Evidently, organisations still have a long way to go to drive greater diversity, equity and inclusion within their workforces. The fact that almost half of employees who identify as a member of one or more minority groups have felt alienated or unwelcome in the workplace because of who they are brings the scale of the issue into sharp focus.
This research raises a number of challenges that leaders face as they look to ramp up their DEI initiatives over the coming months. It highlights the importance of data to any effort to improve, and the concerns that employers need to overcome in order to make employees more comfortable in sharing their personal data
However, there are definitely reasons to be positive.
2/3 of people who identify with a minority group say their organisation has made progress with more diversity and inclusion over the past three years.
of people who identify with a minority group say their organisation has made progress with more diversity and inclusion over the past three years.
As many as 73% of these employees feel optimistic about how their employer will continue to drive diversity and inclusion in the future.
At board level, the business case for DEI is now utterly compelling. Policies that support diversity, equity and inclusion are now widely accepted as a critical factor for organisations to compete in the war for talent. If they are to have any hope of meeting their future skills requirements, organisations have to be able to reach out to new talent pools and to welcome people from all groups into their workforce.
But what is arguably even more encouraging about these research findings is how many senior leaders now feel that they have a personal commitment towards improving DEI. They are championing change to clear a path for future generations, an easier path than the one they themselves had to navigate.
Overall, there is a sense of cautious optimism across workforces in the UK and Ireland that organisations will succeed in creating more diverse and inclusive workforces over the coming years. And there is a strong appetite amongst all employees, whatever their level of seniority, to accelerate the journey.
Now, organisations need to move their DEI strategies on to the next phase, putting into action the policies and programmes that they have set out, and demonstrating progress towards their long-term objectives. This requires them to adopt robust and transparent processes and policies for data collection, as well as innovative, engaging plans to communicate the performance of their DEI initiatives.
Against a challenging economic backdrop, it’s essential that organisations maintain the DEI momentum they have built up and stick to their commitments, even when market conditions are tougher. Business leaders must ensure that DEI continues to be a major focus and that the interests and needs of employees who identify with under-represented groups are protected. We must avoid these employees being treated unfairly during this challenging period.
Organisations have come a long way over recent years but there is now a growing sense of urgency. Employers have built a strong platform for their DEI programmes but employees need to start seeing the results.
CEO and Lead Consulting Director, Mahogany Inclusion Partners
“There are definite signs of hope around diversity, equity, and inclusion. The lid has come off the pot and it won’t go back on. New generations of workers are expecting and demanding far more of their employers, and increasing numbers of leadership teams are taking a proactive approach to DEI, motivated by both business and personal drivers.
But the time for only talking is now over. Employers need to demonstrate a strong and ongoing commitment to improving diversity and inclusion – not through their words but through their actions. Otherwise, we’ll see increasing levels of scepticism amongst employees, particularly those from under-represented groups. We will also start to see people moving on to work for more progressive employers.
Organisations will continue to celebrate and promote events such as Pride, Black History Month and International Women’s Day. But they need to realise that they are only credible where these events are part of broader, consistent programmes to create, support and grow inclusive cultures for their employees from under-represented communities.”
tellmemore@zellis.com 0800 042 0315
This is just part one of Zellis’ 2022 research into DEI. Look out for part two, featuring more interviews, figures and practical guidance for organisations of every size early in 2023.
You can also read last year’s report: “Time to Act: Seven Principles for Effective Diversity, Equity and Inclusion Data Collection” by following this link solutions.zellis.com/time-to-act
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