From Policy to Practice: Making EDI a Reality in Your Business
August 12, 2025
Practical ways SMEs can build inclusive workplaces beyond the diversity policy
Many Irish employers now have a written diversity, equity and inclusion (EDI) policy, but turning that policy into a lived workplace culture is a very different challenge.
For SMEs, it can feel like EDI is something reserved for big corporates with DEI teams and budgets to match. But in reality, small and medium-sized businesses are often better placed to make real, practical progress because they’re more agile, closer to their teams, and can implement change more meaningfully.
Here’s how to move from policy to practice when it comes to EDI in your business.
1. Start With Leadership – Even If It’s Just You
In an SME, culture starts at the top. Whether it’s a leadership team or just one or two directors, your approach sets the tone.
That means:
- Calling out inappropriate behaviour early
- Being conscious of inclusive language and communication
- Being visible in your commitment to fair and equal treatment for all
EDI needs to be owned by leadership, not just HR or an outsourced provider.
2. Make Recruitment More Inclusive
Even small changes to your hiring processes can make a big difference:
- Use gender-neutral language in job ads
- Avoid overly corporate or coded language that might put off certain groups
- Ensure interview panels (where possible) are gender balanced
- Focus on skills, competencies, and potential, not just credentials
Using standardised scoring or structured interviews can also help reduce unconscious bias.
3. Look Beyond Obvious Diversity Markers
Diversity isn’t just about gender or ethnicity. It also includes:
- Age and generation
- Disability and neurodiversity
- Socioeconomic background
- Family status and caring responsibilities
- Religious or cultural identity
Creating an inclusive culture means making space for different life experiences, communication styles, and needs, not just visible traits.
4. Listen to Your Employees
Formal staff surveys are great but SMEs often benefit from their size when it comes to communication.
- Create safe channels for feedback (anonymous if needed)
- Be clear that inclusion is everyone’s responsibility, not just HR’s
- Watch for patterns of exclusion, e.g. team outings that don’t cater to all (eg. too physical), cliques, or assumptions about availability
Sometimes it’s small adjustments, asking pronouns, offering flexible work options, or recognising different holidays, that make people feel seen.
5. Train Your Managers – Not Just Once
One-off unconscious bias training is not enough. But regular, practical sessions for line managers are a good investment.
These should cover:
- How to manage diverse teams fairly
- Inclusive language and conflict resolution
- Managing flexible work and reasonable accommodations
- How to respond to inappropriate comments or microaggressions
If you're not ready to roll out full training, even short manager toolkits or lunch-and-learn sessions can start the conversation.
6. Review Policies Through an EDI Lens
Your HR policies might be neutral on the surface, but still impact people differently in practice.
Ask:
- Do our policies accommodate different religious or cultural needs?
- Are sick leave, parental leave and carers' leave applied equitably?
- Is our flexible working process inclusive for people with disabilities or caring responsibilities?
If you’re not sure, ask your employees, or seek external HR advice. A quick policy audit can highlight unintended barriers.
7. Celebrate Diversity – But Authentically
Pride month, International Women’s Day, and cultural celebrations are great opportunities to recognise diversity, but they shouldn’t feel tokenistic.
- Involve your team in choosing what and how to celebrate
- Share real stories from staff (with consent)
- Tie celebrations back to your values and goals
EDI is about everyday actions, not just calendar events.
Why It Matters
An inclusive workplace isn’t just good ethics, it’s good business. Teams that feel respected and included tend to perform better, stay longer, and contribute more.
For SMEs, this is especially important: attracting and retaining great people is key to growth, and culture plays a major role in that.
Want to Take Inclusion from Idea to Action?
At MSS The HR People, we don't just help you design EDI policies, we support you in making them real.
- Join our
Inclusive Leadership with Unconscious Bias course on
9th September 2025
(online - CPD-accredited & worth 4 CPD points):
mssthehrpeople.ie/unconscious-bias - Gain practical tools to recognise and reduce bias in decision-making, communication, recruitment, and company processes
- Learn to foster inclusive leadership across your organisation, not just in HR, but at every management level
Spaces are limited so book now to secure Early Bird pricing €295. Standard rate €350
Email: info@mssthehrpeople.ie Phone: 01 8870690
Visit www.mssthehrpeople.ie to learn more about how we support inclusive, compliant workplaces across Ireland.
