Case

Covers the organisation’s overall approach to Diversity and Inclusion, its articulation of the value of Diversity and Inclusion, the requirements of Managing Diversity and Inclusion, and how Diversity and Inclusion is embedded in the organisation.


Category 2: Leadership and Accountability


Covers the responsibilities of the organisation’s leadership in shaping, guiding, leveraging, and accounting for Diversity and Inclusion.


Category 3: Infrastructure and Implementation


Explores the way the organisation structures or organises its Diversity and Inclusion function so it can effectively carry out its Diversity and Inclusion goals.



Internal Categories


The four categories in this group focus primarily on strengthening how the organisation operates and how the effectiveness of people is increased.


Category 4: Recruitment, Development, and Advancement


Describes the creation of a culture of inclusion that enhances professional excellence and supports selection, retention, and advancement. Ensures that Diversity and Inclusion is an important part of recruitment and selection.


Category 5: Benefits, Work-Life, and Flexibility


Describes the way work is organised and the extent of flexible work arrangements. Gauges the benefits and services provided to employees to meet their needs and concerns.


Category 6: Job Design, Classification, and Compensation


Explores the way jobs are designed, classified, compensated, and assigned. Includes assessment of reward and recognition systems and how an organisation is fair and equitable.


Category 7: Diversity and Inclusion Training and Education


Explores Diversity and Inclusion awareness, skill-building training and education, and the integration of such training into all training and development. Explores the extent to which performance improvement and training are provided equitably.



Bridging Categories


The two categories in this group are critical linkages that bridge foundational work with the internal and external focus of Diversity and Inclusion in the organisation.


Category 8: Assessment, Measurement, and Research


Evaluates the way Diversity and Inclusion is measured, whether the organisation does research to support Diversity and Inclusion strategies, and the organisation’s assessment processes around diversity, inclusion, and organisational culture.


Category 9: Diversity and Inclusion Communications

Describes how Diversity and Inclusion is articulated, promoted, and embedded into the organisation’s internal and external communication strategy.



External Categories


The four categories in this group relate to how the organisation offers its products and services and interacts with its customers and other stakeholders.


Category 10: Community, Government Relations, and Social Responsibility


Covers the organisation’s efforts to engage and invest in its communities. This category also covers government relations and social responsibility.


Category 11: Products and Services Development


Gauges the organisation’s recognition of the diversity of its customer base and its effectiveness in designing and delivering products and services to current and future customers.


Category 12: Marketing, Sales, Distribution, and Customer Service


Surveys the organisation’s recognition of the diversity of its customer base and its sensitivity to the nuances of language, symbols, and images used in its distribution, sales, and marketing strategies, thereby attracting and satisfying prospective and current customers.


Category 13: Supplier Diversity


This includes the processes of selecting, contracting, and interacting with the organisation’s suppliers and vendors in a manner that supports and grows Diversity and Inclusion values and goals along the supply chain.


The Five Levels


The best practices in each category are shown as 100 percent. For each category, the benchmarks are divided into five levels that indicate progress toward the best practices in that category:


At 0%: No Diversity and Inclusion work has begun; appreciation of diversity and a culture of Inclusion are not organisational goals. We avoided negative percentages, so for example, a pervasively harassment-filled work environment would be lower than 0%.


At 25%: Compliance mind-set at best; symbolic actions only.


At 50%: Beginning of a programmatic thrust; moving in a healthy direction.


At 75%: Seeing Diversity and Inclusion systemically; a robust Diversity and Inclusion approach.


At 100%: Current best practices in Diversity and Inclusion around the world.