Are you doing enough for diversity, equity, and inclusion?

2020 was a landmark year in many respects, particularly with regard to raising awareness around the urgency of DEI issues in the workplace. Many companies reacted to public sentiment on the topic by turning their focus inward, exploring the many opportunities where they themselves could improve. There is often uncertainty around the right way to approach improving culture and DEI, especially in traditionally white male environments like tech and finance. Here are some of the common missteps made when it comes to DEI and addressing the issues, along with best practices to create lasting change within an organization.

Common DEI missteps companies make

With the best of intentions, many companies unwittingly try to improve their culture in all the wrong ways. One common example is relying on under-represented team members to carry the burden of educating their colleagues solely — having them bear not only the emotional brunt but also forcing them to sink much of their own time into “solving the problem.” In short, they’re doing double-duty rather than the company taking on equal responsibility.

Companies can also unintentionally isolate employees when there is no available platform to share lived experiences and when employees are asked to self-report sensitive issues. Both of these examples keep employees from feeling safe to reach out to others with similar problems or concerns, lending to a sentiment that diversity issues are being swept under the rug. When diversity issues are silenced and those under-represented feel isolated, a lack of psychological safety in the workplace will result and any progress already made can regress. People need to feel safe speaking up, asking questions and challenging the status quo. If this doesn’t happen, organizations miss out on opportunities to truly impact their culture for the better.

Another common trend we saw last year — and continue to see — is the hiring of a diversity officer or the announcement of a company’s pledge to do so. While the sentiment is quite positive, within many companies, it may signal that this is a prerequisite for an organization to enact change and the responsibility of a singular individual or function. In order to make fundamental change within the organization, it’s important to empower everyone, especially leaders, to see DEI as an important lens for their work.

Best practices to improve culture and DEI

Based on my experience, the ideas below are just a handful of starting points to evolve the way organizations view DEI work.

First, change starts from the top. Organizational leaders play a critical and often underestimated role when it comes to fostering an inclusive workplace. Knowing this, management buy-in is essential and senior leadership and HR must authentically commit to building a culture of diversity, equity and inclusion. This includes setting the example for the rest of the organization to follow.

With leaders on board and publicly championing behaviors of inclusion, they must also foster open communication. This could be by encouraging participation among a diverse network of external and internal communities for professionals or providing multiple channels for employees to share thoughts and concerns. When given the opportunity to safely voice their concerns or ideas for change, employees can become active participants in sparking change for the greater good.

Finally, trust is earned over time. If company leaders are consistent in their actions and open to receiving feedback — constructive and positive — progress can be made. Transparency here will be key, because by showing the actions the organization is taking or plans to take, employees are more likely to trust the company and the intentions of those leading.

There is never going to be a day when a company can “check DEI work off a list” – instead, better DEI practices need to be woven into the fabric of a company’s culture by building trust in leadership, the right habits and reflection, and taking clear actions to continuously improve.

As Director of People Partners and DEI at Vena, Shada McShannon leads HR business partnerships and organizational Diversity, Equity, and Inclusion strategy. She holds an undergrad degree in Women’s Studies and Peace Studies, along with a postgrad in Human Resources Management. Shada is passionate about delivering an exceptional employee experience and fostering a culture of equity and belonging. Outside of work, you’ll find Shada spending her time outdoors with her dog, crafting, or baking!