Diversity, equity and inclusion - The Sustainability Management Wiki

Authors: Louisa Emde, Jolanda Niegemann, Viktoria Venz
Edited by:
Last updated: June 18, 2026

Executive summary

Diversity, equity, and inclusion (DEI) are central to improving organizational social performance and are closely connected to fair employment, employee well-being, and long-term business success. The article highlights persistent inequalities in labor markets, including gender pay gaps, unequal distribution of care work, barriers faced by people with disabilities, and racial and ethnic discrimination in hiring. These issues can appear as early as recruiting and continue through pay, promotion, working conditions, and leadership representation.

Organizations also face a growing landscape of legal and reporting expectations. In the European Union and Germany, anti-discrimination rules, pay transparency requirements, board diversity obligations, and sustainability reporting frameworks increasingly require companies to address DEI systematically. In the United States, equal employment and equal pay laws, as well as EEO reporting obligations for many employers, shape organizational responsibilities. Although requirements differ by jurisdiction, the overall direction is clear: companies are expected to prevent discrimination, document progress, and create fairer structures.

Beyond compliance, DEI can strengthen organizations by improving employee satisfaction, trust, motivation, retention, and productivity. Diverse leadership and inclusive cultures can enhance decision-making, reputation, and organizational performance. Flexible work arrangements, accessible workplaces, transparent pay systems, equitable development opportunities, and clear anti-discrimination procedures are practical levers that help organizations support employees with different needs and backgrounds.

The article reviews existing DEI-related tools, including pay equity analyses, DEI scorecards, gender equality indices, and a German equality checklist for small and medium-sized enterprises. These tools offer useful elements, but many are narrow in scope, difficult to access, focused mainly on gender, or too complex for organizations seeking an accessible starting point.

To address this gap, the article introduces a new DEI checklist designed as a fillable PDF. The checklist is intended to be simple, practical, privacy-friendly, and usable by organizations with varying levels of DEI experience. It covers seven areas: current status, application and recruiting, working conditions, payment, further education, anti-discrimination and communication, and monitoring and certification. Each section uses a limited number of questions to encourage reflection without overwhelming users. The checklist is positioned as a first step rather than a complete DEI solution, helping organizations identify strengths, gaps, and opportunities for future action.

1 Motivation and background

Background

Diversity, equity, and inclusion have been subjects of public discussion. This has been the case for several years. These topics also matter for firms as part of their personnel development strategy. Even though the topic has been publicly recognized, issues like gender segregation and inequality still persist in the labor market. Especially at a time when major actors such as the United States of America are pushing back on diversity programs, it is a pressing issue.

In the last century, we have seen a steadily increasing participation of women in the male-dominated labor market. Still, women earn less, which has led to the ongoing existence of the gender pay gap and slower advancement in their careers due to several reasons that will be discussed further in this article.¹ As of 2023, the biggest gender pay gaps can be seen in South Korea (29.3%), Japan (22%), Latvia (18.4%) and the United States (16.4%). Germany currently ranks 9th with 14.2%.²

This leads to the issue that women have less potential to earn money for their retirement and, in turn, are not able to avoid age-related poverty. This effect is even more enhanced by the fact that women still carry the largest amount of care work and often take more time off from their employment to care for children or elderly family members. They also work part-time more frequently due to these reasons.³ The median gender care gap is currently at roughly 50% – meaning women spend 1 ½ times more time on household-related tasks than men.³

Another issue that leads to a persisting gender pay gap is job choices. Due to gender stereotypes and the socialization within society, genders still tend to take on different jobs. Men tend to choose employment in the areas of engineering and technical production while women lean towards jobs in the social sector or in retail. These are often paid less.¹ This could be reduced by avoiding the replication of gender stereotypes and encouraging people of all genders to consider different job opportunities and actively supporting them in different choices.

But DEI is not only about gender. It is also about stereotypes, culture and minorities. People with disabilities often face a comparable situation. There is still a lack of inclusion in the labor market, and they are 50% less likely to be employed compared to workers without disabilities. In addition, they have, on average, a lower income from their employment and less access to skills training.⁴ But ethnicity seems to play a more important role. While people with disabilities have smaller chances of getting a job and being included appropriately, Black people face worse conditions. A study done by the Center for Economic and Policy Research found that White people always have better chances for employment than Black people. Regardless of whether they have been incarcerated, live with a disability or were born in another country, White people were selected for jobs more often than Black people in similar situations.⁵

Inclusion and diversity in firms start at the recruiting stage. Nevertheless, firms are often not aware of how to implement measures. Diversity can therefore be regarded as a blind spot in the recruiting process. Employees working in human resources have been socialized with the same stereotypes that still persist in society and are therefore often unaware that they hold certain expectations when it comes to gender, race, or culture.⁶ Studies show that discrimination based on race and ethnicity has an impact on callbacks for jobs. In some countries, the level of hiring discrimination has stagnated or increased, even though laws are in place to prevent discrimination in employment.⁷ Another field study shows a 50% increase in callbacks if the applicant has a typical White-sounding name, compared to typical African American ones.⁸

Legal requirements

Legal requirements vary, depending on the region in which the company is located. In the following, the most common ones will be explained briefly.

