A Point of View: Are You Really Committed to D&I? A Candid Perspective

In some ways, diversity and inclusion has become a trend. Certainly, most organizations aspire to create an inclusive culture—there have been studies upon studies that conceptualize a strong business case for such efforts. Nevertheless, very few organizations have been successful in making inclusion ‘real?’ Why is that?

Sure, there are nuances like unconscious bias, gaps in D&I education and understanding, but at the end of the day, I think there is one key factor worth highlighting and holding leaders accountable to: COMMITMENT.

I don’t know about you, but I am tired of companies bluffing about their diversity and inclusion efforts and merely pretending that D&I is a high priority. I am passionate about this work, thus there is this sense of urgency in my expectation for change and accountability. Commitment is critical, its requisite, and from my point of view, non-existent in many organizations and leaders who say they’re committed to this work.

Are you wondering if your company is one of those companies? Consider some of these questions and factors:

(1) Does your company seem to have an adequate amount of full time resources dedicated to D&I efforts?

Hint: If the only resources at your company are dedicated to compliance-related objectives rather than the broader company culture, that is not enough. Comprehensive strategy around D&I involves an approach that moves beyond compliance and seeks to impact the organization’s workplace, workforce, and marketplace. 

(2) Have you noticed that your company receives accolades/recognition in the D&I space, but when you look around internally, you find yourself wondering how in the world that’s possible?

Hint: If internal perception doesn’t match the company’s reputation externally, Houston…we have a problem. Certainly D&I can strengthen an organization’s brand—that is part of the business case. However, employee experiences matter. Be intentional in understanding how employees truly experience the culture. And do the work to close gaps that may exist between the culture leaders seek to create and the culture employees (across differences) actually experience.

(3) Does your company have a committee of leaders (who are embedded in the business) that focuses on advancing the organization’s D&I efforts?

3a. If so, is this group made up of people with actual influence and power to affect change in the company?

3b. Has this group had any recent measurable success in leveraging their influence?

Hint: Diversity Councils, committees, employee resource groups are all critical to executing D&I strategy. However, these working groups must be more than ‘figureheads.’ They should be more than groups ‘passionate’ about the work. The group should not only involve leaders who have influence and power, but they should also be leveraging metrics that quantify the impact they’re having on the business.

(4) Does it seem like more people who are considered “diverse” are leaving on a consistent basis than “non-diverse” folks?

Hint: A company can focus on diversity recruiting all they want, but without retention, those efforts lack sustainable impact. Inclusion is about culture—creating a culture that supports, understands, values, and appreciates differences.

(5) Has the company done anything new and innovative in the D&I space in recent years?

Hint: No, putting a slight spin on the same heritage month celebrations does not count.

If you answered “no” to any or all of the above, your company may, in fact, need a little D&I refresh—and that is OK. The first step is recognizing and owning that there are areas of opportunity. As a next step, we should be leveraging our influence to bring these areas of opportunity to the attention of our leaders and hold them accountable to doing better. They say if you knew better, you’d do better.

What can you do better?