There's an energized focus on DEIB programs are surging across the American workplace - why aren't employers taking action?
Diversity, Equity, Inclusivity, and Belonging (DEIB) initiatives (think: diverse hiring practices, employee resource groups, and inclusivity training programs) aren’t just good practice — the data shows companies that practice DEIB perform better financially, and with improved innovation, customer trust, and employee retention. Perhaps that’s why an energized focus on DEIB programs are surging across the American workplace.
That’s not to say that every DEIB initiative rollout is good — there’s plenty of bad and ugly, too. Take for instance Starbucks’s decision in the summer of 2020 to ban their employees from wearing Black Lives Matters paraphernalia, despite a commitment on Twitter to support the BLM movement and be “a part of change” — a 180 that one Barista told Buzzfeed news was “disappointing in ways I cannot express in words.” It’s not just multi-billion dollar corporations, either. In the spring of 2021, students at Kansas University reacted with anger after a department shakeup supposedly intended to improve DEIB initiatives ended with the termination of two employees, both of whom are black. In short: a poorly executed DEIB initiative can backfire, perpetuating racism and undermining employees’ faith in a company.
Why is successfully implementing DEIB programs so hard for so many companies? In short, it takes real commitment to the values of Diversity, Equity, Inclusivity, and Belonging, and a refusal to bend to fear that the full implementation of those values will “offend” customers or employees, or hurt the business. Real DEIB is not about lip service, but real, quantifiable action. That action can pay off for your business — and now more than ever, it’s a vital starting point. “Employees care about DEIB,” says Leesa Hill, Senior Director and Head of DEIB at Enspira HR. “If you aren’t doing this as an organization, you’re losing out on top talent that’s newer to the workforce. They won’t even come work for you.”
Some companies are forced into DEIB initiatives (say, after a public controversy), and some simply want to do the right thing. Either way, it’s important for leadership to be committed for the right reasons. That’s because, says Rebecca Harris, Enspira HR’s Director of Human Capital, DEIB initiatives do carry some risk of blowback. Companies without leaders committed to DEIB are less willing to be bold and take the risks required in successful initiatives. “The companies that don’t do this well are worried — they don’t want to ruffle feathers, or upset people,” Harris says.
If leadership knows why they’re committed to DEIB, they’re ready for any blowback. DEIB initiatives are not about making everyone happy, says Hill. “Some folks will say, ‘Why even do it if some people in our organization don’t agree with it?’ Or, ‘I’m afraid we’re going to lose some employees because I don’t think we should be talking about DEIB in the workplace.’” Perhaps they’re afraid of losing customers after taking a “controversial” stance.
But this is not the correct approach to DEIB. “Well, why not flip that coin over?” Hill says. “What about the people you could be losing because you’re not talking about this in the workplace?”
Conquering that fear is often step one in a successful DEIB implementation. “People are so afraid of saying and doing the wrong thing that they do nothing,” says Hill. “The silence is complacency, and it is complicit.”
The secret sauce for any successful DEIB program has two main ingredients: DEIB must be authentic, and it must be embedded. Authenticity spurns fear; an embedded initiative means both leadership and employees have skin in the game. But where to go from there? Successful managers break goals into two categories: quick wins and long wins.
Quick wins are vital. “Building the foundation of DEIB programs, especially in large companies, takes a lot of time — it’s like steering a huge ship,” says Harris. Often, Enspira HR’s first move is to parse the data an organization already has on its diversity. Examining a company’s diversity — what percentage of your employees are based globally? What percentage of your employees are people of color? — helps set reasonable goals. It’s equally important to understand what sort of inclusion programs are already in place. If, for instance, a company already has great parental leave benefits, that’s a great starting point. Are men taking parental leave as often as women? Building out such programs can be a great first step. You’re already winning.
Most DEIB programs take much longer to bear fruit, though. “It’s a marathon, not a sprint,” says Harris. That’s why we build strategic roadmaps to give companies a one- to two-year guide on how to embed DEIB into all facets of their work. “At the end of the day, companies have to listen to their employees and be willing to center the employee experience. You’re working with managers, HR, learning and development teams, everyone. You’re deciding how to evaluate performance, deciding on a philosophy. And you’ve got a lot of different stakeholders involved,” Harris says. “As a result, it’s going to take longer. But it is worth investing in, because it’s going to have a ripple effect through the organization.”
A fearful approach to DEIB manifests itself in many different ways. Here are several real-world examples of common mistakes and their fixes.
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