The State of Diversity & Inclusion — Insights From Brenda Reuter

This article is part of Hallo’s new State of Diversity and Inclusion Series which will feature interviews with a wide range of professionals and thought leaders to learn more about the state of D&I, the progress made in 2020, and predictions on the trends that will shape 2021.

The following is an interview we recently had with Brenda Reuter, Sr. Director, Diversity and Inclusion, Ally Bank.

How would you describe the current state of diversity and inclusion in most organizations today?

Most organizations are in one of two places — creating a diversity, equity, and inclusion (DEI) framework or recalibrating their current framework. The landscape has changed significantly over the last year and organizations are working to incorporate DEI in a new way. It is an opportunity to have a strategic approach to the work that needs to be done.

How has COVID-19 impacted diversity and inclusion initiatives?

COVID-19 has impacted all aspects of our lives including both professional and personal. As part of the professional framework, DEI has had nuanced impacts that I believe most will not recognize until later. Much of the work we do in DEI focuses on increasing inclusivity within workgroups and by its very nature, virtual environments are the opposite. If you consider during the pandemic: Who did you reach out to? Who did you call? Who did you work with? More than likely they were members of your internal group and individuals you previously had known or worked with. The same is true for senior leaders. This closed loop creates microinequities for employees who may not have access to senior leaders and may be missing opportunities.

What are the most common challenges and roadblocks organizations face when it comes to implementing their diversity and inclusion initiatives?

DEI is a strategic part of any business and is an integral part of leveraging employees. Unfortunately, many leaders see it as more of a “nice to do” versus a business imperative. Additionally, the landscape is large for DEI and most teams are small. Ensuring you are creating equity across several areas is also a challenge.

What are 3–5 pieces of advice you have for organizations looking to improve the impact of their D&I strategies?

• Take an honest inventory. No judgment, where is the organization?
• Engage stakeholders’ potentially underrepresented affinities or genders. Solicit their feedback.
• LISTEN to the feedback. Many organizations ask underrepresented groups to provide feedback then continue down an entirely different path.
• Hold middle management accountable. DEI plans often involve the “top of the house” or “C-suite”. Most day-to-day decisions are not made at that level, they are made within the middle layer of the organization.
• Resource accordingly. Your DEI team needs to be resourced and the employees need resources to learn and grow in the DEI space. Make sure you provide both.

What trends will shape D&I in 2021? How can organizations prepare for these changes?

The biggest trend in DEI is change. As a DEI practitioner, you need to prepare your organization to be nimble in order to meet the changing needs of the organization and also the needs of social expectations.