At the level of the European Union there are four directives in place that need to be implemented into the policies and directives of the member states at the federal level. These are Directive 2000/43/EC against discrimination on grounds of race and ethnic origin; Directive 2000/78/EC against discrimination at work on grounds of religion/belief, disabilities, age or sexual orientation (this one is especially important for companies within the European Union); Directive 2006/54/EC equal treatment for men and women in matters of employment and occupation (also important for companies) and finally Directive 2004/113/EC equal treatment for men and women in the access to and supply of goods and services. These were adopted by the European Commission in order to eliminate discrimination and enhance equity and inclusion.⁹

In Germany the “Allgemeines Gleichbehandlungsgesetz (AGG)” is in place. It is based on the four EU directives mentioned earlier. It ensures that nobody is discriminated against based on their age, gender, disability, religion, ethnicity, or sexual identity. It applies to daily interactions, governmental actions as well as to private business activities. The most important regulations for businesses in it are aimed at non-discriminatory recruiting and contracts. A complaints office must be in place. Companies need to address and discipline employees who discriminate towards others.¹⁰

In the United States of America there is the U.S. Equal Employment Opportunity Commission, whose work centers on the topics of diversity, equity and inclusion. It can investigate violations of relevant laws and focuses on anti-discrimination and equal opportunity. Under Title VII of the Civil Rights Act of 1964, discrimination against others is prohibited by law. In 1990 the Americans with Disabilities Act was passed to ensure anti-discrimination also included people with disabilities. With the U.S. Equal Employment Opportunity Commission there is also a mandatory reporting requirement in place. The EEO-1 Report is a mandatory report that private sector companies with over 100 employees need to hand in yearly. Its focus is on demographic data such as relationship between job category and sex or ethnicity. Nevertheless, this data is only available to the public in an aggregated form, so no company-level conclusions can be drawn. Some states, such as California, have their own regulations in place that are stricter.¹¹ Generally, the future of diversity, equity and inclusion programs in the United States of America is quite uncertain in the current political situation.

Regulations also expand to the topic of equal pay. In 2023 the European Union passed directive 2023/970 which is set to ensure equal pay and enforce transparency. The aim is to close the gender pay gap and gender pension gap within the European Union. Member states of the European Union are obliged to implement the directive into their Germany-focused law. For companies this means that they have to be transparent about pay. It must already be provided in the job advertisement. They are not allowed to ask what a candidate earned at their former job. Companies with more than 250 employees must report their gender pay gap every year. Companies with 100 to 250 employees every three years. If this gap is greater than 5%, they are obliged to take corrective measures. Furthermore, they must be transparent about the salary when employees ask what people in similar positions earn.¹²

In the United States, the Equal Pay Act of 1963 is in place. This regulates that women and men need to be paid the same amount of money for the same job and tasks.¹³ However, it is not as strict as the European Union framework, which includes transparency mechanisms and reporting obligations.

The European Union also has regulations in place when it comes to a certain percentage of women in management boards. Beginning in 2026, corporate boards need to have at least 40% non-executive directors coming from the underrepresented sex which is usually women. Of all directors at least 33% need to be from the underrepresented sex. The directive is called “Women on Boards” – EU directive 2022/2381. This applies to companies with more than 250 employees. They need to be transparent about their board selection procedure and give a report about the gender representation once a year. European Union member states are required to impose penalties on companies that do not meet the requirements (cf. European Parliament 2022). So far countries like Sweden, Finland, Denmark, Lithuania, Czech Republic and Spain. Germany is currently still working on it as it previously already had regulations in place with the FüPoG II (“Zweites Führungspositionen-Gesetz”) since 2015. The merging of the regulations is currently being evaluated.¹⁴ In the United States of America there are currently only voluntary, nonbinding programs in place.

Furthermore, the CSRD and non-financial reporting directive include aspects of diversity as well. According to the directive 2014/95/EU and its amendment Directive 2013/34/EU large entities with an average number of more than 500 employees are required to include a description of the applied diversity policy of their administrative, management and supervisory bodies in their corporate governance statement.¹⁵

Article 2(a)(g) of the Directive 2013/34/EU includes information on the diversity policy’s objectives, its implementation, and the results achieved during the reporting period. The diversity policy should include age, gender, educational background and professional experience. In case the companies do not apply diversity policy in some areas, there must be a clear explanation why there is no policy in place.¹⁵

Motivation

These issues lead to a need for change. Here, the responsibility does not solely lie with government action and policy decisions but also also involves businesses and companies. These can also benefit from it.

Studies have found that companies that have a diversity, equity, and inclusion guideline in place have more satisfied employees overall. Diversity, equity, and inclusion are linked to a higher well-being because employees feel more accepted and enabled to speak out about issues. This is associated with a higher identification and motivation in employees which increases productivity and the company’s performance.¹⁶

This also applies to leadership roles and board members. If the company has a diverse management board this enhances the business’s performance. A diverse board would consist of members of different genders, ethnicities, and ages.¹⁷ This scientific finding is especially striking considering that most management boards still mostly consist of middle-aged white males. Even though there is a trend toward more female board members, it is rising only slowly and currently at about 30% on average. Diversity is however still lacking in terms of age and ethnicity.¹⁸ Another advantage that is associated with a diverse board is that there is more trust in it from employees but also from the outside. There can be an enhancement of culture and education within the board with diverse members. This can lead to a spillover effect towards the employees, leading to an overall more successful company.

