Why are DEI programs failing?
2020 has been a year of the awakening of many sorts. The year surfaced the effects of what a pandemic looks like and how it affects BIPOC more than others.
It was also when companies started to invest more towards DEI training and publicly pledged their commitment to creating inclusive environments by hiring DEI leaders and appointing Chief Diversity Officers.
Yet as we reflect on the efforts to bring meaningful transformation regarding diversity and inclusion over the last year, companies are still battling to report significant change.
Despite the popularity of DEI, organizations struggle with overcoming "diversity fatigue," a term that was coined to mean diversity efforts simply for face value.
Here are five reasons why DEI programs fail. And what can you do to increase the effectiveness of your program?
Moving from the ‘What’ to the ‘How’
Culture isn't built in a day. It is an everyday effort where relationships are created within a workplace, born through daily interactions. Companies need to implement continuous learning programs that create and sustain inclusive behaviors and actively remove bias from all employee touchpoints in an organization.
There is no one-size-fits-all D&I program for any company, and what worked for Facebook, or Google, may not work for your organization. DEI programs do not necessarily have to be traditional in-class or virtual workshops conducted by human resources; they could be different depending on the needs and requirements of employees and what the company wants to achieve. It could include mentorship and sponsorship programs. Conducting a needs assessment when designing the DEI program can help uncover specific areas of improvement.
Realizing that DEI is a strategic business priority
Ineffective DEI initiatives have far-reaching business ramifications, yet many companies still place responsibility for DEI strategy and execution into the hands of HR. While they do have an essential role in DEI efforts across recruitment, retention, employee engagement, and performance management processes, placing DEI solely in the hands of HR sends an indicator that it is a functional responsibility.
The leadership team needs to own DEI across the business as strategic importance and have accountability. CEOs and leaders must work together with program facilitators to ensure the appropriate program model is applied.
Creating a culture of inclusion that address systemic bias
Even companies with impressive diversity representation numbers still battle with attrition of senior talent, women, and underrepresented employees, who often report feelings of exclusion.
Just using the words "diversity training" can create anxiety amongst employees. One study found that white men displayed more stress and anticipated more anti-white discrimination for a pro-diversity company versus a company that did not mention diversity. Doing away with such terms can reduce resistance.
Organizations' DEI strategies must devise a culture of inclusion that addresses the root of systemic biases and the invisible barriers which continue to perpetuate - and not place the added burden of self-help on marginalized groups.
For this to happen, companies must move beyond the statistics and focus on direct efforts on the real work of creating environments of inclusion and belonging.
Focusing on intersectionality is important
Our various identities impact our daily lives and affect how we perceive the world and how it perceives us; therefore, it is essential to consider intersectionality in the workplace. Ignoring intersectionality could set people into homogeneous groups and ignore the layered aspects of their experiences, resulting in groups feeling excluded from DEIB initiatives, hindering them from bringing their whole selves to the workplace.
Lack of consistency
DEI programs are often introduced as reactionary measures following a particular incident. A case in point was the murder of George Floyd and the uproar of DEI post that.
Consistency is vital when it comes to implementing DEI programs. Conducting training only when an employee is hired will prove unsuccessful, but integrating DEI programs into different organization components, where it is even be linked to pay, could prove effective as it was in the case of Intel.
The hardest part about having a successful DEI program is measuring, reevaluating, and adjusting tactics and goals. Since DEIB is a dynamic effort, things will change as you implement initiatives, hold training, and conduct surveys. With consistent efforts, employee perceptions will change, and hopefully, the representation will increase, with employees becoming very confident of their company's DEIB efforts.
In conclusion...
While there are no "easy fixes" or shortcuts to remedying the complex and long-ingrained issues of bias and discrimination, organizations must be patient and commit for the long haul.
