This week we had the great pleasure of hosting Professor Binna Kandola OBE in conversation with our CEO, Dr Katie Spearritt. Binna is one of the world’s leading thinkers on diversity, unconscious bias and inclusive leadership.
He is a Business Psychologist, Senior Partner and co-founder of Pearn Kandola, a firm of leading business and DEI consultants based in the UK. Over the past 35 years, Binna has worked on a wide variety of projects for public and private sector clients both in the UK and overseas.
Binna has three books soon to be published, including one on talent management and diversity, one on creating LGBTQ+ inclusive organisations, and another on how to build psychological safety. Together, they provide a way of rethinking DE&I.
Binna’s mission is to makes workplaces fairer. He is passionate about working towards more inclusive cultures where everyone feels safe and valued, utilising insights from business psychology. ‘The core of inclusion is understanding the complexity of human experiences. It’s not just about numbers or compliance—it’s about creating a workplace where people feel valued and respected,’ Binna shared with our clients.
The conversation was wide-ranging, covering obstacles to inclusive leadership, current challenges in the DEI field, the effectiveness of targets, the importance of research rigour in designing D&I strategies, and ways to attract candidates from diverse backgrounds.
Here’s some of the highlights:
On the importance of applying business psychology concepts to improve workplace cultures
‘Psychology is at the core of everything. Processes, policies, and frameworks are important, but ultimately, it’s about how we interact with and perceive each other.
‘The diversity and inclusion conversation needs to be anchored in evidence, research, and psychology, not just action driven.’
On the importance of research, evidence and rigour in the DEI field
“(It’s important to ask) what is the philosophy behind your D&I strategy? If you don’t start with fairness and research-backed evidence, you risk creating a program that is performative rather than transformative.
‘I find it frustrating when people ask, “What’s best practice?” or “What are others doing?” If you have to ask, it may not be best practice – it’s just common practice. Many organisations copy what others are doing, and over time, these practices become orthodoxy, labelled as “best practice” even if they aren’t actually effective. Some criticisms of DEI are legitimate.’
On what’s happening in DEI work in the UK
‘The UK is a mixed picture. It reflects what’s happening in the US. Some people have been directly impacted. I’ve been in roundtable discussions with clients, and I’ve seen cases where DEI leaders have been reassigned or removed without warning.
‘In some companies, especially those with US influences, you can’t even use the word “diversity” anymore. You can’t talk about unconscious bias. So the question becomes: what language can we use? In some cases, it’s just superficial rebranding, changing terminology while keeping the work going.
‘Other organisations are holding back entirely, avoiding any action. But inclusion work has always existed—it’s about incorporating differences so they can flourish and helping teams perform at a higher level. A well-functioning team is greater than the sum of its parts.
‘Some people argue we should focus on inclusion rather than diversity. But inclusion can be misleading if it only includes those who are already similar. True inclusion means expanding the circle and finding ways to connect with people who are different. Coaching leaders to include those who differ from them is key—not just in a broad, abstract sense, but in real interactions.’
On self-serving bias - the biggest obstacle to inclusive leadership
‘The biggest obstacle (to connecting with people who differ from us) is that most people think they’re already inclusive. It’s not that they don’t want to be—it’s that they believe they already are. People have an egocentric or self-serving bias. Overcoming that means helping people recognise that we all have biases, and they manifest in different ways.’
On the importance of small changes to recruitment practices to attract candidates from diverse backgrounds
‘Many organisations struggle to attract diverse candidates in the first place. Even small changes can make a difference.
‘Research shows that job ads with words like “exceptional” or “outstanding” deter some candidates. Men are more likely to apply if they meet 50% of the criteria, whereas women often feel they need to meet nearly all of them.
‘The BBC tested this by rewriting a job ad. Instead of focusing on challenges, they emphasized a supportive, inclusive environment. Every woman on the panel said they would apply for that role.
‘For candidates with disabilities or neurodivergence, simply acknowledging inclusion in the ad increases applications. Small tweaks matter.
‘But recruitment bias still exists. Studies show that identical résumés with different names—John vs. Jennifer, or a mention of involvement in an LGBTQ+ group—lead to different outcomes. AI won’t fix this. Bias is embedded in recruitment processes, so we need to scrutinise them.’
On setting targets
‘I used to be in favour of targets, but the research tells us they don’t work the way we want them to.’
Key concerns include:
- Targets maintain representation but don’t create real change.
- The ‘stigma of incompetence’—those hired under diversity targets are often assumed to be less competent, undermining their credibility.
- One-dimensional focus—targets often centre around gender rather than true diversity (e.g., race, LGBTQ+ inclusion, neurodiversity).
‘In parts of Europe, you legally can’t set diversity targets. But even where you can, they often fail to achieve their purpose.’
Professor Kandola advocates for a forecasting approach instead: “If all things were equal, we should see a fair balance in promotions—say, 50% men and women, and proportionate representation for minorities. Instead of rigid targets, we need to focus on removing systemic barriers and ensuring fair processes.’
On the importance of open conversations where people can genuinely express ideas and ask questions
‘Many leaders understand the benefits of DEI and want to speak up, but they fear making mistakes. They worry that one wrong word could embarrass them or their organization. This climate makes it harder to have open conversations about DEI, even when people are well-intentioned.
To engage people around the value of diversity and inclusion, Binna emphasises grounding D&I in evidence, psychology, and fairness: ‘Most people, whatever their personal views, want to be treated fairly and have their talent recognized.’
‘As the conversation around inclusion evolves, we must ensure our strategies are real, effective, and grounded in the lived experiences of all employees.’
Binna’s new book, Designing for Diversity: Developing Inclusive and Equitable Talent Management Processes, has just been published.