Companies can also become active about the issue of the gender pay gap. Studies have found that companies with more women in leading positions have a smaller average gender pay gap. This is once again linked to more job satisfaction and higher commitment and motivation. In Germany for example around ¾ of employees work in companies that do not have women in higher leading positions. This only applies for ¼ of companies when looking at women in middle class leading positions. The presence of women in leading positions does not have a negative effect of pay of men employees, it however has a significant effect on pay of women. This is due to the fact that women in leadership positions recognize existing inequalities in the treatment of workers better, based on their gender. Therefore, they are more likely to take action against it and lead to a better work climate.¹⁹

As there is still significant segregation when it comes to care work it is beneficial for companies to offer flexible working conditions. This gives parents the opportunity to better combine care work and employment. Flexible work schedules make companies more attractive for skilled workers (especially in times of a shortage of suitable employees).²⁰ These include home office, where time for commuting can be saved, or a flexible organization of working hours. This leads to more downtime, stress reduction and relaxation for employees. This can in turn lead to higher productivity at work. Nevertheless, it is important to note that these measures need to be implemented carefully as there are also risks. If working hours are completely flexible there is the risk that people work even more, especially when pressure to perform prevails. Here the company needs to encourage employees to use more flexible working time arrangements to combine them with care work and free time. Otherwise, there can be a decline in performance and effectiveness.²⁰

This is intricately linked to expectations regarding the different genders that companies and society in general have. Women are often still regarded as the primary caregiver for children and are rather expected to put care work before their job. For men, the opposite is often expected. Employees are more satisfied with their employer when they discourage stereotypical gender roles. Therefore, there is a need for awareness-raising among employees working in human resources but also for people in leadership roles.²⁰

Another plus for companies in adopting a diversity, equity and inclusion policy could be an increased reputation. This policy can be seen as a part of a corporate social responsibility policy and therefore increases the public opinion of the company. This in turn could lead to a better engagement and higher profits.²¹

When implementing a diversity, equity and inclusion policy companies are sensitizing employees about the topic. This should reduce discrimination and stress within the company. It is therefore beneficial for the employees’ health and helps with keeping them within the company for longer periods.²²

All these issues and obstacles inspired us to create a checklist on the topic of diversity, equity and inclusion. As seen, there is a need for companies to take action and be responsible for their employees and their well-being.

2 Existing tools/templates

To develop our checklist on diversity, equity and inclusion, we started with a literature review on what similar tools are already available. The main goal was to develop a checklist that is simple and free to access to make it as easy as possible for companies to engage with the topic of diversity, equity and inclusion. The idea behind it is to break down barriers and resistance that might be present and try to reach as many companies as possible. Therefore, the checklist needs to be simple to comprehend and to work with – also for people who have no prior knowledge of the field. Furthermore, we wanted to give recommendations and assistance on how companies can improve their performance when it comes to diversity, equity, and inclusion.

One of the first things to be noted is that not all of them are free to access but are behind a paywall or hard to find. On the one hand, this prevented us from assessing some of them. On the other hand, it was also a motivation for us to make our checklist as easy to access and understand as possible. This includes our checklist being freely accessible for companies within the Sustainability Management Wikipedia.

While researching the topic, we found several tools to measure and increase diversity, equity and inclusion, which will be presented below. The Pay Equity Analysis deals with equal pay among employees and can analyze pay differences. Statistics and payroll data are used to measure discrepancies and compare employees with similar work in the aspect of payment. Differences are captured, and management is informed. To do the analysis, companies need to collect data, decide on comparable work, and analyze current policies. While the tool can be a first step in the direction of equity, it just analyzes one of the important aspects when it comes to DEI. There are several different ways to do this analysis online. For this example, we used the tool from the Academy to Innovate HR.²³

Another tool used to analyze DEI in a company is the DEI scorecard. It is used to measure DEI inside a company quantitatively and give a visual impression. Like the Pay Equity Analysis (PEA), it helps to identify inequity and provides input for strategies to avoid it. The outcome of the PEA can be used for the scorecard, since the first task is to assess the current DEI status by gathering data on for example, demographics and pay equity inside the company. This can be done by an internal audit. Once the status is assessed, the company is asked to define clear goals and key metrics for their DEI strategies. This is particularly important because it allows the company to measure the progress they make toward achieving their goals and gives a clear focus and direction. With this information one should create a visual tool, for example, a dashboard that should be easy to interpret and give a clear overview of the progress. The scorecard should be reviewed regularly to check the progress and change policies as needed.

The DEI scorecard is a good tool to assess the diversity in a company and make the progress and goals clear to everyone. But it usually only focuses on one or a few relevant topics and does not give a broad overview. This means that it is fitting for specific goals but not for a whole DEI approach. Furthermore, our tool is set to be a checklist not a dashboard tool, so the DEI scorecard can work for companies but unfortunately it does not fit in with our case. The scorecard we used in this example is by Wearexena GmbH but there are several approaches for this tool online.²⁴

Other measures firms could take are indices. We had a closer look at the Bloomberg Gender-Equality Index. Companies take part in a Gender Reporting Framework and are afterwards compared with others on their gender inclusion and diversity policies. The Gender-Equality Index aims to help companies track their measures and evaluate how diversity policies help with company performance. Key features are concerned with leadership and talent, as well as equal pay, inclusive culture, external brand and anti-sexual-harassment policies. The index helps investors to identify companies that invest in gender equality in their workplace and supply chain. While indices like this help to get an overview of firms’ performance and might trigger competitiveness through comparison, they only give a first impression and don’t go deeper into the topic. The Gender Reporting Framework is a step in the right direction when it comes to social reporting. To assess the whole DEI fraction, we need a broader tool.²⁵

Our biggest inspiration was the “Gleichstellungscheck für kleine und mittlere Unternehmen” (equity check for small and medium-sized enterprises) of the German federal ministry of Education, Family Affairs, Senior Citizens, Women and Youth. The ministry developed a checklist divided into the subcategories of recruiting, working conditions, payment, and collaboration. Firstly, there is an assessment of the structure of the employees. The checklist asks for the percentage of men and women working in the company and whether they work part-time or full-time or are in any kind of leading position. The assessment is only focused on gender equality inside the company. There is no input on cultural differences, racism, or people with disabilities. Since diversity is more than gender equality, we felt the need to add new aspects to our checklist.

