A Point of View: Level Up: A Call for the Right People in the Right Seats

I suspect companies would never reassign an employee with no relevant experience to VP of Social Engagement, simply because they are “tenured with the company.” Similarly, I imagine companies would never promote an employee “passionate about numbers” to Chief Finance Officer, then expect them to be able to turn around a budget deficit. This is because esteemed senior leadership roles are generally prepared for over a significant amount of time and earned by candidates with demonstrated ability to be highly effective in their professional field. 

There is no reason not to assume that when it comes to DEIJ, companies would leverage their resources to find high-powered experts to advance culture change and strategy. At a minimum, requiring the same degree of expectation surrounding experience and relevant preferred qualifications seems like a reasonable standard. After all, marginalized employees have been asking consistently for the same basic dignities in the workplace for generations. Unfortunately, it is common to see folks with no lived experience and little acquired knowledge happily climb right over more qualified (and often more marginalized) candidates, as they scale the proverbial ladder to a DEIJ top spot.

Why It Matters 

DEIJ work is highly skilled, applied, and nuanced. It requires fluency in traditionally respected workplace disciplines such as strategic human resources, change management, organizational development, continuous improvement, learning and development, and more. In addition, DEIJ work weaves in sociopolitical theory, community building, intercultural development, and social justice advocacy and analysis. (All traditionally less respected in the workplace.) 

Arguably, one of the greatest challenges for employers of our time: we have generations of socialized norms and institutional oppression to extract and reconcile. Why, then, are companies tapping in DEIJ rookies (who were likely complicit in stagnant culture themselves) to advance next-generation equity? With stakes so high, how do we ensure we make choices that align with our values and the nature of the work itself? 

Do Better by Actually Doing Better 

Decision makers who are hiring for DEIJ roles need to step up first. You are the gatekeepers of these opportunities, and ultimately determine the starting point of the work ahead. To avoid putting people in seats they won’t succeed in, take the time to understand what the company’s gaps and needs are. Get to a place where you are able to answer questions about the primary focus of a DEIJ role, and be honest about the barriers preventing progress. If necessary, hire a firm to assist in developing the position description and reviewing applications, to ensure folks with the right skillset are invited to participate in the interview process.  

Realize that when hiring for DEIJ work, especially at a senior level, you are not under any circumstances looking for a culture fit. If that was the case, the position wouldn’t be necessary. Instead look for a candidate who is disruptive, resourceful, and visionary. A culture contributor. Once you find them, do everything possible to ensure they are supported and connected, as this work is not for the faint of heart and is best informed or led by folks who are most impacted by the outcomes of the work. 

Learning to Lift as We Climb 

For those who find themselves in the position of being offered a DEIJ role they are underqualified for, I encourage you to question the intentions of the offer and the logic behind the decision made. Is company leadership truly committed to creating and sustaining change? If so, why didn’t they seek or select a candidate able to take charge vs. learn as they go? Next, take time to better understand how employees with more lived and/or professional experience are consistently “leveraged” to advance work more critical to competitive advantage than culture accountability. Reflect deeply about who you would need to rely upon in order to communicate about your work, assess company needs, develop new partnerships, advance critical policies, and on and on.  

Accepting a promotion you are inexperienced for leads to uncompensated contributions and exploitation of marginalized employee experiences. In a society that celebrates competition, individualism, and power hoarding, I invite you to choose intentional disruption instead. Take advantage of the opportunity to leverage your privilege and speak truth to power. Recommend that the candidate selected demonstrate vast and varied skills necessary to advance the work, vs an interest in stepping on the path to career progression. 

Our Path Forward 

Status quo is maintained without the right people in the right seats. Worse, personally invested and more knowledgeable employees get taxed and tokenized as they are more qualified to do DEIJ work of their superiors. In other words, it is an inequitable disaster. Desire for disruption is a must on both sides of the hiring process; without it there is no company or candidate that can move DEIJ work in a meaningful way. Leveling up will take more time, deeper understanding, and intention alignment, but the path to change signals what can be expected from those leading the way.