Disturbing Trend: Diversity and Inclusion as a Talent Management Function

While my primary business is not D&I focused, I am often asked to design leadership curriculum that is D&I led and am also sought after by diverse clients as it relates to my coaching practice. My intersectional experience and ascent to global executive roles quite early gives me a unique lens. I remember quite clearly the launch of what are now "out front" D&I functions in the late 1990's. I was very involved in helping to shape policy, serving on multiple councils across multiple internal and external organizations. I had the pleasure of championing corporate efforts to grow diverse populations in organizations that had very few people who looked like me in fun and creative ways. I say all of this not to say that I know it all but to demonstrate that I have been in the space for more than 20 years and have had a plethora of experiences.

Sure, the groundswell is helpful but real access and movement on D&I is driven by people with power making shifts themselves.

Over the course of my career, very few organizations have managed to conquer the D&I dilemma or really 'move the numbers' of any of the underrepresented populations in a meaningful way. Some have tried with pretty good effort (others not so much) but the focus on diversity and inclusion is often led by people from those same underrepresented groups who rarely have the power or influence to make any real change. It is unfortunate that it takes the sponsorship of white males to affect change but taking the emotion out of it - those in power in the corporate space are the only ones who can really make moves of consequence. Sure, the groundswell is helpful but real access and movement on D&I is driven by people with power making shifts themselves. This is not minimizing the work of those people who have dedicated their careers to D&I. In fact, its quite the opposite. Many of them have done amazing work with low budgets and lackluster engagement from executive teams who engage because they are told to or because the optics encourage them to. The reality is unless you understand what it feels like to be a member of one of those groups your first inclination will not be to act. With most people having causes that are driven by what moves them - there is no real incentive to act when it relates to something that isn't close to your heart unless either the pressure to do so moves you or something/someone that you love is impacted.

This brings me to address the reason that I wrote this article. Many organizations are beginning to move D&I functions under talent management - reporting structure and all. It is alarming, shortsighted and demonstrates a lack of commitment to diversity, inclusion and further...equity. It also places the accountability for D, E & I with HR which is not where it belongs. I understand why talent management would need to include D&I as a baseline for its mission and delivery but moving the function wholesale under talent management does not inspire confidence at a time when the rights and representation of diverse populations is under fire in western societies. "Head of" D&I functions deserve a seat at both the CEO and CHRO tables. D&I is about creating a culture of accountability that not only challenges leaders to act and behave responsibly but that also does the work of ensuring that policies and standards, hiring practices, retention and corporate comms reflect D&I as a way of doing business. It should not be limited to HR strategy. To enable this work, it must start at the top with CEO's who aren't afraid to take bold action to move the needle. While talent management is critical to enacting this work to be done, burying D&I functions under it only serves to reduce its importance to those whose interests are challenged by its very existence, emboldening behaviors that we'd hope to have shifted by now. For underrepresented groups, the messaging is that it just isn't that important which is a nail in the coffin of corporate trust.

I often point to Advancing Black Leaders and Advancing Black Pathways at JPMorgan as an example of bold action as it relates to moving the needle in a meaningful way around race both internal and external to the firm. It is still early days but has caused quite a stir in financial services circles and while it is focused on one strand of diversity, it is one that seemingly causes the most discomfort of all of the diversity pillars. Jamie Dimon, the firm's CEO wholeheartedly subscribes to the notion that things need to change in word and action. The point is, this is business driven and business led which means that it is being positioned to be a part of the way that business is being done in that organization - out loud. This is not to say that there isn't and won't be resistance but the very public display from the firm's most senior leadership is a strong clear message - one that could not be achieved by layering D&I under Talent Management.

I implore all organizations to think very seriously about the message that layering D&I functions and initiatives sends. If you want to retain your diverse talent, you need to ensure that those groups feel like they have a voice at the top table and that there is key sponsorship in a way that is meaningful. If you take that away...you've taken away their voices and critical points of access. News flash: This will not help with issues of attraction or retention. Corporates have an opportunity to lead where governments are failing. The activation of diversity, inclusion and equity methodologies must be both strategic and operational. Let us all hope that business will be brave and create environments that support the very people who enable them to thrive. It doesn't take a rocket scientist to see that demographics are changing in a way that is irreversible. We are not going back. The math doesn't support it. While all of these things are cyclical and this trend too shall pass, I hope the shift is made back to the top table before there is too much lost. We simply can't afford it. We must continue to challenge the status quo and do what's right.