Practical D&I Strategies Every HR Leader Needs to Drive Inclusion Year-Round – An interview with Amanda Underhill from Ashley Kate HR & Finance and Joanne Lockwood, the Inclusive Culture Expert with SEE Change Happen.

---

Opening Introduction

In today’s ever-evolving workplace, the need for diversity, equity, and inclusion (D&I) has never been more critical. As organisations strive to foster environments where everyone feels valued and can thrive, HR and business leaders are tasked with leading the charge. Joanne’s journey as a transgender woman and an experienced D&I specialist has given her a unique perspective on the challenges and opportunities within this field. From navigating complex intersections of identity to advocating for sustained support beyond symbolic gestures, Joanne has witnessed firsthand the power of true inclusion.

This Q&A delves into the pivotal moments that shaped my work, the strategies Joanne employs to foster inclusive cultures, and the insights she has gained from overcoming obstacles along the way. It’s designed to offer HR professionals and business leaders practical, actionable guidance as they begin or continue their own D&I journeys. By integrating these principles, organisations can move beyond compliance to create cultures of belonging and equity that benefit both individuals and the business as a whole.

Management Summary

Diversity, equity, and inclusion (D&I) are no longer just buzzwords—they are essential pillars of a thriving, modern workplace. This interview highlights key insights from Joanne’s career as an Inclusive Culture Expert, offering HR leaders practical strategies for embedding D&I into their organisations.

Key takeaways include:

• The importance of intersectionality in D&I initiatives and how it can shape more effective and inclusive policies.
• Practical steps for engaging employees and leaders in meaningful D&I conversations, ensuring these efforts go beyond compliance.
• How HR leaders can move from performative support during events like Pride Month to creating year-round cultures of belonging.
• Emerging trends such as the growing demand for transparency, the role of technology in D&I, and the increasing need for leaders to understand and advocate for the complexity of intersecting identities.

By implementing these strategies, HR and business leaders can prepare for the future, addressing both challenges and opportunities in a way that fosters long-term, sustainable inclusion.

The Interview

Q: Joanne, who are you and what are the services you offer?

As someone passionate about creating inclusive cultures, I wear several hats. I’m Joanne Lockwood, “The Inclusive Culture Expert”, and I specialise in helping organisations develop environments where everyone can feel a genuine sense of belonging and equity. My work is rooted in the belief that people thrive in spaces that are not only diverse but also intentionally inclusive and driven by my manta of #PositivePeopleExperiences being the output.

I offer consulting services, facilitate workshops, and provide keynote talks—all centred around diversity, equity, and inclusion (EDI). I focus on actionable strategies that shift mindsets, especially in HR, talent development, and organisational leadership. From inclusive recruitment practices to allyship training, my services are tailored to guide companies toward sustainable, positive change.

Ultimately, I help organisations become not just compliant, but truly committed to fostering a culture where people can be their authentic selves, engage meaningfully, and feel respected. I believe that when we nurture belonging, it goes beyond ticking boxes—it transforms workplace culture for the better.

Q: What were the pivotal moments that shaped SEE Change Happen

Establishing SEE Change Happen wasn’t just a career move for me—it was a deeply personal and transformative journey. One of the most significant moments was when I decided to gender transition. Living authentically as a transgender woman brought to light many of the systemic barriers that people from underrepresented groups face. I saw firsthand how organisations struggled with inclusion, often unintentionally, but with real consequences for the people affected. This experience planted the seed for my desire to drive change, and to educate others about the importance of empathy, belonging, and understanding.

Another pivotal moment came from my background in IT and tech. I witnessed the lack of diversity in STEM sectors and realised that while talent is everywhere, opportunity often isn’t. This realisation led me to focus on inclusive recruitment and leadership, ensuring that diverse voices aren’t just present but are actively encouraged and supported.

With SEE Change Happen, I wanted to bridge those gaps by offering practical solutions that go beyond compliance and into meaningful cultural shifts. These moments, both personal and professional, shaped the heart of what I do—helping organisations make inclusion a core value, not just a policy.

Q: As a transgender woman who has navigated various professional fields, how has your personal journey influenced your approach to D&I?

