It is only the second month of 2021, and although I am grateful that 2020 is behind us, I have reflected many times on the lessons learned, on the pandemic, and on the tragic events (e.g., the Black Lives Matter protests and the Capitol Hill riots to name a few) that have taken place in the last year. It is hard to forget how our world has been turned upside down.
In the aftermath of the events of 2020 and with increased media exposure, discussions around diversity and inclusion (D&I) are going strong. The heartbreaking events and protests in 2020 are advancing dialogue on systemic discrimination and bias like never before. People are hurting. I feel angst on so many levels – professionally as an HR leader and personally through my lived experiences – because diversity, fairness, and equity are at the center of my life and work.
What has changed? Why do these discussions feel different today? This is not the first time there have been riots or powerful events around racial injustice and systemic discrimination. Is it because these events are hitting prime time news and media?
From a corporate perspective, historically, organizations have made efforts to incorporate diversity and inclusion into the workplace. Resolving D&I incidents were limited to the HR department that was charged to rectify the scenario, ensure employees were treated fairly and given equal opportunities, and subsequently, offer training. The difference today is the world is talking about the realities of diversity, equity, inclusion, and more time and energy are being invested on educating people on anti-racism and interrupting bias.
These ongoing discussions have inspired action. More organizations are becoming aware of how systemic discrimination and bias are subtly and overtly part of their organization, and leaders are becoming actively engaged to start to break the cycle to build more diverse and inclusive workplaces. Leaders are having conversations within their organizations to evaluate what has been done, if it is enough, or how they can get started. There is momentum to get involved, to act, to contribute to something bigger that gives purpose and meaning for humanity. This drive to act has inspired me to get involved; to give back; and to participate in networks that openly share, embrace differences, and encourage learning. I wholeheartedly believe it is in each one of us to act.
How should organizations approach D&I?
In my experience, the best way to approach D&I is as a leader-led culture change management initiative that is interwoven into the organization’s strategic plan. It is not an HR initiative. For successful outcomes, D&I requires an organization’s living commitment to lifelong learning as part of a never-ending journey.
With the ongoing discussions around D&I, some of the companies, that had not done work in this space, have rushed to create a D&I policy or post a company-wide statement about its stance on diversity and inclusion – check; or offer awareness training to its employees – check. They have completed the D&I requirement, right? Other organizations did not have an urgency to respond because they do not see themselves as having any issues with diversity and inclusion. Is it because when they look around the room, the majority of employees look like them? Or when they look at the people at the leadership table there is at least one person who looks different in an executive role, so they are good, right?
Don’t get me wrong, developing a D&I policy is a start, and training is a part of the puzzle, but it is not THE solution. Training on its own does not actually change the behaviors and systems that contribute to systemic discrimination and bias. The work around D&I needs to go deeper. The work needs to go beyond the checkbox to challenge values, beliefs, behaviors, and systems. Furthermore, the deep work requires being intentional to understand, appreciate, and acknowledge people’s unique attributes and the differences that make up who they are. D&I work requires an organization to define their why and what outcomes are desired as part of the overall strategic plan. This is the deep work required to ingrain D&I into the fabric of an organization. With deep work comes deep learning and it is in learning where progress is made. Are organizations prepared to invest in doing this work?
If you are wondering if there is a business case for diversity and inclusion, the jury is no longer out. The decision to invest in D&I with a learning mindset is well worth it and organizations will reap many benefits. Most notably, it leads to higher employee engagement and team satisfaction, stronger employee skillsets, higher quality of work, improved decision making, better staff retention, and increased overall company performance.
Final Thoughts
From my experience, it is not enough for organizations to simply create a D&I policy and conduct awareness training. D&I goes beyond the checkbox to include deep work to change behaviors and systems. It requires organizations to dig deep into understanding, appreciating, and acknowledging its people’s differences. Human beings have had a lifetime to build attributes, beliefs, and experiences that have shaped who they are today. This work takes time and a living commitment by organizations to learn and grow. And most of all, always remember why you started.
Check back on Friday for part 2 of this two-part series.
Driven by connection,
Rita
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Rita Filice, BCOMM, CPHR
Partner, BreakPoint Solutions
ritaf@breakpoint.solutions
www.breakpoint.solutions
780-250-2544