The world we live in is more diverse than ever. In fact, by the middle of the twenty-first century, the United States is slated to become a minority-majority country. The push for social justice has been championed by marginalized people as well as the younger generations of millennials and Gen-Z. The needle continues to inch forward for this overdue change. And with this shift, diversity, equity, and inclusion initiatives in the workplace have become absolutely imperative.
Empowerment, accessibility, and equity are both the fruits and means of truly successful DEI efforts. When done right, diverse companies outperform their less diverse counterparts across the board. They attract more talent, have less turnover, and have a more satisfied and productive workforce. Diverse companies are more innovative, more collaborative, and more profitable. There is no shortage of compelling evidence explaining why DEI is crucial.
Still, it’s easy to get stuck on the idea of “representation.” While diversifying your workforce is a necessary first step, it’s not enough to enact lasting change. To see real success, this “tick-box” mentality has to be abandoned for something much deeper. This article will explore why DEI is not just a numbers game and offer some strategies for getting it right.
1. It Doesn’t Address Underlying Causes
There are very real and systemic problems at the root of why wholesale change in the workplace is necessary. Beyond overt racism, sexism, ableism, and the like are far more subtle foes. Unconscious biases can infiltrate hiring practices and advancement opportunities, undermining progress even when intentions are good. At worst, these beliefs can lead to unfair treatment or outright hostility. When systemic attitudes and unconscious biases go unquestioned and unchecked, they can cause real and lasting damage.
Discovering and discarding these biases can be difficult and education is key. However, it’s never appropriate to burden the people most disadvantaged by these attitudes with the task of educating those around them. Instead, employ the help of a qualified DEI speaker. These trained professionals can answer the difficult, and sometimes uncomfortable, questions that you or your team may have. They can offer a myriad of resources and help you build and implement DEI strategies that work for your organization.
2. It Doesn’t Account for Inclusion or Equity
Diversifying your workforce does little to no good if your culture contains roadblocks that prevent underrepresented groups from thriving. Inclusion is a sense of belonging and being valued for one’s differences, not despite them. Equity is having fair treatment as well as equal access to advancement and opportunities. This requires an overhaul at the cultural level, but all three are necessary to see real results from your DEI efforts.
Members of marginalized groups are often seen as not being a “good fit” or simply “not ready” for higher-level roles. These perceptions are frequently rooted in unconscious bias and hidden beneath what is believed to be good motives. These employees are left with the nagging notion that it’s their identity and not their skills that are the real issue. Conversely, when approaching hiring and advancement solely from the standpoint of increasing headcount, the outcomes are no better. This approach doesn’t ensure that the best or most qualified candidate gets the position and can further solidify negative stereotypes.
Scour your hiring and advancement processes for bias and unintended discrimination. Since these issues are systemic, it is fair to assume they are there if you look. Anonymize resumes and use inclusive language in job descriptions and throughout the interview process. Ensure HR, on-boarding teams, and managers are-well trained in understanding unconscious bias and the importance of DEI. It’s a win-win for the organization as a whole when everyone has the opportunity to reach their full potential.
3. It Doesn’t Give the Whole Picture
Data and analytics are useful, and creating and tracking important metrics around DEI will help you move in the right direction. It is important to diversify your workforce and to continue to gauge employee satisfaction as you move forward. However, if you are at a smaller company, or new to implementing DEI strategies, you may not have the numbers needed to garner useful feedback. Even larger, more diverse companies may not get a full picture of the employee experience through surveys and focus groups.
Employees want to fit in and feel that they belong in the workplace. For marginalized people, this drive is coupled with a legitimate fear of pushback or punishment for rocking the boat. They may not feel they have the power to advocate on their own behalf. To further muddy the waters, minorities may also internalize negative stereotypes and underplay their own performance or experience.
Be intentional in creating safe environments where people feel celebrated and valued for the unique skills and experiences only they can bring. Building strong relationships with your team based on trust and respect can help minority employees to feel empowered to share their truth. It’s through these candid conversations that you can start to understand where your company is succeeding and where you may still need some work. When people feel safe to bring and invest their whole selves, you’ll also see gains in problem-solving, innovation, and collaboration.
4. It Won’t Produce the Needed Buy-in
Successful DEI efforts require buy-in from top to bottom. Underrepresented groups need to see that there is authenticity and sincerity in this work. No one wants to feel like their presence is little more than a box to check. A genuine commitment to creating a fair and inclusive workplace attracts new talent while ensuring that you can retain the talent you have. Word of mouth and networking greatly impact recruitment, so strive to be a workplace that embraces and values differences.
While these efforts are certainly an ethical issue, diversity, equity, and inclusion are also immensely beneficial for your bottom line. These numbers do matter, and will likely be the motivating factor in the amount of time and resources devoted to continuing your DEI efforts. While over half of CEOs believe diversity is important, only 16% believe it’s also profitable. To get and keep buy-in from stakeholders, you’ll need tangible results. Even if you have full support from your organization, having the numbers to back it up furthers the cause.
Making a start on changing your company’s culture around DEI may feel like a daunting task. Expect a lot of trial, error, and try again. Paying lip service by playing the numbers game will not suffice. If you want real results, it will require real effort. Provide training around DEI and unconscious bias and create an environment that celebrates the individual. Continue to root out bias in your processes, and be sincere in your approach to maintain momentum and buy-in. And remember, these issues are long-standing, so the solutions will not come about overnight.
