Study after study shows that diverse teams get better results. When people with different backgrounds, life experiences and viewpoints come together, new ideas and ways of effectively reaching goals emerge.

The issue of Diversity, Equity, Inclusion and Belonging (DEIB) has long been a priority for many companies, but it became even more so in the aftermath of the 2020 murder of George Floyd and continues to be at the forefront today. A new Hudson RPO survey of professionals shows that nearly half (40%) say their organization today has much more of a focus on diversity than it did before the events of 2020 unfolded.

After the social unrest in 2020, companies scrambled to tout their focus on the issue, with the role of Chief Diversity Officer gaining momentum. In 2018, fewer than half the companies in the S&P 500 had a role equivalent to a Chief Diversity Officer. By 2022, three out of four companies had created a position, according to a study by Russell Reynolds.

However, there are now signs that the pendulum may be swinging in the opposite direction, with organizations such as Walmart, John Deere, Harley Davidson and Lowe’s announcing they are making DEIB initiatives less of a priority.

The issue many critics have with DEIB is overreliance on metrics. This played out at the Supreme Court level with a ruling that significantly limited the use of race status in college admissions. And while hard and fast metrics and quotas have negative connotations for many, one cannot negate the importance of DEIB overall.

A focus on diversity – which encompasses people with a wide range of backgrounds, from gender to ethnicity, socioeconomic status, education, sexual orientation and geographic location – needs to be more than a “program” or “initiative.” There must be an ongoing, pragmatic approach that weaves through the entire organization, and senior leaders need to lead the charge, modeling behaviors and championing efforts.

The problem may be in part due to communication—half the respondents in the Hudson RPO survey say they don’t know if their organization has stated DEIB goals. However, that’s only part of the problem— when efforts are there, they must be ongoing. Maintaining consistent commitment and engagement is where many struggle. They often lose momentum over time and become complacent, especially when new, more immediate concerns arise. The journey toward meaningful change is long and requires sustained efforts to see real progress and return on investment.

At leading global eye-care organization Alcon, there is a 3-year strategy to continue moving DEIB forward. This approach creates continuity and expectations that a focus on the issue is core to the company’s ethos.

Part of Alcon’s strategy is to equip HR managers with the tools needed to partner with people leaders to help ‘hard wire’ DEIB behaviors as standard operating procedure. Diversity and inclusion efforts need to be embraced and lived out in all interactions – from employees at all levels to partners and customers.

In the context of talent acquisition, DEIB has a specific meaning. It starts with ensuring a diverse candidate pool during the recruitment process (39% of Hudson RPO survey respondents say a diverse candidate pool is required). But beyond that, it’s about how we, as talent acquisition professionals, create spaces and opportunities for individuals from diverse backgrounds to access opportunities. Beyond providing access, it’s also about ensuring that the talent acquisition process is navigable in a way that supports the unique needs of everyone.

Care must be taken to avoid a “one-size fits all” approach. Global organizations need to be mindful of nuances in specific countries and regions. For example, there may not be as many people of different racial backgrounds in some areas, which shifts the focus to increasing the percentage of women in the workforce.

In addition, diversity in the workplace is generally considered more important to early career professionals because it can significantly impact their career development, provide exposure to different perspectives and attract top talent from a wider pool.

According to a Monster study, 83% of Gen-Zers surveyed said a company’s commitment to diversity practices was important when choosing an employer. They want to build a career with organizations that acknowledge and appreciate gender, race, ethnicity, neurodiversity, people with disabilities, and a diversity of ideas, experiences, and backgrounds.

So what does it mean for the future of DEIB? Our recommendations are:

• Create a program that is holistically inclusive for your employees. Ensure that people at every level of the organization are empowered to participate. However, be careful not to “boil the ocean” in your employee initiatives.
• Align your DEIB program to your company values allowing you to have an ongoing strategy that is celebrated and communicated throughout the year. Foster Ambassadors and Champions within the organization
• Make sure that you continue to evolve your program and strategy. Participation, employee feedback, and hiring results should continue to be key measures to define success.

That’s not to say that the focus should solely be on one geography or age group. Success will come through an ongoing emphasis on DEIB and the culture of the organization. That means how the organization presents itself – to employees, clients and partners. It starts with the seemingly small but critical practice of treating each other with respect and applauding our differences.

www.hudsonrpo.com

www.alcon.com