We’ve all seen how quickly an issue that could have been managed informally turns into a formal complaint or even a full disciplinary investigation. In many cases, it’s not because leaders don’t care about equality, diversity and inclusion. It’s because well-intentioned efforts fall short in practice.
When ED&I work is inconsistent, reactive or treated as a side project, it can create the very grievances it’s supposed to prevent. In this article, we’ll look at five common mistakes organisations make, and how to avoid them, so you can build an environment where your people feel respected, protected and able to thrive.
1. Overlooking everyday microaggressions
It’s rarely the “big” incidents that trigger complaints straight away. More often, it’s the drip, drip effect of everyday microaggressions: the off-hand jokes, the constant interruptions, the assumptions about someone’s role or background.
When leaders dismiss these behaviours as “banter” or “harmless,” it sends a clear signal: people are expected to tolerate disrespect. Over time, this chips away at your people’s sense of belonging and safety. And when individuals feel ignored, their frustration builds until a formal complaint feels like the only option.
Example: A woman in a creative agency raised that her ideas were repeatedly talked over in meetings. Instead of addressing the pattern, her manager told her to “be more confident.” This doesn’t address the microaggression, it puts the focus on the person that has already been othered and frankly it is just unhelpful.
2. Assuming “one-size-fits-all” policies
Most organisations have policies on equality and behaviour. But problems arise when those policies are written in generic terms and applied without considering the needs of different groups.
What looks fair on paper can still result in unequal outcomes. This is where indirect discrimination creeps in, often unintentionally.
Example: A firm introduced a “no working from home” rule to rebuild office culture. But parents, carers and people with disabilities found it impossible to comply. Several raised concerns of indirect discrimination, which led to discrimination complaints.
ED&I is not about creating hundreds of exceptions. It’s about recognising that people experience the workplace differently and adjusting policies with that in mind. When organisations don’t, they not only risk grievances but also reputational damage.
3. Inconsistent enforcement of rules
Nothing undermines trust more than rules being applied selectively. If one person’s behaviour is quietly excused because they’re “too valuable” or “too senior,” it signals that fairness is negotiable.
Your people notice these double standards, and it can quickly spiral into accusations of bias or favouritism. That’s when an issue that could have been handled with a quiet word ends up progressing to a full disciplinary investigation investigation.
Example: In a tech company, a junior employee was formally disciplined for lateness. Yet a senior manager was regularly late with no consequences. The inconsistency triggered a grievance citing unfair treatment.
Clear processes matter. But consistency matters more.
4. Failing to equip line managers
Line managers are often the first point of contact when issues arise. Yet too often, they’re promoted for technical skills rather than people leadership and then left to manage sensitive situations without the right tools.
When managers don’t know how to listen, respond and escalate appropriately, small issues get mishandled. This leaves people feeling dismissed or unsafe, which makes formal escalation more likely.
Example: An employee raised concerns about racist comments in their team. The manager, uncomfortable with confrontation, told them to “try not to take it personally.” Within weeks, the employee raised a formal grievance, citing a hostile work environment.
This isn’t about criticising managers. It’s about recognising that ED&I requires specific training. When managers feel confident and supported, they’re far better placed to deal with issues early and constructively.
5. Treating ED&I as a tick-box exercise
The final mistake and perhaps the most damaging is treating ED&I as a compliance requirement rather than a genuine cultural priority. A glossy strategy document or one-off workshop won’t shift behaviour if the everyday reality tells a different story.
When people see a gap between the organisation’s stated values and their lived experience, trust breaks down. That’s when concerns turn into complaints or even whistleblowing.
Example: A charity proudly launched an ED&I strategy but failed to address an existing culture of bullying. Employees quickly became cynical, with several raising grievances that the organisation’s public commitments were performative rather than real.
Embedding ED&I means ongoing effort: listening to your people, measuring progress and holding leaders accountable. Anything less risks creating resentment and conflict.
Avoiding these mistakes doesn’t require complex frameworks. It comes down to creating an environment where your people feel respected and heard. Three points to keep in mind:
- Listen and act early. Take microaggressions and informal concerns seriously, they’re often the early warning signs.
- Apply policies consistently. Your people will quickly spot double standards, so hold everyone to the same expectations.
- Equip managers. Give them the tools and confidence to respond to issues constructively and fairly.
When you do these things well, you reduce the risk of grievances escalating into disciplinary investigations and build a workplace where people genuinely want to stay and contribute.
ED&I work is not about avoiding complaints at all costs, it’s about creating an environment where complaints become less likely because respect and fairness are built into the culture.
If you’d like support with investigations, culture reviews, or training for managers, get in touch with Tell Jane. We’re here to help you create a workplace where your people feel respected and where small issues don’t spiral into major problems.