Furthermore, the subcategories are useful but do not cover all necessary topics. We therefore restructured them and added application, further education, complaint management & antidiscrimination and monitoring & certification. By adding aspects related to different cultures and backgrounds, disabilities and discrimination because of race, age or gender, the checklist covers the aspects of diversity, equity and inclusion better.

We also appreciated the informational material for every question at the end of the checklist. The ministry added a lot of information, but the volume of it might be overwhelming – especially for companies that are new in the field of diversity, equity and inclusion and could rather hinder them from taking their own approach to the checklist. We therefore decided to break the information down and only give the most important points and in return include useful internet sources via links. Companies can then decide by themselves if they feel the need to take a more in-depth exploration into the topic. Also, the focus of the checklist – coming from a German federal ministry – was rather Germany-focused. We therefore opted to expand the scope to a more interGermany-focused one. Furthermore, the checklist was focused on small and medium-sized entities, while our approach was to reach all companies. Below, you can find our revised tool.

3 New tool/template

We aim to provide a tool where companies can get a quick overview of their current stage of DEI and receive input on how to develop further in these fields. To fulfill that goal, we decided to create our DEI Checklist as a fillable PDF file.

We chose this format because we believe a PDF is accessible and easy to use for a broad range of people, without requiring any additional tools or technical skills. In comparison to Excel or web-based formats, it offers a lower barrier to entry and can be opened and edited on most devices without complications. It was important to us that the tool is straightforward and intuitive and can therefore be used directly in day-to-day practice. Additionally, we chose the fillable PDF format to combine user-friendliness with functionality: users can enter information directly, reflect on their answers, and save the file for internal documentation or further discussion. It also allows clean structuring and navigation. The checklist is divided into distinct thematic sections, and interactive elements such as clickable headings help navigate users through the content more efficiently. In addition, this format supports data privacy. All entries are saved locally, which means that sensitive internal information does not need to be uploaded or transmitted to third parties. This makes it easier for companies to use the checklist independently and safely within their own systems.

In line with our intention to create an accessible and practical tool, we also carefully thought about how the checklist could be technically implemented. In the end, we decided to use LibreOffice. One key reason for this decision was that LibreOffice offers a free and open-source way to create interactive PDF files. This allowed us to include essential features such as fillable fields, checkboxes, and clickable sections. In many other programs, such as Adobe Acrobat, these tools are only available in paid versions.

We also decided against using Excel, as it presents clear disadvantages when it comes to designing a user-friendly, form-based document. While Excel is widely used, it can often feel confusing or unintuitive, especially for people who do not regularly work with spreadsheets or who have limited experience with digital tools. LibreOffice, by contrast, provides a simple and accessible interface that supports both readability and direct input. It does not require prior knowledge of formulas or complex file structures. This was particularly important to us, as the tool is intended to work for people with varying levels of technical experience.

The decision to use LibreOffice was therefore not only practical in terms of cost and functionality but also aligned with our broader goal of creating an inclusive and easy-to-use resource.

The checklist itself is divided into seven thematic sections, preceded by a short introduction and followed by a list of further resources. Each of the seven sections focuses on a specific area of DEI and includes no more than four questions. This limitation was intentional. We wanted to create a tool that offers a clear structure and encourages engagement without overwhelming users. Our concern was that if the checklist became too long, complex, or detailed, motivation to work through it might decrease, especially in busy organizational settings. By focusing on key entry points within each area, we aimed to strike a balance between depth and usability.

Most questions offer three response options: “yes,” “partly,” or “no.” This simple format supports quick orientation. In some cases, however, we intentionally added open fields for comments. These allow for further reflection, especially where we want to encourage more nuanced thinking or avoid the risk of companies checking “yes” without having taken substantial steps in that area. At the same time, we were mindful not to include too many open questions, as this would have made the tool more time-consuming and potentially less accessible.

It is important to emphasize that this checklist is intended as a starting point. With a total of ten pages— including the introduction and further resources – it is not designed to cover every aspect of DEI in depth. DEI is a broad and multi-layered field. No single tool can fully capture the complexity of related challenges and solutions. Instead, our aim was to raise awareness of the many dimensions of DEI, provide a structured way to reflect on the current situation, and offer impulses for future action.

Introduction

The introduction is divided into three concise paragraphs: the first outlines the purpose and aim of the checklist, the second explains its structure, and the third offers practical suggestions for how to work through it. This structure was chosen to make the tool as user-friendly and approachable as possible. Additionally, the clear separation of content helps readers quickly find the information they need. By offering guidance upfront, we aim to lower the threshold for engagement, especially for users who may be unfamiliar with the topic. The step-by-step introduction also helps to build trust and encourages a more confident and informed use of the checklist.

Current status

This section offers a simple and practical snapshot of where an organization currently stands in terms of diversity, equity, and inclusion. It focuses on basic, measurable indicators such as gender distribution, leadership roles, part-time work, age groups, and disability representation. These data points have been selected for their relative ease of collection and their ability to provide an initial impression of how inclusive and balanced a workforce is, without requiring complex or sensitive information such as ethnicity, which can be difficult to gather or compare across different contexts.

By starting with these fundamentals, the aim is to create a low-barrier entry point into the topic. Even for companies just beginning to engage with DEI, this section helps build awareness and lays the groundwork for interpreting the later parts of the checklist. The goal is not just to collect numbers, but to help companies reflect on whether the structures match their values and if there are patterns that point to unconscious bias or unequal opportunities. Additionally, this overview makes it easier to track changes over time. By repeating the checklist on an annual basis, it becomes a useful baseline for measuring progress and identifying where more targeted action may be needed.