As a transgender woman, my lived experience has given me a unique and deeply personal perspective on diversity and inclusion (D&I). Navigating various professional fields, from IT and STEM to HR consulting, has shown me both the visible and invisible barriers that people face. My personal journey is not just about understanding the importance of representation, but about experiencing the emotional and psychological impact that comes from exclusion, bias, and misunderstanding.

This lived reality fuels my approach to D&I. I know that inclusion isn’t about ticking a box or fulfilling a quota—it’s about creating spaces where everyone feels they belong, where they can show up as their full selves without fear of judgment or discrimination. It has made me acutely aware of the need for empathy in leadership and the power of authentic allyship. I work with organisations to move beyond surface-level inclusion to something deeper—where diversity is celebrated and where equity is embedded in every process, from recruitment to career development.

By sharing my journey, I aim to challenge assumptions, break down stereotypes, and foster a culture of understanding. When I embarked on this phase of my care I was drawn to maxim Smile, Engage and Educate as my guiding star, which in fact is where the acronym ‘SEE’ in my consultancy name came from. My approach is both strategic and human-centred, helping organisations to not only recognise that true inclusion leads to innovation, but also better engagement, and, ultimately, a more dynamic workplace.

Q: Could you describe a significant obstacle you’ve overcome in your D&I journey and the lessons it taught you?

One of the most significant obstacles I’ve faced in my D&I journey has been confronting unconscious bias, both from others and within organisational structures. Early on, I encountered resistance from leadership teams who saw diversity and inclusion as “nice-to-have” rather than essential to their business strategy. This created a frustrating environment where I had to constantly justify the value of inclusive practices, often pushing against long-standing beliefs about what makes a workplace ‘successful.’

The key lesson I learned through this challenge was resilience—change doesn’t happen overnight, and dismantling bias requires both patience and persistence. I also learned the importance of meeting people where they are. Instead of assuming everyone would immediately understand or embrace the need for inclusion, I began focusing on education and empathy, helping individuals understand how bias can unintentionally shape their decisions and behaviours.

Additionally, I discovered the critical role of allyship. It wasn’t just about me championing the cause—I needed to cultivate allies within organisations who could influence from within. Building these relationships and providing them with the tools to advocate for inclusion proved to be a game changer.

This experience reinforced my belief that D&I work requires both a strategic and a human approach. You need to combine facts and figures with emotional intelligence, helping people see the tangible impact of inclusive cultures on both individuals and business outcomes.

Q: During Pride Month, many organisations show support for the LGBTQ+ community. In your experience, what are the most impactful actions business leaders can take to ensure this support is sustained and integrated into the workplace culture year-round?

Pride Month often brings an influx of rainbow logos, social media posts, and public declarations of support for the LGBTQ+ community. While this visibility is important, what truly matters is what happens after the celebrations end. From my experience, the most impactful lesson for business leaders is that support for the LGBTQ+ community needs to be more than just symbolic—it must be sustained and embedded into the fabric of workplace culture year-round.

One of the most important actions leaders can take is to move from performative allyship to genuine commitment. This means not just flying a rainbow flag but actively reviewing policies and practices to ensure they are inclusive. Simple actions like ensuring that health benefits are accessible to LGBTQ+ employees, offering inclusive language training, and creating safe spaces for dialogue can make a huge difference. Regular training around unconscious bias and LGBTQ+ inclusion, combined with clear reporting channels for discrimination, sends a strong message that inclusivity is a priority.

Another critical lesson is that change comes from leadership. Inclusive policies are one thing, but seeing leaders walk the talk is far more powerful. Leaders must be visible allies, openly championing LGBTQ+ inclusion not just during Pride but throughout the year, both internally and externally. This means speaking up in support of LGBTQ+ rights and integrating those values into broader diversity and inclusion efforts.

Lastly, organisations must listen to their LGBTQ+ employees. Engage with employee resource groups or conduct regular surveys to understand the lived experiences of LGBTQ+ staff. Their insights are invaluable in shaping a truly inclusive culture that goes beyond the token gestures of Pride Month.

In the end, supporting the LGBTQ+ community is about fostering belonging every day of the year. Businesses that get this right not only retain talent but create environments where everyone—regardless of sexual orientation or gender identity—can thrive.

