Perspectives: Raising the Bar: How Benchmarking Shapes Better Workplaces
In Conversation with Mark McLane (he/him), Chief Diversity, Inclusion and Well-Being Officer, M&G and Shreyas Dutta (he/him), Senior Consultant, LGBT Great
Introduction
In today’s workplace, inclusion is no longer defined by intention it is judged by impact. Organisations are under increasing pressure to demonstrate meaningful progress in how they support their people, particularly when it comes to LGBTQ+ inclusion, belonging and culture.
At the same time, leaders are navigating a changing and often complex environment. Social expectations are evolving, global dynamics are shifting, and organisations are balancing competing priorities across performance, talent and engagement. In this context, one question stands out: how can organisations move beyond commitment and into sustained, evidence-based progress?
Benchmarking is emerging as a powerful answer. More than just measurement, it offers a structured way to understand performance, identify gaps and drive continuous improvement, while creating accountability and shared standards across organisations.
In this LGBT Great LIVE conversation, Matt Cameron (he/him), Chief Executive of LGBT Great and Allied People, is joined by Shreyas Dutta (he/him), Senior Consultant, and Mark McLane (he/him), Chief Diversity, Inclusion and Well-Being Officer at M&G. Together, they explore how benchmarking frameworks such as the Inclusion Index Benchmarking Tool (iBIt) are helping organisations raise expectations and deliver for business.
Why does benchmarking matter in today’s inclusion landscape?
Matt Cameron:
Organisations recognise that inclusion drives performance, but many still struggle to define what ‘good’ looks like. Benchmarking provides that external lens, enabling leaders to move beyond assumptions and towards evidence-based decision-making.
Shreyas Dutta:
The iiBT framework assesses LGBTQ+ inclusion across ten indicators, combining qualitative and quantitative insights. It is principles-based, allowing organisations to reflect their size, structure and maturity while still being assessed consistently.
Benchmarking creates clarity. It helps organisations understand where they are, how they compare and where to focus next.
What does high performance in inclusion look like?
Shreyas Dutta:
Recent insights show that organisations perform strongly in areas such as culture, belonging and benefits, while procurement and supplier inclusion remain areas for improvement.
Organisations achieving gold accreditation tend to align their activities across multiple areas, embedding inclusion into strategy, investing in engagement and maintaining strong external visibility.
Matt Cameron:
High performance is about connection. It’s how inclusion is integrated across the organisation—not treated as a standalone initiative, and how impact is clearly evidenced. The most inclusive organisations operate as systems. Strategy, culture and leadership behaviours are aligned to deliver consistent outcomes.
How can organisations achieve gold-standard inclusion?
Shreyas Dutta:
Three factors consistently stand out:
Embedding LGBTQ+ inclusion within a wider inclusion and belonging strategy
Investing in employee engagement, mentoring and role modelling
Demonstrating visible commitment both internally and externally
These actions create reinforcing benefits across the framework. Excellence comes from integration, not addition. Inclusion works best when it is built into the fabric of the organisation.
Why are visibility and leadership accountability so important?
Mark McLane:
Visibility matters. Leaders need to show up, not just as decision-makers, but as allies. Many people are able to be visible today because someone else created that space for them. That creates a responsibility to do the same for others.
Benchmarking provides a practical way to engage leadership teams. It helps organisations understand where they are progressing and where they need to do more.
Visibility signals intent. Accountability ensures follow-through. Both are essential for building trust.
How can leaders navigate complexity and change?
Mark McLane:
Inclusion work does not stop in challenging times, it evolves. Leaders need to acknowledge external pressures, while staying grounded in organisational values.
Creating space for honest conversations is critical. Often, the most effective discussions happen in smaller, trusted groups where leaders and employees can explore what is possible, what is not and where to focus next.
Matt Cameron:
Research consistently highlights the importance of empathy, curiosity and active listening in leadership. These are the behaviours that create inclusive environments. Progress requires adaptability. Leaders must be prepared to listen, learn and respond as the context changes.
What is the future of inclusion work?
Mark McLane:
Looking ahead, inclusion will increasingly connect with social sustainability, bringing together internal culture, business strategy and external impact.
At its core, however, the work remains unchanged: creating environments where people feel respected, valued and able to be themselves.
The future of inclusion is both strategic and human, driven by purpose, but grounded in everyday experience.
Key Takeaways
Benchmarking provides clarity, accountability and direction
High-performing organisations integrate inclusion across strategy and culture
Visibility and leadership accountability are critical to sustained progress
Honest conversations enable organisations to navigate complexity
Inclusion is becoming central to social sustainability and long-term success
Leadership Tools: 5 Questions and Actions
1. Strategic Integration
Question: Is inclusion embedded in our wider business strategy?
Action: Align inclusion priorities with core organisational objectives and leadership accountability.
Why it matters: Integration drives long-term impact and consistency.
2. Measurement and Accountability
Question: How are we tracking progress and acting on it?
Action: Use benchmarking tools to assess performance and identify improvement areas.
Why it matters: Measurement enables meaningful progress.
3. Leadership Visibility
Question: Are leaders actively demonstrating allyship?
Action: Encourage visible leadership participation in inclusion efforts.
Why it matters: Visibility builds credibility and trust.
4. Culture and Belonging
Question: Do our people feel truly included and valued?
Action: Invest in engagement, listening and programmes that strengthen belonging.
Why it matters: Belonging drives performance and wellbeing.
5. Navigating Complexity
Question: Are we creating space for open and honest dialogue?
Action: Facilitate smaller, trusted conversations to explore challenges and solutions.
Why it matters: Dialogue unlocks progress during uncertainty.
Closing Reflection
This conversation highlights a fundamental shift in how organisations approach inclusion. It is no longer positioned as a standalone initiative or cultural aspiration, it is becoming a core element of organisational performance, supported by data, accountability and leadership commitment.
Benchmarking plays a vital role in this shift. It provides the structure organisations need to move from intention to action, helping leaders understand where they stand and how they can improve. It also creates a shared framework for progress across industries, raising the standard of what ‘good’ looks like.
At the same time, the discussion reinforces an important truth: inclusion remains deeply human. While frameworks and metrics offer guidance, it is leadership behaviour, visibility, empathy and accountability, that drives real change.
As the connection between inclusion and social sustainability continues to strengthen, organisations have a clear opportunity to lead differently. By aligning strategy with culture, and data with human experience, they can create workplaces where people feel both valued and empowered.
Ultimately, raising the bar is not about competing, it is about learning, evolving and building workplaces where everyone can thrive.