Continue with DEI Work, Despite Reductions

In 2020, many large and influential organizations publicly proclaimed that diversity mattered - particularly following the nationwide protests over the death of George Floyd - and these organizations created, staffed and funded Diversity, Equity, and Inclusion (DEI) teams to lead this critical work.  Some organizations touted both the business and moral benefits to such efforts, often connecting their DEI efforts to organizational values and priorities.  In late 2022 and early 2023,  as economic conditions have worsened, we have seen many of these same organizations layoff DEI professionals at a higher rate than other positions, seemingly demonstrating that these roles are more expendable when times get tough. 

Despite recent economic challenges, the societal and workplace realities that drove the increase in DEI hiring have not changed. And even with reduced resources, there is still plenty organizations and leaders can and should do. 

What is DEI?

DEI efforts in the workplace describe the actions taken to become aware of inequities in the representation and integration of groups of individuals, and to change the way people think and act in order to create and sustain a diverse, inclusive and equitable environment.  DEI professionals have typically been hired and charged with the following intersectional bodies of work: 

·       Diversity: Open the doors and growth opportunities within the organization to different types of people – which can mean differences, for example, in race, ethnicity, sex, gender identity, sexual orientation, age, socioeconomic class, physical ability, family status, or people with any diversity of thought, perspective and values. 

·       Equity: Ensure that all organizational processes, programs and opportunities are fair and impartial, and that there are contextually appropriate resources to allow every employee to reach their full potential, and ensure that barriers which have historically limited participation are eliminated. 

·       Inclusivity: Make all employees feel included, supported and welcomed – in a way that allows individuals to feel safe and comfortable sharing their perspectives and being themselves within the context of work. 

What Happened After 2020? 

Beginning in 2020, many C-Suite executives signaled a commitment to the difficult and strategic work of focusing on their organization’s diversity and inclusion efforts.  Leading organizations devoted resources to the effort, building DEI departments and funding related programs.  This wave of change and resource commitment was an acknowledgement that diversity goals are not met casually or haphazardly; rather, organizations must intentionally implement programs and initiatives to actively create a diverse, inclusive and equitable culture. 

Since then, many organizations have recognized that these efforts are good for the overall success and long-term health of their organization and cite the “business case” for DEI.  Documented benefits from DEI efforts include gains in: employee morale, engagement, satisfaction, and retention; improved innovation and creativity; attracting a wider range of clients, customers and investors and then better understanding them and their perspectives; and improved reputation in the marketplace for potential employees, clients, customers and investors (particularly those in younger generations). According to McKinsey & Company research, executive teams in the top quartile for gender diversity were 25% more likely to have above-average profitability than those in the fourth quartile, and organizations in the top quartile for ethnic and cultural diversity bested those in the fourth quartile by 36% in profitability. Moreover, Millennials and Gen Z repeatedly report a commitment to DEI initiatives and consider that commitment when considering their employment decisions.  Bringing people with varied perspectives together creates stronger collaboration, problem-solving and innovation.  

In addition to the business case, organizations have recognized the significant “moral” case to these efforts – that focusing on helping every person feel as though they belong and that they are valued and respected by their managers and colleagues, as themselves, is the “right” thing to do.  These efforts have worked to dismantle systems that historically have served to support and advance certain groups of people while impairing other groups, and have provided opportunity and support to individuals who may not otherwise have had it.  As organizations have slowly pushed forward systemic change, they have seen the “human” value  of increasing the representation of different types of people, ensuring that everyone has an equal opportunity to participate and feel included in organizational work.

Economic Impact on DEI Efforts

This year, though, we have seen attrition rates for DEI roles outpacing those of non-DEI roles, primarily because of role eliminations by large organizations.  Why are these jobs on the chopping-block?  Is it that C-Suite executives are rethinking their commitment to this work or think they have done enough? Do they think they no longer need dedicated DEI staff, or is DEI simply a “cost center,” first to be cut when finances get strained?  While we cannot say why any particular organization has eliminated these roles, it is critical to not lose the recent momentum and efforts made towards creating diverse and inclusive workplace cultures.

Do More with Less

So what can employees in organizations with reduced DEI resources do to effect change? 

1.           Acknowledge and Discuss Issues. Continue the conversation with senior management about the importance of increasing diversity, equity and inclusion efforts in the workplace, even with less resources. Be responsible for contributing positively to a respectful workplace, and remind others to do the same. Encourage curiosity and learning from those who are different.

2.           Open Doors. Maintain a broad basis for hiring and promotion.  Reconsider what “experience” or “education” is needed for a particular role.  Consider if a candidate is evaluated based on “fit” or based on the individual’s approach or perspective to the role. Think about how to build the most effective team – contemplate  the diversity of age, gender, race, geography, education, etc.

3.           Train Managers. Remind managers to listen to the concerns of their direct reports and be open to questions which may challenge the status quo.   Managers should be charged with being role models and leaders. 

4.           Seek Diverse Perspectives.  Be intentionally inclusive to people who may not have the same background or experience, or may not know how to navigate office politics.  For example, give the new stretch assignment to the employee who is a hard-worker, but does not know to ask for the opportunity.  Or consider ways to support the neuro-divergent employee who may need more frequent check-ins to finish an assignment, but delivers a superior work product.

5.           Ask Yourself Why You Assume What You Assume. Ask whether managers and employees are making assumptions about the capability or capacity of certain people, or  certain groups of people, who they may not know or understand, or who are different in some way from them. For example, is someone assuming a pregnant woman does not want to travel to meet a client, or an older employee does not know how to use social media? Look for where these assumptions, or biases, have infiltrated the organization’s norms, expectations, and work arrangements.

In the wake of the racial reckoning of 2020, many organizations implemented policies and practices focused on hiring and building more diverse teams, sharing differing perspectives and ideas, and granting employees equitable access to career opportunities and development.  Forward progress was made, and now it must be sustained.