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The social justice argument is based on the belief that everyone should have a right to equal access to employment and when employed should have equal pay and equal access to training and development, as well as being free of any direct or indirect discrimination and harassment or bullying. This can be described as the right to be treated fairly, and the law sets minimum standards. For more information on these topics, see our various factsheets on: Age and employment; Disability and employment; Harassment and bullying at work; Race, religion and employment; and Sex discrimination, sexual orientation, gender reassignment and employment.
CIPD members can also see more detailed information on the law in these areas in our sets of FAQs.

The business case
Why should any employer want to push the boundaries set by the law? Equal opportunities is often seen as meaning treating everyone in exactly the same way. But to provide real equality of opportunity, people often need to be treated differently in ways that are fair and tailored to their needs. Arguably, the social justice and business case arguments for diversity are complementary, because unless people are treated fairly at work they will feel less than fully committed and will therefore under-perform. But diversity takes equality forward, and evidence indicates that organisations that are serious about diversity show better overall financial performance. There are three broad strands supporting the case for going beyond what is required by legislation and introducing diversity policies: people issues, market competitiveness, and corporate reputation. Organisations which follow them are also more likely to find it easier to comply with increasingly complex legal obligations, not least because diversity will be embedded in their cultures. www.51lunwen.org
For more details of our work on the business case for diversity, visit our Research projects pages and our latest report Managing diversity and the business case.
People issues www.51lunwen.org

Research (notably our research on the psychological contract) shows that people aspire to work for employers with good employment practices, and to feel valued at work. For more information on our surveys and research on the psychological contract, see our research pages.
To be competitive, organisations need to derive the best contributions from everyone. Skill shortages and difficulties in filling vacancies are forcing more organisations to recruit from more diverse pools and to offer different employment packages and working arrangements. Creating an open and inclusive workplace culture in which everyone feels valued helps to recruit and retain good people.
Employers who offer good working conditions benefit from more positive and committed employees, who are less likely to leave. www.51lunwen.org
Employees who are happier at work are less likely to suffer from stress or become sick, leading to fewer disruptions in production or service.
Good employers will receive more applications for jobs, leading to a larger pool of talent to choose from.

A diverse workforce will be more creative and innovative.
Diversity policies also help organisations to:
Quality assure policies and working practices because diversity fits well with business excellence models and initiatives such as Investors in People and total quality management.
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