Best Practice to Better Practice

‘Best Practice’ vs. ’Better Practice’

Best practice. It sounds definitive, doesn’t it? It’s the gold standard. A tried-and-tested method that produces superior results. It’s the thing every organisation wants to get right. And in a world that loves certainty, it’s no surprise that Equality, diversity and inclusion (EDI) is often approached the same way.

But here’s the problem: EDI isn’t a process to perfect. It’s about real people, real experiences, and real barriers—all of which change. What’s considered best practice today may not be enough tomorrow. And even now, what works for one organisation, industry, or audience may not work for another.

Best practice isn’t universal—it’s contextual.

So instead of chasing “best”, what if we focused on something more powerful, more relevant, and more human? What if we aimed for better practice?

Because in EDI the goalposts don’t just move—they need to move.

Take accessibility, for example. Best practice once meant ensuring job ads were screen-reader friendly. Now? That’s the bare minimum. So, what does a better and more transformative approach look like? Providing job descriptions in multiple formats—written, audio, video—so people can engage in the way that works best for them. The goal stays the same: make hiring accessible. But the way we do it must evolve. EDI isn’t static, so our approaches to it can’t be either.

It's easy to see the appeal of best practice.  It offers stability. A framework that feels like “getting it right”. And if we move away from that, won’t EDI become inconsistent? Won’t progress be impossible to track? Won’t constant change overwhelm organisations?

All fair questions, but let’s look at it another way.

If best practice locks us into a fixed way of doing things, what happens when the world changes? When barriers shift? When the very communities we’re trying to support tell us that what worked before isn’t working now?

Why ‘best’ isn’t always better

Best practice assumes there is a single, superior way of doing things. But in EDI, what’s ‘best’ depends on context—who we’re designing for, the challenges they face, and the evolving nature of society. And sometimes, what was once seen as best practice actually turns out to exclude people.

Take diversity training, for example. For years, mandatory unconscious bias training was considered the gold standard for tackling workplace bias. But research has since shown that, in some cases, these trainings don’t reduce bias at all and can even reinforce stereotypes. Now, organisations are moving towards evidence-based approaches, like structured decision-making in hiring and promotions. The goal of addressing bias stays the same. But the approach must evolve based on what actually works.

Often, organisations treat ‘EDI best practices’ as the finish line. But success isn’t about following a set standard—it’s about impact. Are we genuinely removing barriers, or just tweaking the system that created them? Are we designing for inclusion, or just making space in a flawed structure? EDI isn’t about ticking boxes or hitting a target and stopping. It’s about continuous reflection, course correction, and measuring meaningful change. Because when we focus on impact, progress isn’t lost—it’s built upon.

Better practice doesn’t mean constant reinvention

This isn’t to say that everything needs to change constantly. Some goals—equal pay, diverse hiring pipelines, accessible workplaces—will always matter. But how we achieve them can’t be set in stone. The approaches we take must evolve as we learn, adapt, and respond to the changing needs of the people they’re meant to serve.

And yes, constant evolution can feel overwhelming. If we’re always pushing for better, won’t that put too much pressure on organisations? Won’t it make EDI unmanageable?

The truth is, EDI isn’t about making things easy. It’s about making things right. The greater risk isn’t in struggling to keep up—it’s in becoming comfortable with outdated practices and settling for what once seemed good enough.

But ‘better’ doesn’t mean reinventing the wheel every six months. It’s about embedding a culture of learning in which evolving isn’t a burden, but an expectation. It’s the difference between:

• Following a fixed diversity guidelines vs. continuously reassessing what inclusion means now
• Using once-progressive language vs. questioning whether it still reflects the lived experiences of the people it represents
• Celebrating representation vs. ensuring those being represented actually feel valued, heard, and supported

So, what’s the takeaway?

Well, best practice certainly isn’t the enemy—but it’s not the answer either. The real goal isn’t to follow a static standard. It’s to stay adaptable. EDI isn’t a box to tick or a finish line to cross, but a continuous cycle. Plan, implement, evaluate, adapt—then do it all over again.  Because the world moves forward, barriers shift, and if we’re not pushing for ‘better’, we’re just standing still.

To find out how LHH can help you develop and implement EDI-friendly hiring practices that evolve with your organisation's needs, contact us today.