Four Reasons Your Diversity And Inclusion Initiatives Are Failing (And How To Fix Them Now)
You’ve probably heard the term “diversity fatigue” a couple of times since the release of Atlassian’s State of Diversity and Inclusion in U.S. Tech Report. According to their study, 80% of respondents agree diversity and inclusion is important. And yet, up to 50% have decreased their individual participation in said initiatives year over year. Additionally, only 30% of underrepresented individuals have representation, retention, and sense of belonging.
As the diversity and inclusion discussion reaches a fevered pitch, people are indeed tired of seeing countless initiatives that don’t seem to be moving the needle. And to be honest, so are we! It’s true that diversity is a complex issue with no silver bullet solution. However, we know that changing course is possible. If your organization truly wants to engage, hire, and retain more diverse talent, it’s time to eliminate these four mistakes.
1. You focus too much on “cultural fit.”
“Cultural fit” has become a major focus the past several years as companies attempt to find the perfect hire. They not only want a top performer, but also someone who blends seamlessly into the corporate environment. In many cases, the behavioral interview process is used to determine if a candidate “clicks” with the interviewer. This typically results in hiring those who resemble the interviewer in terms of personality, likes, etc.
But as this article in Forbes points out, this obsession with fit is hurting companies, and it also leaves a ton of room for bias. ADP’s vice president and chief behavioral economist Jordan Birnbaum points out, “Something like culture fit is so unquantifiable that it makes it extremely difficult to know what’s driving an evaluation — whether there are unconscious biases that are driving it. We have such deeply rooted positive biases toward people like us that it’s almost impossible for us to realize what we’re doing.”
Instead of focusing on fit, focus on addition. Alida Miranda-Wolff, co-founder and CEO of talent strategy firm Ethos says strong cultures focus on addition rather than fit. Instead of seeking candidates who blend in, seek those who have something unique and special to add in terms of background, experience, and performance Another key point to remember: Culture is not about who you are, but what you do. This is why using performance-driven strategies to hire the right candidates is so important.
2. Your initiatives aren’t meaningful.
Companies continue to dedicate time and resources to diversity and inclusion initiatives that lack strong planning, goals, and ROI. Despite the best intentions, some strategies and partnerships end up becoming mere PR vehicles rather than actionable steps meant to make a real difference. For example, many companies attend the same diversity conferences and hiring fairs year after year — without hiring a single candidate. Imagine implementing a marketing or business development strategy that generates the same ROI!
Instead, make your initiatives few, but robust. Due to their complexity and sensitivity, diversity and inclusion efforts require more time and attention than other business strategies. Instead of spreading resources thinly over a random hodgepodge of efforts, put your resources behind one or two initiatives at a time. Create a focused plan with measurable goals and benchmarks that you and your leadership team can adjust accordingly as time goes on. Don’t give up too easily on an initiative if it doesn’t work right away. Instead, over-communicate your progress and share where you plan to make small adjustments with both internal and external stakeholders so all can see a clear path toward the desired goal.
3. You believe that diversity and inclusion is someone else’s job.
Every day, we have conversations with individuals about diversity and inclusion, and most recognize that something needs to be done. But rarely do we hear this one question: What can I do to help? As companies grow and prosper, they can no longer look to the CEO, HR, or the Head of D&I to solve this problem alone. Success requires engagement and work on the part of many.
Instead, engage all levels and participate, no matter who you are! Most companies today put a lot of effort behind employee engagement because they know each employee plays a role in shaping and representing their brand. The same can be said for diversity and inclusion. This isn’t a call for making participation mandatory — in fact, this approach has been known to backfire. However, if you are a leader in your organization, it is your job to not only educate, but also engage your middle managers in these initiatives. And don’t just talk the talk. No matter who you are or what your role is in your organization, you can do things like regularly attend affinity groups and speak up with ideas on how your organization can solve some of these problems.
4. You are waiting until “everyone” is ready.
With the myriad priorities and initiatives every business must navigate on a daily basis, we often see diversity and inclusion pushed to the side as a to-do for “later.” Organizations often point to the lack of budget, time, resources, and in some cases, interest in making diversity and inclusion a priority — especially if previous initiatives failed. But as we’ve seen in recent highly publicized cases of companies falling afoul of discrimination and bias, waiting until everyone is “ready” can be very costly.
Instead, start before you have to. We acknowledge that asking employees to change the way they interact and essentially do business is overwhelming and a little scary, and as with any new initiative, you will meet some resistance. But while your organization might not feel “ready,” the business world is. Just ask the 80% of tech workers who believe diversity is important. Or the companies in the top quartile for racial and ethnic diversity who according to McKinsey are 35% more likely to post superior financial returns over those with less diverse teams.
