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In my first 3 months taking the reins as CEO at byrne·dean, it’s been utterly fascinating to work closely with our experts on equity, diversity & inclusion (EDI), and get a clear view of the current landscape within workplaces.
How do we make them kinder and fairer? What’s getting in the way of that? How do these ideas get received in organisations?
Unfortunately, some of my deepest concerns stepping into the role have been confirmed - there’s a trend of growing disillusionment with EDI, and even somewhat of a countermovement resisting it.
EDI professionals know what I’m talking about. And for those that don’t, look no further than the political landscape, with former Cabinet Office Minister Esther McVey having announced back in May that her office would block all external EDI spending in the civil service, in the name of common sense, with no need for ‘woke hobby horses’ in the team.
We now, of course, have a new Government at the helm, but such a prominent figure feeling empowered to say this is indicative of the growing disillusionment within society at large, that is indeed also true within workplaces.
For those passionate about the cause, diversity fatigue is setting in from how little things have actually progressed since the killing of George Floyd sparked mass corporate action five years ago. And those with less passion for the issue are increasingly feeling personally challenged and threatened.
This is because, regardless of the stance people have on the concept of EDI itself, the actual activity happening is often being perceived as merely performative, tick-box exercises rather than the meaningful and impactful initiatives they should be.
And that’s because, often, they are. Unimpressed employees regularly cite a lack of transparency, inconsistent application, and a perceived disconnect between leadership's rhetoric and their actual behaviour.
For instance, diversity training sessions that are one-off events, rather than part of an ongoing commitment, obviously become perceived as performative. Similarly, the underrepresentation of minority groups in senior leadership positions (despite publicly stating lofty diversity goals), undermines trust in the authenticity of any EDI programmes they implement.
Public disillusionment is partly due to the visible disconnect between corporate pledges and tangible outcomes. High-profile companies often announce ambitious diversity goals, yet progress reports frequently reveal a lack of substantial change, reinforcing the perception that EDI activities are more about optics than genuine commitment.
But be clear, this lack of impact is not an issue with the principles of EDI work itself, it’s an issue with the application.
As we often tell our clients, EDI won’t work if it’s viewed as a compliance requirement, or a public relations tool. It must be integrated authentically into your core business strategy to work.
And on the note of business strategy, perhaps it’s the iron-clad correlation between EDI and business outcomes that is the key to getting leaders to see this?
Embracing EDI drives growth, increases performance, and mitigates people risks. A recent report from Deloitte was clear on this; inclusive cultures are directly linked to higher employee engagement, innovation, and retention rates. They highlight how companies with strong inclusive practices are eight times more likely to achieve better business outcomes.
And a study by Boston Consulting Group supports this, finding that companies with above-average diversity in their management teams report 19% higher innovation revenues.
The benefits are clear to see: a variety of different perspectives allows for a more creative, innovative, and welcoming approach to work.
So it’s time to evolve your approach to EDI to realise those benefits. For real this time.
All of a business’ approach to behaviour and culture now must be viewed through this lens - creating environments where all employees feel valued and respected, knowing that this will lead to a more cohesive and ultimately productive workforce.
And those efforts then need to be introduced and led by leaders who are able to explain their own personal commitment to the principles in a credible manner.
For example, one-off training isn’t enough anymore. Implement robust policies on respect and conduct, coupled with continuous education and leadership accountability.
Leading tech companies, for example, have made real strides in this area by implementing comprehensive EDI strategies that include regular training, transparent reporting, and inclusive leadership development programmes. These organisations have not only set ambitious diversity goals, but have also taken concrete steps to build inclusive cultures that support these goals.
By moving beyond performative measures, and embedding EDI into your strategic approach to business, real change can happen. And that change will be felt in both your people and pockets.
It's time to relaunch EDI with a renewed focus. From tick-box to transformative.
And if there’s pushback to the idea of EDI at all, my colleague Alison correctly offers a different name for it - “maximising your people’s potential.”
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