In the pursuit of genuine diversity, equity, and inclusion (EDI) initiatives, organisations often encounter challenges that can inadvertently lead to diversity dishonesty. Identifying these red flags is crucial to fostering authentic change and progress. Here are five warning signs that may indicate a lack of sincerity in an organisation's commitment to diversity:
1. Viewing EDI as Solely an Employee Wellbeing Issue:
Organisations that compartmentalise diversity as an internal matter only affecting employees may be missing the broader picture. EDI is not just about employees; it extends to clients, customers, products and service development as well as industry and sector dynamics and society at large. Ignoring the impact of diversity beyond the immediate employee experience may indicate a lack of understanding about the interconnected nature of diversity and its broader implications.
2. Not Engaging External Experts:
One glaring red flag is the absence of external experts in the development and execution of EDI initiatives. When organisations solely rely on internal perspectives, it can lead to groupthink and a limited understanding of the nuanced challenges faced by diverse communities. Consulting external experts brings fresh insights, diverse perspectives, and a more comprehensive approach to addressing systemic issues. It also demonstrates commitment to make progress – providing an additional layer of accountability ensuring that organisations are held to account for their EDI commitments.
3. Over-reliance on Unpaid Volunteers and Employee Resource Groups (ERGs):
While volunteers and ERGs play a valuable role in fostering a sense of community within an organisation, relying solely on these groups to drive EDI initiatives signals a lack of genuine commitment. Without proper resources, funding, and dedicated personnel, progress will be slow, performative and the burden may fall disproportionately on those who are already underrepresented.
4. Delegating Responsibility Solely to HR or People Teams:
When EDI initiatives are delegated to the Human Resources or People teams, it can lead to token efforts and limited integration into an organisation's core values. True commitment to diversity requires collaboration across all departments and levels of leadership. Fostering an inclusive culture should be a shared responsibility that permeates every aspect of the organisation and should have visible representation and commitment at Executive Board level.
5. Putting People with Lived Experience in Spotlight Positions:
While representation is vital, putting individuals from underrepresented groups in charge of EDI initiatives without considering their wellbeing can be counterproductive. Placing the entire burden on these individuals can create undue stress and pressure. Whilst many people from marginalised and under represented groups do find themselves gravitating to work in the EDI space, it is crucial to prioritise their well-being. They need support, bringing lived experience to work and making it a sole focus can mean there is no escape from negativity - which leads to chronic burnout, anxiety and low mood. Ensure they are engaged with external support from other EDI professionals or networks outside of the immediate work environment. Involve them in decision-making, and ensure their voices are heard without exploiting their experiences for performative purposes.
Organisations that are committed to genuine diversity, equity, and inclusion rarely exhibit, and remain vigilant of, these red flags while making progress toward building authentically diverse and inclusive workplaces.
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