The State of Diversity & Inclusion — Insights From Jimi Vaughn
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 Jimi Vaughn, VP, Diversity & Engagement, Company 3.
How would you describe the current state of diversity and inclusion in most organizations today?
I believe it’s still in its infancy. There are definitely a few stand outs, who truly see their DEI initiatives as an integral part of business strategy, but most are just scratching the surface. Too many companies still have DEI as an “add on” to someone’s job title as opposed to being its own role or department. I’ve spoken to many leaders, who initially thought that DEI initiatives were primarily about training, employee resource groups, and panel discussions, but were shocked when we talked about things that can show up in job postings, career paths, IT, and company policies.
How has COVID-19 impacted diversity and inclusion initiatives?
The past year has brought so much change to the world of DEI as either a direct result of COVID-19 or as a combined result of COVID-19 and the social and political unrest observed during COVID-19. As a society, we are more acutely aware of systemic issues than we have been for many years. The isolation and stillness that COVID-19 demanded removed many of the distractions that previously kept us from seeing certain issues while simultaneously exacerbating them. DEI strategy has had to evolve accordingly.
What are the most common challenges and roadblocks organizations face when it comes to implementing their diversity and inclusion initiatives?
There are plenty, but not enough funding, lack of expertise, and overall underestimation would be where I’d start. The amount of work, time, and resources required to see change is just starting to be understood within organizations. Also, the topic of DEI can be intimidating, which can result in leaders being slow to act due to fear of doing the wrong thing or of not doing enough.
What are 3–5 pieces of advice you have for organizations looking to improve the impact of their D&I strategies?
Value expertise — Knowledge of social nuance, conflict resolution, employee engagement, cultural intelligence, and regional and federal regulations (i.e. Title VII, ADA, CROWN Act, etc.) are crucial to doing things the right way.
Hone your “issue spotting” — Make considering the impact on varied identities a regular part of your decision-making process.
Be brave — Sometimes doing the right thing doesn’t fit neatly into a box. The brave organizations will set the standard.
What trends will shape D&I in 2021? How can organizations prepare for these changes?
I hope this isn’t a trend, but employee demand will absolutely shape DEI. Employees are speaking up more, they are expecting more and they are holding their organizations more accountable by the day. Organizations should be prepared to listen and to take action. By focusing on action items, organizations will be priming themselves for progress.