Irish employers are increasingly turning to international hiring as a solution to ongoing skills shortages. This trend is particularly evident in sectors where local talent is limited and demand continues to grow. Why employers are looking overseas Common drivers include: • Difficulty filling specialist roles locally • Business expansion and growth • Increased competition for talent International hiring can provide access to a wider talent pool and support long-term workforce planning. The challenge While the opportunity is clear, the employment permit process can be complex. Employers often underestimate: • The level of detail required in applications • The importance of aligning with eligibility criteria • The potential for delays or refusals Where the process is not managed properly, the impact can be significant. Roles remain open for longer, business plans are affected, and onboarding timelines move further out than expected. Getting it right A structured and informed approach is essential. This includes: • Understanding the appropriate permit type • Ensuring the role meets eligibility requirements • Preparing a clear and robust application Where employers take the time to position the role properly and support the application with strong documentation, the process is far more likely to run smoothly. Key takeaway for employers International hiring can be a highly effective solution, but only where the permit process is managed correctly. Approached properly, it enables businesses to secure the talent they need to grow and succeed with greater certainty and less disruption. If you would like advice or support with the employment permit process, our team would be happy to assist. info@mssthehrpeople.ie | 01 887 0690
A common approach we encounter is employers submitting an employment permit application and waiting to see what happens. While understandable, this approach carries significant risk. Why this approach falls short Employment permit applications are not a simple box-ticking exercise. Each application is assessed based on: • Eligibility • Justification • Alignment with current criteria If any of these elements are unclear or insufficient, the application may be delayed or refused. The impact of getting it wrong Where an application is unsuccessful: • Timelines are extended • Recruitment plans are disrupted • Candidates may withdraw In a competitive hiring market, these delays can have a real impact on the business. A role can remain unfilled for longer than expected, existing teams can come under pressure, and a strong candidate may choose another opportunity. A better approach Employers should approach permit applications as a structured process, focusing on: • Clear alignment with eligibility criteria • Strong and accurate role definition • Comprehensive supporting rationale It is far more effective to identify and address risk areas before submission than to deal with the consequences of delay or refusal later. Key takeaway for employers Submitting an application without fully assessing the risks can lead to avoidable delays. A well-prepared application significantly improves the likelihood of a successful outcome and gives the employer greater confidence throughout the process. If you’re planning an overseas hire or facing delays, we’re happy to talk it through. info@mssthehrpeople.ie | 01 887 0690
A recent WRC decision is a very important reminder to employers that long running “specific purpose” and fixed term arrangements can create significant risk
Increase in complaints relating to bullying, harassment, and sexual harassment and the complexity and escalation of these cases.
Pregnancy loss is a deeply personal experience. For employers, these situations can be equally challenging because of the uncertainty around it.
significant shift in workplace health trends, with psychological illness now the most common cause of income protection claims in Ireland.
Delays in employment permit applications are a frequent frustration for employers. Many assume the issue lies with processing times or administrative backlogs. In reality, the most common cause of delay is something else entirely. The real issue: misalignment The number one reason applications are delayed is misalignment with the eligibility criteria. This can include: • Roles that are not clearly defined • Job descriptions that do not match the required skill level • Weak or generic supporting information On the surface, an application may appear complete. However, if it does not clearly demonstrate eligibility, it is likely to encounter delays or queries. Why this happens Employers often approach the process as an administrative task. In practice, each application is assessed on its merits, and clarity is critical. How to avoid delays To reduce the risk of delay: • Ensure the role clearly meets eligibility requirements • Align job descriptions with the actual duties and level of the role • Provide strong, specific supporting information It is also important to review the application from the perspective of the decision-maker. If the application leaves room for doubt, it is far more likely to be delayed while clarification is sought. Key takeaway for employers Employment permits are not delayed because of missing forms. They are delayed because the application does not clearly meet the criteria. Understanding how your application will be assessed is essential, particularly where timelines are already under pressure and the business needs certainty around a key hire. If you’re planning an overseas hire or facing delays, we’re happy to talk it through. info@mssthehrpeople.ie | 01 887 0690
