06 May When did Diversity become a bad word?

In 1987 Secretary of Labor William Brock commissioned Workforce 2000 to look at emerging population trends in the US as it moved into the 21^st century. Language in the report cited that “only 15 percent of the new entrants to the labor force over the next 13 years will be native white males, compared to 47% in that category today.” The report warned that if the US wanted to continue to prosper, policymakers would need to do three things. The first was to “maintain the dynamism of an aging workforce.”  Reconciling the “conflicting needs of women, work and families” was second. The final item was to “integrate black and Hispanic workers fully into the economy.”

Thus the field of Diversity was born. And built right into the evolution of that birth was the seed of the push-back to the word diversity. Having emerged from the creation of federal EEOC guidelines and on the heels of affirmative action, the focus was on the dominant US culture. A culture that was in control of business, who wanted to figure out how to expand the workforce to include ‘historically underrepresented populations.’

This sparked the “push-back.” Some individuals equated diversity to hiring quotas which was, in fact, illegal. There also were inherent power imbalances in the creation of the field. One is the dominant culture in charge as the gatekeeper. The second was the focus on superficial characteristics—gender, age and race/ethnicity. It was about increasing numbers of “diversity hires”.

From Diversity to Inclusion

What became clear, as Diversity initiatives were launched by growing numbers of corporations, was that just getting workers of different backgrounds in the door didn’t guarantee they would stay. Furthermore, the cost of employee turnover was significant. Forward thinking companies realized focusing on the work environment was just as critical. Thus “inclusion” emerged as a distinct yet connected strategy. The field expanded to “Diversity & Inclusion.”

Diversity initiatives focused on understanding the value of diverse members of a team and hiring people representative of different backgrounds. Inclusion training and strategies not only increased retention rates of “new diversity hires” but of all employees in general. The result was a broader impact on the organization culture. Inclusion adds a layer of corporate self-reflection. Companies now look at how to create environments in which any individual or group can experience a greater sense of respect, value and support.  This allows for increased participation and engagement.

Inclusion strategies included implementing business and employee resource groups, creating formal mentoring programs and identifying ways to more deeply engage and leverage the knowledge and skills of all employees. HR departments have created more transparent paths for employees to excel within a company and be part of the leadership structure.

Inclusion goes beyond superficial diversity or celebration of differences. It looks at how employees can bring their full-selves to work and have positions at the table where decisions are being made.

Inclusion and Equity

Equity is an approach that ensures everyone has access to the same opportunities and information.  More importantly, equity recognizes that each individual is unique; each has different needs that require an aspect of fairness in order to level the playing field.

Equity recognizes that advantages and barriers exist in the world and that, as a result, we don’t all start from the same place. Inclusive environments require equitable treatment in order to blossom and grow. Equity enhances inclusion and looks at the underlying systems that perpetuate inequality.

Some of these issues align with social justice and combating institutional inequality. While important, these typically may not be addressed in business or company training. Companies should, however, look at their policies to ensure equity.

For example, policies related to domestic partner benefits and flex time recognize different kinds of families and different roles people may play in a family. Companies should also review their reward systems to ensure that the criteria used in deciding who gets recognized or promoted is not based on dominant culture norms alone. If it does, that often results in unintentional discrimination and limited access to top leadership.

A Good Strategy Leverages Diversity Equity Inclusion, and more

What used to be called D&I (Diversity and Inclusion) is now sometimes referred to as DEI (Diversity, Equity and Inclusion). Whatever you call it, a good 360 degree strategy with bottom line results for business will draw from all three, and more.

A good strategy is to begin with an assessment. The assessment identifies growth opportunities and gauges your baseline against which to measure success.  Next is working with leaders to assist them in building a Business Case and Best Practices for DEI.  This includes providing them with the necessary training to become role models and ultimately secure their commitment to the effort, to ensure buy-in from the very top.

The action plan from there will likely include a look at policy (benefits, leave, flextime and more), recruitment and diversifying your workforce. Inclusion will be a key component with mentoring, Employee Resource Groups and Business Resource Groups.

Executive Diversity Services trainings also often include sessions on Unconscious Bias—not just how to recognize your own biases, but to learn tools to prevent your bias from influencing decisions.

With Cultural Humility we look through a values lens and focus on creating a respectful workplace. Trainings guide participants to recognize their own cultural lens and associated values and communication styles. With self-awareness one is better equipped to appreciate, adapt and interact with others.

Focus on Measurable Results, not the Language

Even leaders in the field itself do not always agree on what all of the terms mean. For some, Intercultural is only exchanges from people of different nationalities. Others see Intercultural as focusing on race and ethnicity. Some embrace the broadest definition of engaging across any line of difference, to include gender, sexual orientation, ability and more.

It’s important to focus on the substance and not be paralyzed by making sure you are using the right word. When it doubt, state your intentions with a particular term and ask for clarity when you don’t understand. The goal is to focus on the vision that your company is looking to achieve.

The Business Case for Diversity (and inclusion and equity and…)

Many studies show that diverse teams view situations from a broad range of perspectives. This produces more creative solutions to problems and greater product innovation. Implicit in this is the value of a diversity of ideas. On top of just employee output, studies also confirm that companies with women and people of color in executive positions and on their Boards of Directors outperform the stock performance of companies without women or people of color in these positions.

The real question is, is your company prepared to compete? And, how will you get there?

Comprehensive Approach

EDS believes that successful DEI initiatives in corporations have several characteristics.  They begin with demonstrated commitment at the very top of the organization. They involve employees from all levels. Furthermore they are structured as long-term strategic initiatives, not one-time programs. Our “Inclusive Circles” process provides a comprehensive approach to implementing sustainable strategies including assessment, policy review, mentoring, and coaching and leadership development.

EDS training programs have always focused on the importance of providing a framework for understanding culture and values that is applicable to a broad range of interactions, not just specific information that is useful only in certain situations.  Our approach is “values based,” because our research and experience have provided us with evidence that it best helps participants understand the visible and invisible aspects of culture. This understanding includes how culture teaches values, behaviors and perceptions.

Employer-provided training should have a business purpose.  At Executive Diversity Services, we design training that is both workplace and behavior focused. We help participants learn how their culture, values and perceptions impact how they see others – individually and in groups – and their effectiveness in the workplace.  We provide participants with new information, behaviors and tools. This enables them to decrease cultural misunderstandings and conflict and to increase effectiveness and productivity.