In summary, this section is intended to present key information in a structured way and to encourage thoughtful engagement with diversity and inclusion, while keeping the entry barrier as low as possible.

Application and recruiting

We included Application and recruiting in the DEI checklist because diversity, equity, and inclusion start as early as the job advertisement stage. The application process is the earliest opportunity for a company to actively promote diversity. Only those who feel addressed by a job post will apply, making it essential to consider and explicitly include everyone from the very beginning. Incorporating DEI principles in job advertisements increases applicant diversity and helps actively counter discrimination and inequalities in the recruitment process. As mentioned in the Motivation chapter, companies benefit from diverse teams, which bring numerous advantages. Therefore, companies have a strong interest in diverse and inclusive job postings as well as fair application processes. According to research by Thilini Alahakoon et al. (2024).²⁶ DEI statements in job advertisements significantly influence applicants. These statements attract more women, minorities, people with intercultural backgrounds, high achievers, and newcomers to a country, while also making the company appear more attractive and improving its industry ranking.

This section of our DEI checklist consists of four questions, each offering three answer options. Given the complexity of DEI, our checklist focuses on four main themes: job advertisements, recruiting, onboarding, and recruiting channels. There is a wide range of measures that promote DEI throughout the application process. Examples include using diverse job websites, explicitly addressing all potential candidates, communicating diversity in job postings, providing advertisements in English and in accessible formats for people with disabilities (such as blind applicants), offering barrier-free or online interviews in English, reviewing applications anonymously without photos, names, or ages, predefining selection criteria, and ensuring a diverse selection committee. Because there are so many possible measures, we focus on broader areas of action rather than discussing each measure individually.

To allow companies to share their efforts, we included a free-text field in question 2.2. This invites organizations to describe measures they have already implemented to create an inclusive and bias-free recruitment process. The goal is to encourage reflection on current practices and identify potential areas for further improvement.

Working conditions

The regulation of working conditions is one of the core elements when it comes to examining Diversity, Equity and Inclusion. It was therefore necessary to include it in the checklist. This is especially rooted in the fact that care work is not distributed equally among genders as noted earlier.³ Companies should therefore critically reflect on how flexible they are in their working conditions to make it easier for employees to combine paid work and care work. This also includes the possibility for all to take parental leave.

This also includes a question about the presence of labor unions and employee representation in the company. This question is linked to the fact that if a labor agreement is already in place, there is a framework in place which is likely linked to more fair working conditions for employees. A collective labor agreement ensures fixed and calculable working conditions for both employees and employers. Employees are more likely to work at the company in the long term.

Also connected to the working conditions is the accessibility of the workplace for people with disabilities. They often have different requirements when it comes to equipment and furniture. To accommodate them and make the workplace more inclusive companies should reflect on how to make their workspace more accessible.

Payment

Payment is one of the major factors why people take up paid work. It is therefore critical to reflect on how to distribute wages in a fair way. As previously mentioned, globally there is still a gender pay gap.¹ Companies should therefore assess how they calculate their wages and if there are underlying discriminatory mechanisms that they may not be aware of. Transparent communication and equal pay for employees with the same skill set is therefore essential – regardless of their gender, disability, sexual orientation, or age.

This section of the checklist also touches on the topic of reintegration into the former job after being absent (due to various possible reasons). This is important due to rising absenteeism among employees. It ensures that they have a smooth transition back into their job. It enhances the possibility that they will work at the company for longer in the future.

Further education

To achieve better equity in a company, further education plays a big role. Through encouragement and sponsorship, employees from different backgrounds have the opportunity to get a better education. It is important to offer all employees the same opportunities for professional growth and further education. This can also be supported through financial aid from companies. That is why one of the questions in this part deals with equity in opportunities. Companies should track whether these opportunities are equally distributed. This can be done by simple statistical analysis.

Another question focuses on promotion within the company. Companies are asked to evaluate whether they offer for example, mentoring programs for underrepresented groups to more easily reach leadership positions. This includes women, but also people with a migration background or for example employees who identify as LGBTQ+. With the open question, we want to encourage companies to think about what kind of measures they offer in this area.

Lastly, there is a question about training programs for diversity, equity, and inclusion. To be able to implement strategies and policies, companies should offer programs, voluntary or mandatory, to strengthen employees’ understanding and sensitization of the topic.

Antidiscrimination and communication

In order to strengthen employees’ job satisfaction and to fulfill legal requirements, companies should take action to avoid discrimination, harassment and bullying in the workplace. The first question deals with encouragement for feedback from employees concerning DEI and how complaints are handled and resolved. With a strong and clear complaint procedure, possibly embedded in a complaint management, companies can foster honest feedback from employees and uncover as well as resolve potential deficiencies early on.

For this to happen, safe and anonymous reporting channels in place. Data could also be collected through surveys. This could lead to an open feedback culture within the company on topics regarding DEI. Companies are asked to think about whether they offer channels for employees to share their experiences within the workplace.

Another topic revolves around policies in place. For employees to know what they can and should not do, clear policies against discrimination, harassment and bullying can work as guidelines. Companies that want to be serious about their commitments to DEI should think about implementing policies. If these policies do not work as intended, support networks for underrepresented groups can help affected employees to be able to handle the situation with support from the network.

While DEI inside the company is important, one should not forget about the outside. For employees to feel represented and that the company stands behind their DEI aspirations, companies should think about their social responsibility. The last question addresses the topic, asking about engagement with diversity and inclusion issues, and the support of related organizations. Social responsibility is not just about what happens inside the company and how they advocate for DEI issues publicly. It is also about collaboration and whether DEI is also a topic with suppliers or other organizations / companies.