One of the most challenging scenarios for employers is progressing an employment permit application that appears complete, but carries a high risk of refusal. In many cases, this risk only becomes apparent once a decision has been issued. We were recently engaged by a client in the healthcare support sector who had already begun preparing an application for a General Employment Permit for a specialist role. The situation The employer had: • Identified a suitable overseas candidate • Undertaken initial steps in the application process • Prepared the necessary documentation However, they sought a review before submission due to uncertainty around eligibility. What we identified On review, it became clear that the application, as drafted, was unlikely to succeed. The risks were not immediately obvious but included: • A job description that did not clearly demonstrate the level of skill required • Duties that overlapped with roles not typically eligible for a permit • Insufficient detail in the business case supporting the hire From experience, these types of issues frequently result in refusals, particularly where roles sit close to the margins of eligibility. Why this matters A refusal does not just mean a rejected application. It often results in: • Restarting the process from the beginning • Additional recruitment delays • Potential loss of the candidate In sectors already experiencing staffing pressures, this can have a significant operational impact. Our approach We worked with the employer to: • Refine and clarify the role profile to accurately reflect its responsibilities and requirements • Distinguish the role from non-eligible positions • Strengthen the supporting documentation to clearly demonstrate eligibility and business need. This required a detailed understanding of how similar roles are assessed in practice. The outcome Following revision, the application was submitted and approved on first submission. The employer avoided: • A likely refusal • Delays in onboarding • Disruption to service delivery Key takeaway for employers Applications are not assessed solely on whether documentation is present. They are assessed on whether the role, as presented, clearly meets the criteria. Where roles are borderline or nuanced, early intervention can significantly reduce the risk of refusal. If you’re planning an overseas hire or facing delays, we’re happy to talk it through. info@mssthehrpeople.ie | 01 887 0690
Irish employers are increasingly relying on international hiring to fill key roles, particularly in sectors experiencing acute skills shortages.
WRC Reference: ADJ-00057077 / 11 th March 2026 A recent decision of the Workplace Relations Commission (WRC) has highlighted the importance of fair procedures, genuine consultation, and meaningful engagement in redundancy processes, particularly where senior executives are involved. Background The Complainant was employed by the Respondent for over 24 years, beginning in 2000. Over the course of her career, she progressed to the senior role of Managing Director, EMEA GLT, with a base salary of €275,000, alongside bonus and equity participation. In mid-2024, the Complainant’s role was significantly altered following an internal restructuring. She alleged that this amounted to an effective demotion, with key responsibilities removed without consultation or warning. Shortly afterwards, the situation escalated. The Complainant was placed on sick leave and raised a formal grievance regarding the changes to her role. That grievance was not upheld, and the appeal outcome confirmed the employer’s position. In October 2024, the Complainant was informed that her role was at risk of redundancy. A consultation process followed, during which she was placed on garden leave. Despite raising concerns and requesting further clarity around her role and terms, her employment was ultimately terminated by reason of redundancy in November 2024. The Complainant subsequently brought a claim for unfair dismissal. WRC Findings The Respondent conceded at the hearing that the dismissal was unfair. The Adjudication Officer noted that the Complainant had been employed in a very senior position for over two decades and had progressed through multiple promotions, ultimately holding a Managing Director role. It was accepted that significant changes had been made to her responsibilities prior to the redundancy process, which formed part of the broader context leading to the breakdown in the employment relationship. While a redundancy process was carried out, the key issue before the WRC was the fairness of the overall dismissal. Given the Respondent’s concession, the WRC found that the Complainant had been unfairly dismissed. Decision The WRC upheld the complaint of unfair dismissal and awarded the Complainant €142,984 in compensation A separate complaint relating to notice was rejected on the basis that statutory notice had already been included in the termination payment. Key Takeaways for Employers This decision highlights several important points for employers, particularly in the context of senior-level restructurings: Role changes must be handled carefully, particularly where they may amount to demotion in practice. Consultation must be genuine and meaningful, even at executive level. Grievances should be addressed thoroughly and fairly before moving to redundancy. Redundancy processes must be clearly separated from performance or role disputes. Senior employees are entitled to the same procedural protections as all employees. Even where restructuring is commercially justified, employers must ensure that process and communication are properly managed to avoid unfair dismissal findings. Conclusion This case serves as a reminder that long service and seniority do not reduce the employer’s obligations under employment law. Where role changes, grievances, and redundancy processes overlap, employers must take particular care to ensure fairness at every stage. Failure to do so can result in significant compensation awards, as demonstrated by the €142,984 award made in this case. Tara Daly