Q: What strategies do you recommend for business leaders to engage their organisations in meaningful D&I conversations?

One of the most important strategies for business leaders to engage their organisations in meaningful diversity and inclusion (D&I) conversations is creating a safe, open environment for dialogue. Conversations around D&I can often feel uncomfortable or challenging, especially when discussing sensitive topics like race, gender, or privilege. Leaders need to model vulnerability and openness by acknowledging that these conversations are complex and that everyone is on a learning journey. By creating a culture where it’s okay to ask questions and make mistakes, you pave the way for honest, impactful discussions.

A practical starting point is structured, facilitated workshops or listening sessions. Bringing in external facilitators, especially those with lived experience and expertise, can help guide these conversations in a productive and non-judgmental way. These sessions allow employees to share their experiences, ask questions, and learn from one another in a controlled, safe setting. It’s crucial that these discussions don’t just happen in isolated workshops—they need to be ongoing and embedded into the company’s culture.

Another effective strategy is to tie D&I conversations to real-world scenarios within the organisation. Instead of talking about D&I in abstract terms, relate it to the company’s values, goals, and bottom line. For example, discussing how an inclusive recruitment process can lead to higher innovation or how unconscious bias impacts decision-making. By connecting D&I to tangible outcomes, leaders can show that it’s not just a ‘soft’ issue but a business imperative.

Finally, leaders must lead by example. It’s not enough to expect employees to engage in these conversations if leadership isn’t doing the same. Leaders should be visible in their commitment to D&I, actively participating in discussions, and sharing their own reflections and learning. When leadership is genuinely involved, it signals to the entire organisation that D&I is a priority, not a box-ticking exercise.

Incorporating these strategies creates a foundation for sustained, meaningful D&I engagement, ultimately transforming the culture of the organisation from the inside out.

Q: How do you approach the intersectionality of identity in your D&I initiatives, and why is it important for HR leaders to be cognizant of this?

When I approach diversity and inclusion (D&I), intersectionality is at the core of everything I do. People aren’t defined by just one aspect of their identity—whether it’s gender, race, sexual orientation, or ability. Instead, they exist at the intersections of multiple identities, which shape their experiences in unique and often complex ways. For example, a Black transgender woman may face different challenges in the workplace than a white cisgender gay man, even though both belong to the LGBTQ+ community.

In my D&I initiatives, I make it a point to highlight these overlapping identities. Ignoring intersectionality can lead to oversimplified solutions that fail to address the real challenges individuals face. For example, a gender equity programme might not fully support women of colour if it doesn’t take into account the additional barriers of race. Or an LGBTQ+ initiative may overlook the needs of disabled LGBTQ+ people if it isn’t designed inclusively from the start. By acknowledging and addressing intersectionality, we create more nuanced and effective solutions that meet people where they are.

This is critical for HR leaders because policies and initiatives that don’t consider intersectionality risk being too one-dimensional. HR professionals play a key role in shaping workplace culture, and if they’re only looking at diversity through a singular lens, they may unintentionally exclude or disadvantage certain groups. When HR leaders are cognisant of intersectionality, they can develop initiatives that recognise the diverse experiences within their workforce and create systems that promote equity for all.

Intersectionality also fosters a deeper sense of belonging. When people see that all parts of their identity are recognised and respected, they feel more valued and engaged. This isn’t just about being inclusive—it’s about creating a workplace where everyone can thrive. For HR leaders, understanding and incorporating intersectionality into their D&I strategies is essential for building a truly inclusive and equitable culture.

Q: In your experience, what are the common misconceptions about D&I, and how do you address them in your work?

In my experience, one of the most common misconceptions about diversity and inclusion (D&I) is that it’s solely about meeting quotas or ticking boxes. Too often, leaders think D&I is simply about getting a certain number of diverse people through the door, without realising that inclusion goes far beyond representation. Diversity is the ‘who,’ but inclusion is the ‘how.’ Without a culture that supports, nurtures, and values these diverse voices, the numbers become meaningless. In my work, I address this by focusing on inclusive practices—ensuring that organisations aren’t just hiring diverse talent but are fostering environments where everyone can thrive.