Monitoring and certification

The section is structured around four core areas: data collection, DEI goal setting, reporting, and DEI certification. We chose the first three areas because, in our view, they represent the most essential elements of the monitoring process. Monitoring plays a key role in determining whether existing DEI measures are being implemented effectively and in identifying further needs and supporting continuous improvement. It helps make both progress and shortcomings visible, enables an objective assessment of development over time, and creates accountability by linking the company to clearly defined goals. Publicly shared monitoring reports also promote transparency and allow for comparison with other organizations.

In addition to monitoring, we included the topic of certification in this section. Certifications serve as a quality seal and provide credible evidence of a company’s commitment to DEI. External certifications help build trust in an organization’s efforts and demonstrate that DEI is being taken seriously. Regular re-audits ensure that DEI is not treated as a one-time project but as a continuous process of development and improvement. Together, monitoring and certification form a solid foundation for strategic, transparent, and long-term DEI engagement.

As with other sections of the checklist, we opted for three response options per question. Additionally, we included two free-text fields. We made sure that these open-ended questions are not too time- or writing-intensive and only ask for a few basic points. The responses should be easy to provide, as they refer to core information about the organization. Still, we chose to keep both fields because we believe they are highly relevant to the topics of monitoring and certification. The answers offer insight into whether – and to what extent – concrete measures have already been implemented, and they help avoid situations where a simple “yes” is selected without any meaningful actions behind it.

Further information

As mentioned earlier, this checklist is intended to provide a first orientation on the key topics related to workplace inclusivity and employee rights. Since our goal is to offer an accessible and practical tool, we felt it was important not only to briefly introduce the core areas but also to guide users toward further resources for deeper exploration. To achieve this, we decided to include a dedicated “Further Information” section at the end of the checklist, where additional resources are provided for each topic.

During the design process, we carefully considered various options for how to present these external resources. Among the ideas discussed were embedding QR codes and inserting full web links directly into the text. However, we ultimately chose to structure the section as a topic-based overview, where each heading is followed by clearly labeled hyperlinks to relevant documents or websites.

We selected this option because it offers several advantages in terms of usability, accessibility, and clarity. Firstly, this structure allows users to easily navigate through the topics and quickly locate the information most relevant to their interests or needs. Each hyperlink is placed under a descriptive heading, making the layout intuitive and the information easy to scan. This is particularly helpful for users who may not be familiar with the subject matter or who are looking for specific content without having to read through the entire checklist again. Secondly, we deliberately chose not to use QR codes because they require access to a second device and are not always practical in digital formats, such as PDF or Word documents viewed on a screen. QR codes can also raise accessibility concerns for people with visual impairments or those using assistive technologies. Similarly, full web links tend to be long and difficult to read, especially in printed form, and can disrupt the visual flow of the document.

By using embedded hyperlinks instead, we ensure that the document remains clean and well-structured while offering direct access to high-quality, official resources. This approach aligns with our commitment to creating a tool that is not only informative but also inclusive and user-friendly.

