Raven Lee serves as VP of Talent for Scientific Games. In her role, she coordinates programs across the entire talent lifecycle.
getty
In 2020, organizational leaders were rocked into consciousness. They were suddenly faced with the fact that marginalized people (in this instance, Black people) still had a long way to go in achieving equality and equity. It was particularly interesting to see how leaders couldn't escape the fact that events occurring outside the workplace were having such a major impact on their people inside the workplace. It also started the discussion around how marginalized people face workplace challenges that prevent them from having a positive and rewarding experience. So you may think that things have changed drastically over the past several years, given this new awaking that rippled through and shocked corporate America. However, as pointed out by Culture Amp, "Though organizations are making commitments to DEI, they aren't necessarily making it a strategic priority."
Additionally, I don't think we have done enough deep introspection within organizations to make diversity, equity and inclusion (DE&I) more than a surface-level exercise. As we move further away from the day George Floyd was murdered and the awakening in our corporate consciousness was triggered, we must pay attention to why DE&I initiatives have not been as successful as we would like them to be. Here are five tips organizations can focus on to implement DE&I initiatives that result in real cultural change.
1. Purpose
Figuring out why the organization is embarking on the DE&I journey is imperative. What corporate value does it uphold? How does it tie into who the organization wants to be? The purpose should be clear and regularly communicated. It can be simple, but it needs to address why you are making DE&I a priority. The objective is to align the organization around the DE&I mission. Culture Amps DEI in 2022: Key trends and findings report lists having a diversity policy, having a strategic plan and utilizing DEI data in decision-making as key drivers of success. Approaching DE&I with a solid strategy and plan linked to the purpose creates a road map that employees can connect with and rally behind.
2. Clarity
It is paramount to understand what your organization is trying to accomplish with its DE&I work. It's also important to note that not everyone will be happy about this work. Trying to cater to every employee and not offend anyone is a formula that won't yield meaningful change. Organizational leaders must be clear about the issues that impact the people who make up their organizations and where they want to stand concerning those issues. If supporting people within marginalized groups offends some and they refuse to educate themselves, leaders must also be okay if those employees leave the company. It's important to remember the following:
If you don’t know what you stand for, any objection will sway you.
Inconsistent practices show employees that you aren’t committed to the work.
3. Prepare
This journey is not easy, and the executive leadership team must be prepared to hold themselves to a higher standard before they can hold the organization to one. It's just as much a personal journey as an organizational one, and it always starts with leadership. Starting with initiatives before taking the senior leadership team through education and self-examination can derail your efforts. If they don't know how to challenge their personal biases or, even more importantly, they aren't willing to, then when issues arise, they will be ill-equipped to handle them appropriately.
4. Communication
It's important to create space for historically marginalized groups to share their experiences and escalate situations that need leadership attention. Not leaving space for real conversations about race, disability, sexual orientation, etc., is a clear sign that the organization is just going through the motions and not creating any real value within its DE&I work. Creating sustainable change in this area is possible by having tough and uncomfortable conversations about how people are experiencing the workplace. However, it's not enough to have the conversation; leaders have to be bold enough to take action to correct what is identified. The more employees see leaders living their values around DE&I, the more it will catch hold within the organization's culture.
5. Systemic Issues
DE&I work that fails to recognize how historically policies and practices have been put in place to limit the potential of marginalized groups is superficial at best. DE&I done right seeks to correct policies and address systemic barriers created by conscious and unconscious biases. Anything less fails to address the root of the issue. If you're a leader wondering if your organization has racism, ageism, sexism, ableism, etc., let me tell you with 100% certainty that it does. If you haven't taken the time to review your policies and practices, they may be riddled with bias, too. Thinking that having a diversity champion or even a catchy diversity statement is enough to check the box is not enough. In this age of heightened awareness, your employees will see straight through it and leave. Impactful DE&I programs must tackle the real work of addressing the systems that have allowed people to be disadvantaged in the first place. You can't create true inclusion or sustain lasting diversity without addressing this part of the puzzle.
In closing, it's evident that DE&I done the right way can yield a great workplace and create an avenue for employees to thrive. Ultimately generating great results for the business as well. However, realizing the advantages of DE&I work takes real work and a commitment to stand firm, even when some employees will not come along for the ride. If you're doing it right, then people will be uncomfortable. However, work through the discomfort collectively, and your organization will create a diverse, inclusive and equitable culture that fosters belonging and supports employee well-being.
Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