Another misconception is that D&I is only relevant to certain groups—such as women, people of colour, or LGBTQ+ individuals. Some believe that if they don’t fit into one of these categories, D&I isn’t their issue. This couldn’t be further from the truth. D&I benefits everyone by creating more innovative, dynamic, and productive workplaces. In my work, I strive to help people see that inclusion isn’t just about helping ‘others’; it’s about building a stronger, more cohesive organisation where everyone’s strengths are recognised and valued.

A third misconception I often encounter is that D&I is a one-off training or a standalone programme. Many think that if they run a workshop or implement a policy, their work is done. But D&I is an ongoing journey. It requires continuous education, reflection, and adjustment. In my work, I emphasise that real change takes time and must be woven into the fabric of the organisation’s culture. D&I isn’t a quick fix—it’s a commitment to continuous improvement and adaptation.

By addressing these misconceptions, I aim to shift the mindset from short-term compliance to long-term cultural transformation. D&I isn’t a ‘nice-to-have’ or a side initiative—it’s a fundamental component of business success and human flourishing.

Q: What role do you believe HR leaders play in advocating for D&I beyond the workplace?

HR leaders play a pivotal role in advocating for diversity and inclusion (D&I), not only within their organisations but also in the wider community. I believe HR leaders have the unique responsibility to champion D&I in ways that go beyond internal policies and practices. They are, in many ways, gatekeepers of organisational values, and their influence can extend into industry networks, supply chains, and even public policy.

One way HR leaders can advocate for D&I beyond the workplace is by fostering partnerships with external organisations, such as community groups, charities, and educational institutions. By supporting initiatives that promote equity and inclusion in broader society, they can contribute to systemic change. For example, collaborating with local schools or universities to support underrepresented students in gaining access to industries traditionally lacking in diversity, such as STEM, can have a profound impact.

Another important role HR leaders play is in advocating for inclusive hiring and procurement practices. When HR champions diverse suppliers or supports businesses owned by underrepresented groups, they send a strong message that inclusion extends beyond the company walls. This not only amplifies the organisation’s commitment to D&I but also creates a ripple effect, encouraging other businesses to follow suit.

HR leaders are also in a position to influence public discourse and policy. By being vocal about their organisation’s commitment to inclusion and equity, they can help shape industry standards and public expectations. They have the power to advocate for inclusive legislation and to ensure their organisation stands on the right side of social justice issues, whether it’s through signing open letters or participating in public forums.

Ultimately, HR leaders are more than just stewards of workplace culture—they are key influencers in shaping the inclusive future of the business world and society at large. By taking their advocacy beyond the workplace, they help create a more equitable world for everyone.

Q: What advice would you give to HR leaders who are just beginning to implement D&I strategies within their organisation?

For HR leaders just beginning to implement diversity and inclusion (D&I) strategies, my first piece of advice is to approach the process with humility and a commitment to continuous learning. D&I is not a one-size-fits-all solution, and every organisation will have its own unique challenges and opportunities. It’s crucial to start by listening—engage with your employees to understand their experiences and what inclusion looks like from their perspective. This can be through surveys, focus groups, or one-on-one conversations, but the key is to truly listen and use that feedback to shape your strategy.

Another important piece of advice is to start small but be intentional. It can be tempting to try and address every aspect of D&I at once, but that can quickly become overwhelming. Instead, identify one or two key areas that need the most attention—whether that’s inclusive hiring practices, building diverse leadership, or creating safe spaces for dialogue. By focusing on specific, achievable goals, you can build momentum and show real progress, which will help create buy-in from stakeholders at all levels of the organisation.

I also advise HR leaders to invest in education and training, both for themselves and for their teams. Understanding unconscious bias, privilege, and the nuances of different identities is essential for driving meaningful change. But training shouldn’t be a one-off—continuous development and self-reflection are necessary to embed inclusion into the culture. Make sure that training is accessible to everyone, from frontline staff to the executive team, and that it’s paired with actionable steps employees can take to be more inclusive in their daily work.