References

1
Blau, F. D. Gender Inequality in the Labor Market: Continuing Progress? ILR Rev. 78, 275–303 (2025). ↩︎
2
Galan, S. Gender pay gap in OECD countries as of 2023. https://www.statista.com/statistics/934039/gender-pay-gap-select-countries/ (2025). ↩︎
3
Schäper, C., Schrenker, A. & Wrohlich, K. Gender Care Gap and Gender Pay Gap Increase Substantially until Middle Age. DIW Wkly. Rep. 13, 8388 (2023). ↩︎
3
Schäper, C., Schrenker, A. & Wrohlich, K. Gender Care Gap and Gender Pay Gap Increase Substantially until Middle Age. DIW Wkly. Rep. 13, 8388 (2023). ↩︎
1
Blau, F. D. Gender Inequality in the Labor Market: Continuing Progress? ILR Rev. 78, 275–303 (2025). ↩︎
4
Richard, S. & Hennekam, S. Constructing a positive identity as a disabled worker through social comparison: The role of stigma and disability characteristics. J. Vocat. Behav. 125, 103528 (2021). ↩︎
5
Austin, A. The Continuing Power of White Preferences in Employment. Cent. Econ. Policy Res. (2023). ↩︎
6
Thomas, O. & Reimann, O. The bias blind spot among HR employees in hiring decisions. Ger. J. Hum. Resour. Manag. Z. Für Pers. 37, 5–22 (2023). ↩︎
7
Quillian, L. & Lee, J. J. Trends in racial and ethnic discrimination in hiring in six Western countries. Proc. Natl. Acad. Sci. U. S. A. 120, e2212875120 (2023). ↩︎
8
Bertrand, M. & Mullainathan, S. Are Emily and Greg More Employable Than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination. Am. Econ. Rev. 94, 991–1013 (2004). ↩︎
9
European Commission. EU non-discrimination law. (https://commission.europa.eu/aid-development-cooperation-fundamental-rights/your-fundamental-rights-eu/know-your-rights/equality/non-discrimination_en). ↩︎
10
German Federal Anti-Discrimination Agency. Allgemeines Gleichbehandlungsgesetz (AGG). https://www.antidiskriminierungsstelle.de/DE/ueber-diskriminierung/recht-und-gesetz/allgemeines-gleichbehandlungsgesetz/allgemeines-gleichbehandlungsgesetz-node.html. ↩︎
11
U.S. Equal Employment Opportunity Commission. Overview EEOC. https://www.eeoc.gov/overview. ↩︎
12
European Council & Council of the European Union. Pay transparency in the EU. https://www.consilium.europa.eu/en/policies/pay-transparency/ (2025). ↩︎
13
U.S. Equal Employment Opportunity Commission. Equal Pay Act of 1963. https://www.eeoc.gov/statutes/equal-pay-act-1963. ↩︎
14
Federal Ministry for Education, Family Affairs, Senior Citizens, Women and Youth. Zweites Führungspositionen-Gesetz – FüPoG II. https://www.bmfsfj.de/bmfsfj/service/gesetze/zweites-fuehrungspositionengesetz-fuepog-2-164226 (2021). ↩︎
15
European Parliament & European Council. Directive 2011/83/EU of the European Parliament and of the Council of 25 October. in Regulation (EU) No 910/2014 on Electronic Identification and Trust Services for Electronic Transactions in the Internal Market (EIDAS Regulation) 151–221 (Edward Elgar Publishing, 2022). doi:10.4337/9781800372092.00013. ↩︎
15
European Parliament & European Council. Directive 2011/83/EU of the European Parliament and of the Council of 25 October. in Regulation (EU) No 910/2014 on Electronic Identification and Trust Services for Electronic Transactions in the Internal Market (EIDAS Regulation) 151–221 (Edward Elgar Publishing, 2022). doi:10.4337/9781800372092.00013. ↩︎
16
Rohden, L. Inclusion and Diversity in Companies: Premises to Maximize Quality of Life and Profitability. BAR – Braz. Adm. Rev. 20, e230058 (2023). ↩︎
17
Kagzi, M. & Guha, M. Does board demographic diversity influence firm performance? Evidence from Indian-knowledge intensive firms. Benchmarking Int. J. 25, 1028–1058 (2018). ↩︎
18
Spierings, M. US Public Company Board Diversity in 2023: How Corporate Director Diversity Can Contribute to Board Effectiveness. https://corpgov.law.harvard.edu/2023/11/24/us-public-company-board-diversity-in-2023/ (2023). ↩︎
19
Sondergeld, V. & Wrohlich, K. Gender Pay Gap in einem Betrieb sinkt mit mehr Frauen in Führungspositionen. DIW Wochenber. 91, 3843 (2024). ↩︎
20
Lott, Y. Weniger Arbeit, mehr Freizeit? Wofür Mütter und Väter flexible Arbeitsarrangements nutzen. Inst. Econ. Soc. Res. WSI Hans Böckler Found. WSI Report, (2019). ↩︎
20
Lott, Y. Weniger Arbeit, mehr Freizeit? Wofür Mütter und Väter flexible Arbeitsarrangements nutzen. Inst. Econ. Soc. Res. WSI Hans Böckler Found. WSI Report, (2019). ↩︎
20
Lott, Y. Weniger Arbeit, mehr Freizeit? Wofür Mütter und Väter flexible Arbeitsarrangements nutzen. Inst. Econ. Soc. Res. WSI Hans Böckler Found. WSI Report, (2019). ↩︎
21
McKinsey. Why diversity matters even more | McKinsey. https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-matters-even-more-the-case-for-holistic-impact (2023). ↩︎
22
Hofhuis, J., Van Der Rijt, P. G. A. & Vlug, M. Diversity climate enhances work outcomes through trust and openness in workgroup communication. SpringerPlus 5, 714 (2016). ↩︎
23
Laken, P. van der. Pay Equity Analysis: The Essential Guide [With a Tutorial]. AIHR https://www.aihr.com/blog/pay-equity-analysis/ (2022). ↩︎
24
Wearexena GmbH. How to Create a DEI Scorecard. Xena https://wearexena.com/how-to-create-a-dei-scorecard/ (2024). ↩︎
25
Bloomberg. Companies Take Action on Diversity and Inclusion in Bloomberg’s 2023 Gender-Equality Index | Press | Bloomberg LP. Bloomberg L.P. (2023). ↩︎
26
Thilini Alahakoon et al. Diversity, Equity and Inclusion Statements in Recruitment Materials: A Systematic Review and Research Agenda. Australas. Mark. J. 263–274 (2024). ↩︎
3
Schäper, C., Schrenker, A. & Wrohlich, K. Gender Care Gap and Gender Pay Gap Increase Substantially until Middle Age. DIW Wkly. Rep. 13, 8388 (2023). ↩︎
1
Blau, F. D. Gender Inequality in the Labor Market: Continuing Progress? ILR Rev. 78, 275–303 (2025). ↩︎

