DEI Long and Short Term Plan Example

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Managers are dealing with complicated challenges in addition to more data than they can feasibly consume in any given day, week, or month. Furthermore, they are tasked with leading personnel that have never been more diverse. It also seems that each segment of the demographic has its own unique set of needs and expectations. Leadership must step away from the details and explore “why” the need to build a positive workplace culture is necessary before implementing “what” is needed. Only by doing so can they facilitate in fostering cross-organizational commitment around the creation of a discrimination-free environment (Ozturk & Berber, 2020).

We must bring awareness to the problem. If many of our employees do not believe that racism, discrimination or sexism exists in the organization, or if feedback is coming through various communication channels showing that Whites/males/White males feel that they are the real victims of discrimination, then diversity initiatives will be viewed as the problem, not the solution. This is one of the reasons these initiatives are regularly met with resentment and resistance, often by mid-level managers. Beliefs, not reality, are what establish and define how employees respond to efforts taken to increase diversity, equity and inclusion (DEI). So, the first short-term step is getting everyone to agree to what the reality is and why it is a problem for the organization (Livingston, 2020).

The short-term plan begins with leaders communicating to managers (as well as the entire organization), so they understand the strategy, methods, logistics, and implementation of building a positive and inclusive workplace culture. According to Livingston (2020) providing straightforward information about why workplace harassment and discrimination prevention training is being done is usually more effective than simply telling people what will take place. Sharing both the plan to address workplace discrimination in addition to the rationale behind the plan is an example of being intentional in the short-term to be more effective in the long-term.

According to Livingston (2020) Michael Norton and Sam Sommers conducted a study in 2011 that found that many Whites (particularly White males) in the United States believe that systemic anti-Black racism and sexism have progressively decreased over the past 50 years. Moreover, Livingston concluded that systemic anti-White racism stemming from the Black Lives Matter movement and ideology and feminism have in turn been viewed as systemic discrimination against Whiles/males/White males instead of advocacies for equality. These beliefs are significant because they can weaken an organization’s efforts to address racism and discrimination by diminishing support for diversity policies.

Many people deny the existence of racism, sexism and discrimination because they assume that racism and sexism are defined by intentional actions driven by cruelty and hatred. However, these can occur without conscious perception or intent. When defined simply as differential evaluation or treatment based solely on race or gender, regardless of intent, discrimination and racism occur far more frequently than most people believe (Johnson, Bashay, & Bergson-Shilcock, 2019).

Racism and discrimination can have many psychological sources such as cognitive biases, psychological insecurities, personality characteristics, ideological worldviews, perceived threat or a need for power and ego enrichment. However, most racism and discrimination are the result of fundamental elements such as instituted laws, functional practices and cultural norms. Many of these causes do not involve malevolent intent. Nonetheless, managers often mistake workplace discrimination to the character of individual players—the so-called bad apples—rather than to broader underlying reasons (Livingston, 2020).

?To address the root-causes of many of the employees, part of the short-term plan is to distribute anonymous unconscious bias surveys company-wide to first understand what specific issues of hidden bias and unfairness might exist. Each department and/or location may have different issues. Additionally, we can conduct anonymous surveys with former employees to uncover possible issues they experienced, what can be done for them to consider returning, whether they would encourage or discourage prospective employees from seeking positions at the organization and whether they would encourage or discourage prospective customers/clients from using our products and services. We can administer customized training based upon the survey results of current and former employees that includes examples of hidden bias, forms of discrimination and positive approaches to discuss these issues. Moreover, we can offer an anonymous, third-party complaint channel such as an ombudsperson, since most of the behaviors that employees perceive as unfair are not covered by current laws or might be difficult to convey – e.g. bullying, very subtle bias. Sometimes existing formal complaint channels do not work (Ross, 2008).

Unconscious biases influence organizational culture. Unconscious organizational patterns, or “norms” of behavior, exert an enormous influence over organizational decisions, choices, and behaviors. These deep-seated company characteristics often are the reason that efforts to change organizational behavior fail (Johnson, Bashay, & Bergson-Shilcock, 2019).

An organizational diversity audit can be administered. What do people think, believe, and see about what’s going on in the organization? The Corporate Leavers Survey, a national study conducted by the Level Playing Field Institute in 2007, shows that every year more than 2 million professionals and managers voluntarily leave their jobs solely due to discrimination. This costs U.S. employers $64 billion in turnover annually. The survey also found that persons of color are more than three times more likely to leave solely due to discrimination in the workplace than heterosexual, White men. Respondents who noted that discrimination was the only reason for leaving their job were most likely to cite the following specific forms of unfair conduct: (1) being requested to participate in more recruiting or community related events than others because of one’s race, gender, religion or sexual orientation, (2) being passed over or denied a promotion because of personal characteristics, (3) being publicly shamed and (4) being likened to a terrorist in a joking or serious manner (Ross, 2008).

The long-term plan is to make improvements to Diversity, Equity and Inclusion (DEI) training.?Many times, DEI and harassment and discrimination (H&D) are addressed in separate training formats and sessions. A coordinated approach addressing with things simultaneously will help bridge the divide. These topics should be combined. This entails developing a learning and development strategy that that is centered on utilizing both types of training to broadly reinforce a workplace culture of diversity, respect, inclusion, and belonging instead of separate trainings that focus on narrower subtopics (Johnson, Bashay, & Bergson-Shilcock, 2019).

For example, most anti-harassment and discrimination training focuses on compliance content, and as a result is ineffective at thwarting harassing and discriminatory workplace behavior. This method has prioritized legal definitions of discrimination and how to report harassment over prevention-based topics such as respectful interactions, allyship, effective communication, and organizational values. Meanwhile, some DEI programs raise awareness about stereotypes, biased behavior, or exclusive practices, but don’t make the connection between these issues and the company’s commitment to anti-harassment and anti-discrimination. Both of these approaches miss the mark by not providing employees with the tools to intervene and prevent issues, such as explicit or unconscious bias, from escalating into harassment or discrimination. Training on “culture first” concepts and skill-based techniques are not only viewed as more effective at preventing harassment and discrimination but are also essential to foster a workplace culture of inclusion. This is also ongoing and incorporated into the long-term plan.

Additionally, the organization can support projects that encourage positive images of persons of color, LBGTQIA and women. We can distribute stories and pictures widely that portray stereotype busting images – posters, newsletters, annual reports, speaker series, podcasts. Many studies show that the mere positive image of specific groups of people can combat our hidden bias. We can identify, support and collaborate with effective programs that increase diversity in the pipeline. We can reward employees who volunteer with these groups, create internships and other bridges, and celebrate the stories of those who successfully overcome obstacles.

Of course, these plans can be changed to meet the needs or the organization. Different steps or portions can be repeated as necessary. The basis is to put something in place to address systemic racism and discrimination and foster a positive and inclusive workplace.

?References

Johnson, M., Bashay, M., & Bergson-Shilcock, A. (2019). The roadmap for racial equity: An imperative for workforce development advocates. National Skills Coalition.

Livingston, R. (2020). How to Promote Racial Equity in the Workplace. Harvard Business Review, 98(5), 64-72.

Ozturk, M. B., & Berber, A. (2020). Racialised professionals’ experiences of selective incivility in organisations: A multi-level analysis of subtle racism. Human Relations, 0018726720957727.

Ross, H. (2008). Exploring unconscious bias. Diversity best Practices.