Finally, HR leaders need to be prepared for resistance. Change, especially around D&I, can be uncomfortable, and not everyone will immediately understand or embrace it. This is where resilience and leadership come in. Stay committed, be transparent about the journey, and demonstrate why D&I isn’t just a moral imperative but a business one. Building an inclusive culture takes time, but with consistent effort, you’ll create an environment where everyone can thrive.

Q: Looking forward, what emerging trends or challenges do you see in D&I, and how should HR and business leaders prepare for them?

As we look forward, one of the most significant emerging trends in diversity and inclusion (D&I) is the growing focus on intersectionality. HR and business leaders are beginning to recognise that identities are multifaceted, and employees’ experiences of inclusion—or exclusion—are shaped by the intersections of race, gender, sexual orientation, disability, and more. This complexity presents both an opportunity and a challenge. Leaders must move away from siloed approaches to D&I and instead build strategies that account for the unique experiences of individuals who sit at the crossroads of multiple identities. To prepare for this, organisations need to create more sophisticated data collection and analysis tools that capture the full picture of employee experience and ensure that their policies and programmes address these nuanced needs.

Another emerging trend is the increasing demand for accountability and transparency in D&I efforts. Employees, customers, and stakeholders are no longer satisfied with performative gestures or lip service to inclusion—they want to see measurable progress. This means HR and business leaders must set clear, trackable goals and be transparent about where they are on their D&I journey. Regular reporting on diversity metrics, progress towards inclusive leadership, and even pay equity data will become non-negotiable. Leaders should prepare by embedding D&I goals into their overall business strategy and ensuring they have the infrastructure to measure and report on progress.

A challenge I foresee is the potential backlash against D&I initiatives, particularly as global political climates shift. We’re already seeing resistance in some areas, where people feel that D&I is creating division rather than inclusion. This is where strong leadership is crucial. HR and business leaders need to remain steadfast in their commitment to D&I, even in the face of resistance. The key is to focus on education, open dialogue, and building a narrative that shows how inclusion benefits everyone—not just certain groups.

Additionally, the role of technology in D&I is becoming more prominent. From AI-driven recruitment tools to virtual platforms for employee engagement, technology can be both an asset and a challenge in D&I efforts. Leaders need to ensure that these tools are designed with inclusivity in mind, and that they aren’t perpetuating biases. This will require a proactive approach—constantly reviewing and auditing tech to ensure it aligns with inclusive goals.

Looking ahead, the organisations that thrive will be those that view D&I not as a box-ticking exercise but as a continuous, evolving process. HR and business leaders must stay agile, open to learning, and ready to adapt their strategies to reflect the changing world around them.

Closing Summary

As business leaders and HR professionals, it’s not enough to simply understand the value of diversity and inclusion—there’s a responsibility to act on it. The insights shared here are just the starting point. To truly transform your organisation, D&I must be more than a programme or a policy; it needs to be a core value that drives decision-making at every level.

Think about the culture you’re creating: Are you fostering a space where everyone feels they belong, where their unique perspectives are valued and leveraged? Reflect on how your actions today will shape the future of your organisation. Are you simply reacting to external pressures, or are you genuinely committed to driving lasting change?

Act with intention. Ensure that inclusion isn’t just an annual workshop or a statement of values but something embedded into every process—from hiring to leadership development to everyday interactions. Challenge your own biases, lead with empathy, and create accountability at every level. Remember, inclusion starts from the top, and if you’re not leading by example, the message won’t resonate throughout the organisation.

Feel the weight of this responsibility, not as a burden, but as an opportunity to shape a more equitable future. The decisions you make today will not only impact your employees but will echo throughout the business world and society. D&I isn’t just about what’s right—it’s about creating a thriving, innovative, and sustainable workplace for the long term.

So, I leave you with this question: What steps will you take tomorrow, next week, and next year to ensure your commitment to diversity and inclusion is more than just words?

Will you be the leader who speaks of change or the leader who drives it?

---

Joanne Lockwood (she/her) is the founder and CEO of SEE Change Happen, a Diversity, Inclusion & Belonging Practice with a specialism in providing Transgender Awareness and support to organisations and businesses.

Her mantra is Smile, Engage and Educate and she passionately believes that “people are people” and, no matter who they are, deserve to be treated with dignity and respect.