1
Blau, F. D. Gender Inequality in the Labor Market: Continuing Progress? ILR Rev. 78, 275–303 (2025). ↩︎
2
Galan, S. Gender pay gap in OECD countries as of 2023. https://www.statista.com/statistics/934039/gender-pay-gap-select-countries/ (2025). ↩︎
3
Schäper, C., Schrenker, A. & Wrohlich, K. Gender Care Gap and Gender Pay Gap Increase Substantially until Middle Age. DIW Wkly. Rep. 13, 8388 (2023). ↩︎
3
Schäper, C., Schrenker, A. & Wrohlich, K. Gender Care Gap and Gender Pay Gap Increase Substantially until Middle Age. DIW Wkly. Rep. 13, 8388 (2023). ↩︎
1
Blau, F. D. Gender Inequality in the Labor Market: Continuing Progress? ILR Rev. 78, 275–303 (2025). ↩︎
4
Richard, S. & Hennekam, S. Constructing a positive identity as a disabled worker through social comparison: The role of stigma and disability characteristics. J. Vocat. Behav. 125, 103528 (2021). ↩︎
5
Austin, A. The Continuing Power of White Preferences in Employment. Cent. Econ. Policy Res. (2023). ↩︎
6
Thomas, O. & Reimann, O. The bias blind spot among HR employees in hiring decisions. Ger. J. Hum. Resour. Manag. Z. Für Pers. 37, 5–22 (2023). ↩︎
7
Quillian, L. & Lee, J. J. Trends in racial and ethnic discrimination in hiring in six Western countries. Proc. Natl. Acad. Sci. U. S. A. 120, e2212875120 (2023). ↩︎
8
Bertrand, M. & Mullainathan, S. Are Emily and Greg More Employable Than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination. Am. Econ. Rev. 94, 991–1013 (2004). ↩︎
9
European Commission. EU non-discrimination law. (https://commission.europa.eu/aid-development-cooperation-fundamental-rights/your-fundamental-rights-eu/know-your-rights/equality/non-discrimination_en). ↩︎
10
German Federal Anti-Discrimination Agency. Allgemeines Gleichbehandlungsgesetz (AGG). https://www.antidiskriminierungsstelle.de/DE/ueber-diskriminierung/recht-und-gesetz/allgemeines-gleichbehandlungsgesetz/allgemeines-gleichbehandlungsgesetz-node.html. ↩︎
11
U.S. Equal Employment Opportunity Commission. Overview EEOC. https://www.eeoc.gov/overview. ↩︎
12
European Council & Council of the European Union. Pay transparency in the EU. https://www.consilium.europa.eu/en/policies/pay-transparency/ (2025). ↩︎
13
U.S. Equal Employment Opportunity Commission. Equal Pay Act of 1963. https://www.eeoc.gov/statutes/equal-pay-act-1963. ↩︎
14
Federal Ministry for Education, Family Affairs, Senior Citizens, Women and Youth. Zweites Führungspositionen-Gesetz – FüPoG II. https://www.bmfsfj.de/bmfsfj/service/gesetze/zweites-fuehrungspositionengesetz-fuepog-2-164226 (2021). ↩︎
15
European Parliament & European Council. Directive 2011/83/EU of the European Parliament and of the Council of 25 October. in Regulation (EU) No 910/2014 on Electronic Identification and Trust Services for Electronic Transactions in the Internal Market (EIDAS Regulation) 151–221 (Edward Elgar Publishing, 2022). doi:10.4337/9781800372092.00013. ↩︎
15
European Parliament & European Council. Directive 2011/83/EU of the European Parliament and of the Council of 25 October. in Regulation (EU) No 910/2014 on Electronic Identification and Trust Services for Electronic Transactions in the Internal Market (EIDAS Regulation) 151–221 (Edward Elgar Publishing, 2022). doi:10.4337/9781800372092.00013. ↩︎
16
Rohden, L. Inclusion and Diversity in Companies: Premises to Maximize Quality of Life and Profitability. BAR – Braz. Adm. Rev. 20, e230058 (2023). ↩︎
17
Kagzi, M. & Guha, M. Does board demographic diversity influence firm performance? Evidence from Indian-knowledge intensive firms. Benchmarking Int. J. 25, 1028–1058 (2018). ↩︎
18
Spierings, M. US Public Company Board Diversity in 2023: How Corporate Director Diversity Can Contribute to Board Effectiveness. https://corpgov.law.harvard.edu/2023/11/24/us-public-company-board-diversity-in-2023/ (2023). ↩︎
19
Sondergeld, V. & Wrohlich, K. Gender Pay Gap in einem Betrieb sinkt mit mehr Frauen in Führungspositionen. DIW Wochenber. 91, 3843 (2024). ↩︎
20
Lott, Y. Weniger Arbeit, mehr Freizeit? Wofür Mütter und Väter flexible Arbeitsarrangements nutzen. Inst. Econ. Soc. Res. WSI Hans Böckler Found. WSI Report, (2019). ↩︎
20
Lott, Y. Weniger Arbeit, mehr Freizeit? Wofür Mütter und Väter flexible Arbeitsarrangements nutzen. Inst. Econ. Soc. Res. WSI Hans Böckler Found. WSI Report, (2019). ↩︎
20
Lott, Y. Weniger Arbeit, mehr Freizeit? Wofür Mütter und Väter flexible Arbeitsarrangements nutzen. Inst. Econ. Soc. Res. WSI Hans Böckler Found. WSI Report, (2019). ↩︎
21
McKinsey. Why diversity matters even more | McKinsey. https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-matters-even-more-the-case-for-holistic-impact (2023). ↩︎
22
Hofhuis, J., Van Der Rijt, P. G. A. & Vlug, M. Diversity climate enhances work outcomes through trust and openness in workgroup communication. SpringerPlus 5, 714 (2016). ↩︎
23
Laken, P. van der. Pay Equity Analysis: The Essential Guide [With a Tutorial]. AIHR https://www.aihr.com/blog/pay-equity-analysis/ (2022). ↩︎
24
Wearexena GmbH. How to Create a DEI Scorecard. Xena https://wearexena.com/how-to-create-a-dei-scorecard/ (2024). ↩︎
25
Bloomberg. Companies Take Action on Diversity and Inclusion in Bloomberg’s 2023 Gender-Equality Index | Press | Bloomberg LP. Bloomberg L.P. (2023). ↩︎
26
Thilini Alahakoon et al. Diversity, Equity and Inclusion Statements in Recruitment Materials: A Systematic Review and Research Agenda. Australas. Mark. J. 263–274 (2024). ↩︎
3
Schäper, C., Schrenker, A. & Wrohlich, K. Gender Care Gap and Gender Pay Gap Increase Substantially until Middle Age. DIW Wkly. Rep. 13, 8388 (2023). ↩︎
1
Blau, F. D. Gender Inequality in the Labor Market: Continuing Progress? ILR Rev. 78, 275–303 (2025). ↩︎

Executive summary

1 Motivation and background

2 Existing tools/templates

3 New tool/template

References

Your feedback on this article