DE&I efforts are often tied to monetary benefits as a way to convince members of leadership and the C-Suite to adopt sustainable changes. This approach has proven to be effective in many cases, but also runs the risk of perpetuating the problems DE&I is meant to eliminate — particularly if it is not accompanied by the right mindsets and steps.
DE&I efforts are often tied to monetary benefits. This approach runs the risk of perpetuating the problems DE&I is meant to eliminate — particularly if it is not accompanied by the right mindsets and steps. Share on XDolla Dolla Bills Y’all
If we hire this many women, the executives receive a 7 percent bonus. If said company hires so many employees of color, executives get a 10 percent salary increase. If the supplier chain is diversified by 20 percent, executives receive a 5 percent increase in their benefits package. When so many people of color are promoted internally, executives earn a 4.8 percent increase in their bonus. If so many of these newly hired people stay with the company for a specified amount of time, executives earn the Infinity Gauntlet of DE&I and rule Human Resources.
I hope my sarcasm reflects my disdain with this practice and highlights the “ends justify the means” mentality that this monetization fosters.
Dr. Tony Alessandra and Michael O’Connor introduced the Platinum Rule: Treat people the way they want to be treated. Who wants to be reduced to a line item on a ledger meant to measure how humanely and professionally an organization treats its employees? No one. This practice, in its most basic form, parallels historical practices that only valued Black and Brown bodies for their productivity, while ignoring the totality of their existence as individuals. When companies began shouting from the rafters that they are DE&I champions, people from marginalized groups didn’t hold their breath while waiting for action.
Say Less, Do More
How does an organization successfully integrate diversity, equity, and inclusion into its culture in a manner that acknowledges the feedback from employees from marginalized groups and charts a sustainable path forward that can withstand changes in leadership? By delivering results that demonstrate a true commitment to DE&I before the glitzy marketing campaigns take center stage.
How does an organization successfully integrate diversity, equity, and inclusion into its culture? By delivering results that demonstrate a true commitment before the glitzy marketing campaigns take center stage. Share on XWhen an organization boards the DE&I train, there is no need for a press conference or huge internal kickoff event to announce that they are finally implementing practices and measurements they should have been doing since their inception. Let the launch event mark a milestone in the DE&I work that’s been going on behind the scenes and as a good-faith demonstration of sincerity and commitment.
Work, Then Communicate
Once it’s been decided to implement a DE&I plan, the organization’s executives should take ownership of the pieces of the plan that align with their specific departments and begin to execute changes that will have an impact on the organization. Plan and begin to diversify suppliers. Adopt DE&I-focused recruitment efforts to create a more diverse pool of applicants. Create viable growth and professional development plans for employees of color and marginalized groups. Take steps to address pay equity. These are just a few ways to start impactful DE&I work.
Once DE&I progress has been made, organizations should develop a communications strategy to inform employees of the work that’s been done. The progress that’s been made will energize your organization to continue to do the work that values all employees. Let the positive results speak for your organization.
Follow Me on This: Increasing Awareness
Awareness is among the hurdles internal DE&I councils face as they build out their programs. How do you inform everyone and get them to buy in to work they may not understand? You begin with results. Put in the work, track results, then rally everyone together to celebrate. This approach creates a kick-off from actual results, provides an opportunity to celebrate a milestone or two, and gives employees something to believe in so they want to learn more and support future DE&I efforts.
Put in the work, track results, then rally everyone together to celebrate. This approach gives employees something to believe in so they want to learn more and support future DE&I efforts. Share on XPaving the Road as We Walk
Leaders are under pressure to meet business demands and waiting for results isn’t always an option. DE&I work is a marathon. Those engaged in this work are reminded to manage their energy and expectations to align with the reality of their situation. Leaders who stand in support of this work are in an ambitious space that is riddled with uncertainty and doubt but also a place of hope and fulfillment.
Our employees are people. People who are dynamic with their own goals, families, friends, beliefs, joys, and more. Minimizing people from marginalized groups simply to their ability to produce is a disservice to them (and any organization that is not mature enough to embrace the whole person!). Kick-off your DE&I program with results. Let the lessons learned improve and enhance future efforts. Grow into the future with a workforce that lives the DE&I life and shows others how it’s done.
Minimizing people from marginalized groups simply to their ability to produce is a disservice to them (and any organization that is not mature enough to embrace the whole person!). Share on X
