The Equality Act 2010: evaluating the evolution and development of organisational strategy and professional practice

Purpose This paper aims to evaluate the evolution, development and endurance of the Equality Act 2010, providing a critical overview of influence and key legal principles, demonstrating how the Act has impacted strategic organisational and human resources policy and practice in the UK. Design/methodology/approach The research is based on a systematic review of relevant professional and academic literature, alongside an evaluation of the Act itself. The subject focus is seen as timely with the return of a Labour Government in the UK – the architects of the Equality Act – for the first time in 14 years. Due to word limitations, the treatment is condensed to provide a selective overview that will be of interest to practitioners and academics in strategic organisational management and human resources. The author is a socio-legal studies academic and non-practising barrister, with expertise in the corporate organisational field. Findings The Equality Act 2010, though now established, owes its historical inception to civil rights activism and a radical turn in legislative drafting and ambition – points frequently missed when discussing its scope and influence. A highly unusual anomaly is that having been created by an outgoing Labour Government its stewardship immediately passed to a Conservative administration. In particular, the principles consolidated and introduced by the Act have greatly impacted the workplace, crucially organisational behaviour and human resources practices, leading to greater responsibility and interpretive power being directed from employment lawyers towards organisational policy and professional practice. Originality/value The Equality Act 2010 is usually discussed as an artifact rather than a radical creation and developing entity. This short paper approaches the Act as a “living” object with an eye on future reform.