What are some strategies for maintaining diversity and inclusion initiatives over time?

1st we need to understand the needs of the organization and then get the demographic data before we set a goal. And D & I is not just a KPI, it is a culture that we need to embed in the organization. D & I is not just about attraction but run deeper with integration, assimilation and ensuring the voice and ideas are heard and respected.

As a cultural competency curriculum designer and training facilitator for nearly 20 years, I can say that the single most critical strategy is maintenance. "One and dones" and other "drive in" trainings can inspire, motivate and awaken people. They are not, however, sustaining. Organizations need to center DEI growth by providing themselves and staff regular time for on-going exploration, practice, and skill building.

?Gain commitmеnt and visiblе support from top lеadеrship. Ensure that Management Team and Leaders managing large or small teams, not only еndorsе divеrsity and inclusion but activеly and visiblе participatе and in thеsе initiativеs. ?Implеmеnt and maintain divеrsе rеcruitmеnt and hiring practicеs, by utilizing intеrviеw quеstions in alignеnt with corporatе compеtеnciеs framеwork aiming to rеducе unconscious bias. ?Encouragе thе formation of employее rеsourcе groups, that rеprеsеnt various dеmographic groups within thе organization and support thеm by providing rеsourcеs, budgеt, and opportunitiеs for dеvеlopmеnt. ?Rеgularly assеss thе еffеctivеnеss of divеrsity and inclusion initiativеs and makе nеcеssary adjustmеnts as rеquirеd.

Before setting goals, you need to assess your organization’s current state of DEI maturity. This can include internal audits, surveys, or focus groups to gauge diversity levels, employee experiences, and areas needing improvement. In my experience, working with external experts to help with the assessment can ensure gaps are not missed in these assessment. It can also help with credibility when goals are established in low trust cultures.

I would like to add one of the most essential requirement is to initiate diversity training for all employees. Training should be based on cultural competencies, and clear why is it needed to an organization and how it is linked to become successful organization as well as a successful team. Maintaining diversity is not only for a successful organization but it create a healthy environment where everyone is happy :)

One strategy for maintaining diversity and inclusion over time is to establish a comprehensive and ongoing diversity and inclusion training program. This program should be designed to educate and raise awareness among employees about the importance of diversity, equity, and inclusion in the workplace. By providing regular training sessions, workshops, and resources, organizations can ensure that employees understand the value of diversity and are equipped with the knowledge and skills to foster an inclusive environment.

DEI is an ongoing process. Setting up a system to track and report progress. Regularly solicit feedback from employees and stakeholders, and be prepared to adjust your goals and strategies as needed based on this feedback. Leveraging your employee resource groups and DEI Committee is very helpful, especially in early stages of initiatives.

Progress in the area of DEI-A often hindered by micromanagement and from an overemphasis on quantifying progress through psychometrics. As DEI-A is ongoing, feedback is imperative, but the questions that solicit the feedback and the way in which feedback is gathered need to be considered carefully. To measure progress in this area effectively it is important to establish an idea of how others feel about their opportunities for advancement, their comfortability in offering feedback, the individual attention they receive from their leaders, how the corporate strategic direction increases their quality of work-life balance, and in general how close they are / how much they can trust those they work with. Progress should feel organic.

Engaging stakeholders from across geographies, levels & functions is key to gaining & sustaining momentum of DEI initiatives. I’m a big believer that if people are part of the journey, they will be more invested in the outcome.

An example I have seen is the engagement of stakeholders at the highest level of the organization. Leveraging a DEI council with senior executives that help to drive accountability of a DEI culture across all levels of the organization. Without this you have the perception of a DEI plan without organizational accountability.

Leadership is key here. We as leaders need to make sure that we are promoting equality among everyone. We can have as many goals achieved and measurements done and look successful on paper, but if the leaders do not believe in this, then D&I will not be successful. We as leaders need to constantly make sure that we are doing everything in our power to promote equality, show it to our subordinates and expect the same from them. It is on us to make it happen

Effective communication plays a crucial role in the success and sustainability of your DEI strategy over time. You need to effectively create a shared understanding of DEI concepts, why they matter, and how they benefit everyone in the organization. This means tailoring the ‘why’ to each audience by focusing on the head and hearts. These messages should be delivered often through various communication channels such as internal newsletters, emails, team meetings, intranet posts, and social media to reach different audiences. Meet people where they are.

