Uncovering the ED&I expectations gap

Thanks to those who contributed their views to our Hidden Truth report

Earlier this year, I asked ED&I professionals to share their experience with us. Thank you to those who did.?

I’m delighted to share in a small way the voice of those working ‘at the coalface’ of driving cultural change and embedding Equity, Diversity and Inclusion in organisations of all types. I was pleased with the range of organisations represented across the 200 responses we gained from our survey, and particularly interested to see the largest group of respondents were senior HR leaders within large, listed companies. These companies have often been the loudest and best resourced on ED&I, so it was fascinating to hear – on an anonymous basis – what it really feels like in those roles.?

What came across from all respondents was the huge commitment to and passion for ED&I. The strategic focus on driving impact was also apparent. This very much chimes with my experience talking to numerous People and Culture professionals as we explore how our WB Directors’ Corporate Partnerships can support their wider strategies.?

Yet the challenges also came across strongly. Most stark was the significant expectations gap our survey uncovered. 70% of respondents felt their employees’ expectations on ED&I had risen over the last three years. Yet just 20% had seen their budgets increase. This is hugely significant, and speaks to why burnout seems so high among ED&I leaders.

Whilst ‘increase the resources’ may seem like the obvious answer to this gap, I believe the true solution is more nuanced. What is needed is to build a shared understanding of what ‘good’ looks like when it comes to ED&I, across the board, the leadership and through the staff team. This requires sophisticated communication and engagement within organisations.

Yet our survey also uncovered another issue. Most organisations are still relying on staff surveys and employee resource networks for their employee engagement. These methods have their place, but it is no mean feat to run these at a quality, strategic level. Glimmers of innovation were apparent, with shadow boards, NEDs assigned to employee liaison and other more innovative methods being used in some contexts. In this way, a shared vision of what an organisation’s culture could and should be can be created – and from that, what the ED&I should be expected to deliver.?

I discuss these findings and more in our podcast episode ‘Strategic Approaches to ED&I’. I’m very grateful to Matt Duncan , MD at Protiviti UK , and Dr Zandile Ndlovu for joining me to share their insights. It was a fascinating conversation I greatly enjoyed – I hope you do too.

Listen here or search ‘Women on Boards Success Stories’ wherever you get your podcasts!?