At Blueprint for All, we believe in a future where talent is respected and nurtured irrespective of background. Our charity works to support young people, providing them with the education, training, and opportunities needed to reach their full potential. We recognise that too many young people start at a disadvantage, facing systemic barriers that limit their career progression. That’s why our consultancy collaborates with organisations to drive meaningful change—ensuring workplaces foster inclusive cultures where diverse talent can thrive. 

Our high-impact programmes work directly with young people and communities, helping them make a difference while pushing for systemic change in organisations and society.  

We recognise that EDI is important in the workplace because of the change it can bring about. Change requires more than words—it requires courage, commitment, and accountability. We believe that organisations must go beyond surface-level EDI initiatives and embed inclusivity into their culture, creating environments where our young people can succeed. Reframing EDI with a focus on employee well-being is essential in achieving this goal, ensuring that organisations recognise the benefits of a diverse workforce and contribute to a more equitable society. 

A shift towards employee wellbeing 

EDI has long been a focus for organisations, yet many initiatives fall short. Traditional approaches often emphasise compliance, quotas, and addressing overt discrimination. While these elements are important, they can sometimes be perceived as overly focused on “political correctness”. They may alienate some employees, particularly given the current political climate in the UK and the US. There is growing backlash against what some perceive as “woke” or “identity politics,” leading to concerns about reverse discrimination or a belief that diversity initiatives threaten the opportunities of white, often male, employees.  

Additionally, debates persist regarding the extent to which systemic inequalities still exist. Some argue that a strong focus on EDI assumes societal bias that they do not believe is still present. This can create resentment and a perception that EDI initiatives in the workplace are unnecessary or even harmful.  

How should we improve EDI in the workplace? 

In 2025, we believe it is time to reframe EDI¹ by placing employee well-being at its core. True inclusion extends beyond representation; it requires cultivating a workplace where all employees feel valued, respected, and psychologically safe. 

But what does “well-being” actually mean in the workplace? The Chartered Institute of Personnel and Development (CIPD) defines well-being as “a state of positive mental and physical health in the workplace.”² This encompasses feeling supported by managers, having a sense of purpose, and experiencing psychological safety—the ability to be oneself without fear of judgment or reprisal (Edmondson).³ A psychologically safe environment encourages employees to take risks, share perspectives, and admit mistakes—key elements for fostering innovation, collaboration, and learning. 

Why psychological safety is essential for EDI 

While a lack of psychological safety affects all employees, it disproportionately impacts minoritised and disenfranchised groups. These individuals may already face systemic biases and microaggressions, making it even harder to speak up or challenge the status quo. Without psychological safety, organisations risk silencing the very voices essential for meaningful change.⁴ 

A workplace lacking psychological safety discourages contributions from underrepresented groups, which may lead to lower retention rates, reduced engagement, and a failure to build truly diverse teams. By fostering an environment of respect, empathy, and active inclusion, organisations can ensure that diverse perspectives are heard, valued, and integrated into decision-making processes. 

The business case for a wellbeing focused EDI strategy 

In today’s evolving business landscape, organisations increasingly recognise the strong link between employee well-being and overall success. Prioritising well-being enhances engagement, productivity, and innovation and strengthens employer branding.  

A well-being-centred EDI approach moves beyond mere compliance, embedding inclusion into the fabric of an organisation’s culture. Workplaces can provide examples of EDI by dismantling the artificial barriers that hold so many people back. By actively addressing EDI issues in the workplace such as microaggressions, bias, and discrimination, organisations create an environment where all employees—regardless of background—feel safe, valued, and empowered to contribute. Providing mental health resources and emotional support further reinforces this commitment, ensuring that well-being becomes a shared organisational priority rather than an afterthought.  

Research consistently shows that organisations with strong well-being initiatives experience higher employee satisfaction, productivity, and retention levels.⁵ A workplace that prioritises well-being is not just more inclusive but also more innovative, resilient, and successful. 

Our CEO, Sonia Watson, shared recently that shifting away from EDI policies risks setting a ‘dangerous precedent’ for businesses, institutions, and policymakers in the UK. ‘A retreat from inclusive practices could undo years of progress, deepening workplace inequalities and further marginalising individuals from diverse backgrounds. Now more than ever, UK organisations must stand firm in their commitment to equity, diversity, and inclusion—not just in words, but through sustained action and accountability.’ 

Following this, we’ve written out some top tips on how to promote EDI in the workplace:

Key strategies for organisations to reframe EDI through wellbeing 

1. Embed Psychological Safety in Workplace Culture – Encourage open dialogue, active listening, and a non-punitive approach to feedback and mistakes.
2. Provide Training on Inclusive Leadership – Equip managers and leaders with the skills to support diverse teams and create psychologically safe environments.
3. Integrate Well-being into Organisational Policies—Offer flexible working arrangements, mental health support, and policies that promote work-life balance.
4. Measure and Track Well-being and Inclusion Metrics – Regularly assess employee experiences through surveys, focus groups, and feedback sessions.
5. Ensure Senior Leadership Commitment to Well-being – Drive change from the top, with leaders modelling inclusive behaviours and prioritising well-being.
6. Partner with External Experts and Charities – Collaborate with organisations like Blueprint for All to drive long-term, systemic change and support young talent entering the workforce.

Reframing EDI through the well-being lens allows organisations to focus on shared human needs, fostering a healthier, more inclusive workplace culture. By embedding well-being into EDI strategies, companies can create environments where all employees thrive, ultimately driving individual and organisational performance forward. 

This shift is particularly critical for Blueprint for All. We work with young people who will enter these workplaces, and organisations must be prepared to nurture diverse talent. Together, we can build a society where every individual is valued, their aspirations are nurtured, and equity of opportunity is a lived reality for all. By fostering cultures where well-being is prioritised, we can ensure that the organisations that welcome our young people truly embrace inclusivity and equity—not just as a policy but as a fundamental part of their culture and success. 

References

₁. Zhang,L.(2025). What comes after DEI.  Harvard business Review.

₂. Chartered Institute of Personnel and Development (CIPD).  (2024.). Wellbeing at Work | Factsheets | CIPD.

₃. Edmondson, A. (2018). The fearless organisation: Creating psychological safety in the workplace for learning, innovation, and growth*. John Wiley & Sons.

₄. Edmondson, A. C., & Bransby, D. P. (2023). Psychological safety comes of age: Observed themes in an established literature. Annual Review of Organizational Psychology and Organizational Behaviour, 10(1), 55-78.

₅. Bresman, H., & Edmondson, A. C. (2022). Exploring the relationship between team diversity, psychological safety and team performance: Evidence from pharmaceutical drug development. Harvard Business Review, 1-11.