You can foster communication by creating community. Establishing ERG’s is a great way to create community that provides a safe space for impactful communication. It’s also important for there to be a way to affect change, communicating for the sake of communicating does not do much in the long run.

Communication is key. This is both, verbal and nonverbal. Nonverbal here is much more important. You can say all the right things but your actions tell a completely different story. If I do not believe in the story that I am telling, no one else will. At the same time we, as leaders, need to listen. How is the message going down with our team and organization? Are they receptive to it or just shrug it off as another one of management's initiatives that will not go anywhere? We need constant feedback and need to be actively seeking it. We then need to act on the feedback objectively. We cannot get hurt because of bad feedback. We should embrace it and make sure that we understand and act on it.

In this work, people can feel bogged down by some of the heavy issues addressed in diversity offices. People will question the importance of the work and you can feel as if you are on an incline treadmill, expending plenty of energy but not moving forward. Set goals, recognize milestones and take the time to breathe. We often have an image of what success looks like and in this space, one person that feels seen or heard or one workplace culture item that has shifted can mean the world. Understand that your work is important, and you are making a difference. Lean into changemakers that are willing to push initiatives forward. Internal social channels can be great! The impact from this work does not have to be invisible, celebrate it loudly!

Always celebrate success. If you do not, all the achievements will most likely be diluted over time as it will seem that no one genuinely cares. It is really important that you genuinely celebrate success and are proud of the achievements of the organization, team, and individual. If the celebration is not genuine, it will have no meaning.

Celebrating success is a vital strategy for maintaining diversity and inclusion initiatives. Recognizing achievements reinforces commitment, motivates stakeholders, and showcases impact. Various methods, such as ceremonies or awards, can be employed. This celebration creates a positive and inclusive atmosphere, inspiring continuous improvement. Highlighting success stories and lessons learned ensures ongoing reflection and planning for future goals. By making celebration a routine part of the diversity and inclusion journey, organizations foster a culture that values and sustains these initiatives over time.

"Celebrate small victories" is one of my personal mantras and I believe it is critical for maintaining and advancing diversity and inclusion within an organizations. Sure, plan for the big events and execute them well, but celebrate the small victories in daily and weekly work life. This will have the positive result of naturally integrating D&I into the workplace culture.

All points considered - the key to success is doing it for the right reasons. This seems obvious - but particularly in diversity and inclusion, it is often done to tick the box. Make sure that everyone recognises what is in for them and the organisation consequently. That is the only way to maintain the success long-term.

Embedding DEI in what you do rather than having it as separate actions is the key. Tweaking existing practice to be more equitable and inclusive. Building education into an overall learning programme. Equipping leaders and managers with the core skills for inclusive leadership - evidence-based decision making, empathy, listening, adaptability etc. Embed it within existing objectives - measure the how , not just the what will create a sustainable culture where everyone can thrive.

Embed inclusive practices into the strategy, culture and processes rather than having stand-alone programmes. The leadership team needs to be willingly engaged and supported from an independent source for this to be successful.

Maintaining diversity and inclusion initiatives requires a focus on soft skills and cultural awareness. Continuously educate and train teams, promote inclusive leadership, and incorporate diversity metrics in assessments. Cultivate a workplace that embraces diversity through mentorship programs, employee resource groups, and regular assessments. Celebrate achievements, address challenges promptly, and adapt inclusion strategy for long-term success.

Critical to successfully achieving DE&I outcomes in my experience, is consideration of the following: ? Implement performance criteria and expectations of leaders, including the ability to cultivate and safeguard an inclusive culture. ? Ensure those who do stay in their leadership roles, meet a standard of performance which should include DE&I. Those who are unwilling and resistant need to be held to account. If they are unwilling to change for the benefit of the organisation, it’s time for them to go and their seat made available to someone who can. In addition to this, middle management often act as the permafrost to successfully achieving DE&I so you’ll need to understand how to harness them in your change efforts.