How can you implement DEI initiatives in talent management?

Decision makers use to think in figures, business needs and allocation of resources to projects and topics that provide ROIs or mitigate risks. Therefore it is important to evaluate and visualize the current state of DEI. This enables you to address the need for change, set priorities, define KPIs and connect them to business goals. Even if decision makers are allies and supporters, they will need this step to be done to convince critical stakeholders and talk openly about their efforts and achievements in DEI.

unfortunately this is taking a very neurotypical approach. The most effective way to create a culture of diversity, equity and inclusion, is to design this into all your policies and processes from day 1. Gap Analysis does not work because to addresses the issue as though it is a problem to solve and it is only this because the current systems have created it. The system itself needs to be addressed to be inclusive by design.

When setting clear and realistic goals, the "check the box" tactic frequently is not enough to generate the expected results. the goals of DEI initiatives must go beyond just meeting compliance and equity goals to realistically establish a sense of belonging that positively impacts the business. An energetic and long-term approach is needed to leverage the advantages that DEI can have on your company’s bottom line and culture. For example, leaders and managers must make a sincere effort and walk the talk, ensuring that when it comes to setting DEI goals for the company, it's critical that, the goals are not seen as window dressing but as real changes in how the organization operates that will contribute to a diverse and inclusive culture

This is true if you maintain the system as it currently is. However if you redesign your recruitment and performance management processes your talent strategy can become more inclusive. Leaders who are blind to the benefits of DEI need to be educated before they hold positions of power - not after.

The essence of DEI starts with this. How would an organisation start Inclusion without involving in the people itself. This is a top down approach which the leaders consciously have to implement not just in the checklist but the very roots of culture change. Create dialogs (FGDs), make it heard (actionables), REITERATE (repeat what was done, repeat it again). I stress this word is because once said is not enough. Say it 10 times for the people to embibe in the true meaning of it.

Strengthening the Employee Resource Groups (ERG) engages and empowers the people. Employee Resource Groups are voluntary, employee-led groups, they are often set up to provide support and advocacy for diverse employees. They offer a safe space for employees to share their experiences and connect with others who have similar backgrounds. Also, ERGs provide a more inclusive workplace culture through organizing events, providing education, and promoting awareness of diversity and inclusion issues. When dialogue and collaboration are encouraged, employees tend to feel more valued and included.

When implementing DEI initiatives in talent management, another initiative to consider is talent development programs that offer training and development opportunities specifically for underrepresented employees. Learning and development programs have become a more strategic function in most businesses. Research shows that formal training in classroom settings, on-the-job learning, coaching, job shadowing, and stretch assignments are effective for helping historically underrepresented employees excel in today’s workplace.