Where should Equity, Inclusion and Diversity live on your org chart?

Where should Equity, Inclusion and Diversity live within your organizational chart? The planning should be collaborative and goals owned by the entire organization BUT who or where should the actual coordination, development of projects, reporting, and data analysis actually live? Someone in some department needs to take ownership of the mechanics AND be an in-house subject matter expert for those organization requiring the development of competency in the work. And if possible, a conscientious objector of sorts.

Many believe that Human Resources is the most appropriate home for EID. The President and CEO of Society for Human Resource Management (SHRM), Henry Jackson, has stated that "It is the role of HR to cultivate diversity leaders throughout the company to identify, develop and advance people from every talent pool. HR models and gives organizational leaders the lens needed to see new and nontraditional sources of talent—including candidates with unconventional education and work histories." While this might be true, it is arguably dependent upon HR professionals that have training and expertise in EID as well as multi-cultural engagement...and an open mind. In my experience, it is also dependent upon a HR department has not been put in a position to create conflicts of interest.

In many EID strategic plans, equity gaps in pay and advancement have been identified from data analysis. Is it good practice to have the department managing the protocols for salary increases and promotions that potentially created equity gaps to also manage the changes to narrow the gaps? And yes, I am insinuating that HR just like any other department with human beings can have bias. So what is the best practice? How do you ensure that the right thing is happening and that the process is transparent?

Is there difference between the expertise of Human Resource and Equity, Inclusion and Diversity (EID) professional competency? Yes, indeed. Do inherent shortcomings exist when a traditional HR department is tasked with leading bold initiatives to progress equity, inclusion and diversity in an organization? Yes, indeed. Who (department or individual) should be responsible for leading organizational EID efforts and who is most apt to succeed? That is the real question.

Eons ago I worked in the accounting and finance world. We were subject to annual audits by a third party and required to demonstrate a separation of processes, checks and balances. The same person did not process payments and sign checks as there is too much opportunity for influence and manipulation. Of course there we are just talking about straight up dollars and cents, not the impacts of system inequities and bias toward women and persons of color. But the premise is the same. How do we ensure the system that plays a role in having created the problem isn't left with the key to the cookie jar? Should there be a system of organizational checks and balances for EID?

While I don't agree with EID initiatives being led by Human Resources, there is a vital role to be played by HR. "A diverse and inclusive workforce must be nourished and supported constantly to be productive, because employee needs and circumstances change." This is the role of HR, to support change and administer the changing policy.

SRHM president notes that "using a diversity lens, however, comes with a certain level of responsibility." That is the seminal point of any program, plan or initiative, those with the highest level of responsibility for integrating EID into their organization should be leading the effort and hiring staff at the highest level to implement. Much of my research and interviews with EID professionals suggests that any EID efforts should be directed by the executive office. The president, CEO, founder, chief of staff, COO, etc. should have direct oversight and leadership of EID imperatives...not Human Resources. I agree that the executive office should lead the imperative (and have a high level director of EID doing the work), but often it is more complicated. Often organizational executive leaders don't have the time to dedicate or don't see EID as a high (or highest) level priority in need of their attention and so it is deferred to other departments, most likely Human Resources.