People in diversity, equity and inclusion (DEI) leadership roles are, in essence, change agents, but they can’t achieve change on their own. Many in CDO roles feel their organizations place the burden of achieving DEI goals squarely on their shoulders. Yet many rightly point out that it takes a village, and support from senior executives is needed to achieve desired results.
The Importance of DEI in Today’s Workplace
The importance and visibility of DEI efforts has existed for several years now — well before the pandemic and the surge of interest in social justice. These social and political impacts, of course, have created more emphasis — and pressure — on the DEI role to achieve results and to help organizations avoid the fierce backlash that can happen when they make missteps related to DEI.
Just ask Starbucks which, in 2018, provided anti-bias training to about 175,000 employees across 8,000 locations in the aftermath of a situation where two Black men were asked to leave a Starbucks location where they were waiting for a friend to join them. Or Dolce & Gabbana which, also in 2018, faced recriminations for ads depicting a Chinese woman having a tough time eating Italian food with chopsticks. Or Silicon Valley companies that have long been subject to criticism over the lack of diversity in their management and leadership ranks.
The truth is that diversity officers have only a slim chance of making progress without a real commitment from the C-suite and board members — not just in theory, but in practice.
Action Versus Talk
In many organizations, there’s a clear case of “all talk and no action” when it comes to DEI efforts. In fact, according to a 2020 Accenture study:
• While 68% of leaders felt they were creating empowering environments from a DEI standpoint, only 36% of employees agreed
• 76% of companies have no goals related to DEI
• 75% of companies don’t include DEI in leadership development training
• And yet, 40% of companies do consider DEI to be a means of reducing risk
So, what gives? What do organizations need to do to achieve success with their DEI initiatives? Here we take a look at the “5 Rs” of effective DEI initiatives.
1. Reality: A concerted and collaborative focus
It’s not enough to bow to DEI labels to look good or for PR purposes. Beginning at the board and C-level, the organization needs to take committed steps and related actions to build a culture that supports DEI. One way to start is to challenge a world where the vast majority of board members are white men. Without full-on support, diversity officers will continue to struggle to achieve real results.
2. Resources: The money and support to make it happen
The C-suite needs to be willing to adequately fund the DEI program both in terms of people and dollar resources. This means understanding what these initiatives cost on an annual basis and not simply “guessing.”
3. Recognition: Transparency, metrics and celebration
Desired results need to be clearly identified and quantified in measurable ways. They need to be shared with everyone in the organization and also share progress regularly. The key is transparency. When progress is achieved, it needs to be celebrated; and when further measures need to be taken to achieve the goal, this also needs to be shared.
4. Reaction: Conversations, feedback and change
Conversations around DEI initiatives and results need to occur on an ongoing basis. This is not an event; it’s a process. And it’s a process that needs to include feedback from employees at all levels who also reflect the wide array of diversity the organization is committed to cultivating. Employees need to know their voices matter and their opinions and perspectives are valued.
5. Rules: Policies and accountability
Organizations need to be explicit about their expectations with regard to DEI — what they require from staff and what they will not tolerate. Policies should be clear and include examples to ensure that employees, managers and senior leadership understand their responsibilities. Policies should outline what will happen if expectations are not met. And, importantly, ifexpectations aren’t met, there should be clear accountability at all levels of the organization.
DEI makes a difference in measurable ways. But while organizational leaders often espouse the benefits of a diverse workforce, many are not yet putting forth the requisite effort to support those beliefs. What’s the situation like in your organization?
