As the business world continues to emphasize diversity, equity, and inclusion (DEI) efforts, many leaders are turning to experts for guidance on navigating this complex landscape. However, not all DEI advice is created equal, and CEOS must be aware of the myths and misconceptions that can hinder progress.
Much of what is written about DEI today is guided by 20th-century thinking, where the goals were for HR to show “good faith” hiring efforts in affirmative action plans and build a positive employer brand. That was, after all, everything that the government and other interested bodies required. This has changed in the 21st century, but the old beliefs persist. Today, we realize that effective DEI strategy and management are critical to business success in the 21st Century. But unfortunately, many of these false beliefs find their way into a written or oral discussion of DEI and cloud decision-making.
In his work as a DEI expert, Joseph Santana has come across several commonly held beliefs that he believes are unproductive and harmful to achieving the meaningful change organizations need to succeed and thrive in the 21st century. In this article, he explores these myths and offers alternative approaches to help CEOs bring more measurable business benefits from DEI to their organizations.
Myth #1: DEI must be run by HR
Despite the common misconception that Diversity, Equity, and Inclusion (DEI) can succeed in driving significant business impact guided by the sole hand of the Human Resources (HR) department leadership, this is a myth. For DEI to indeed operate at a level that can impact the business significantly, CEOs and senior leaders must recognize that actual business-impacting change happens when DEI practices spread throughout the entire organization, not just HR. To that end, DEI should report to the CEO or COO and partner with every part of the organization to fine-tune practices and approaches to the needs of the 21st-century workforce, supply chain, and marketplace. HR hiring and engagement programs are not enough.
Santana recommends moving DEI leadership out of HR and having it report to the CEO or a COO.
Myth #2: Hiring more diversity will automatically produce business results
Many organizations seem to believe that just hiring more non-white males will automatically result in the benefits of having a diverse workforce in the 21st century. It will not. Simply hiring a specific number of people from various underrepresented groups does not guarantee a company will reap the benefits of a diverse workforce.
Reaping those benefits requires a comprehensive approach that goes beyond hiring. To earn those benefits, organizations must rebuild themselves into a house for diversity with a culture, practices, and policies supporting their diverse workforce. Only then can a company experience the benefits of reduced turnover cost and increased full-time equivalent productivity from all of its workforce.
Santana recommends focusing your company DEI on having your company’s 20th-century policies and practices redesigned.
Myth #3: DEI training, such as unconscious bias programs, alone are the solution to harmful discrimination and bias
DEI training, especially unconscious bias programs, has become increasingly popular in recent years, but it’s essential to understand its limitations. While training can help raise awareness and educate employees on DEI issues, it’s not a silver bullet solution. Organizations must also invest in systemic change, such as re-evaluating policies and procedures that may perpetuate inequities. Otherwise, employee awareness changes but the triggers and reinforcers of negative behaviors that result in lawsuits, loss of talent, and other problems remain embedded in the company DNA.
Santana recommends you demand that every request for DEI training be accompanied by a clear identification of one or more corporate practices or policies to be improved as a result.
Myth #4: DEI is a program to correct past wrongdoings with a conclusion up ahead
Finally, it’s important to dispel the myth that DEI is a one-time initiative. In reality, guiding an organization toward maximum benefits from an ever-evolving world requires ongoing effort and commitment. You will never build the one-and-done perfect business house for diversity that will stand the test of time. Organizations must be willing to regularly revisit where they are in their DEI efforts relative to ongoing changes in the world and make adjustments as needed. Anyone who believes that DEI is a program to be run until we are all-inclusive and happy does not understand what DEI is and how it works. (This would be the equivalent of a company saying that once we do this year’s financials, we no longer need the accounting department). DEI is an ever-ongoing, evolving process that must be recognized and managed.
Santana recommends asking DEI leaders to present you with the current strategy for addressing DEI business needs now and with what future signals they are tracking that they believe may require a DEI solution to keep your business a top 21st-century competitor.
Conclusion
As CEOs and other leaders navigate the ever-evolving landscape of DEI, it’s essential to be aware of the myths and misconceptions that can hinder progress. By challenging these beliefs and adopting a more proactive and disruptive approach, top business leaders can drive the behaviors enabling their organizations to remain top competitors throughout the 21st century and beyond.
