Why your DEI program may be failing, and how to fix it

The social and political events of the past few years brought the importance of diversity and inclusion into the forefront, and corporations responded with pledges to enhance or introduce programs and policies committed to furthering those goals in the workplace. 

They largely made good on their promise, increasing investment in Diversity, Equity, Inclusion and Belonging (DEI&B), with education and training, mental and emotional health support, and mentoring, among other programs. But, three years in, employees say the efforts are largely missing the mark, and many are questioning their company's commitment to DEI&B values.  

These findings, from a new independent survey of more than 2,000 employees that WebMD Health Services commissioned to determine how well DEI&B programs were working, show that the majority of employees at large and mid-sized U.S.-based companies believe in the value of DEI&B, but feel the programs aren't working as intended.  More than 60 percent said they would personally benefit if their company were truly committed, but most employees said they weren't convinced that their company is doing what is needed to create a culture of diversity and inclusion. And nearly half, 46%, said DEI&B programs had failed them personally.   

Read more: Will a recession put a stop to DEI initiatives?

This is concerning, for both employees and their employers. A well-designed DEI&B strategy can support a healthy, dynamic workplace culture, where employees feel appreciated, included and psychologically safe. And organizations benefit from the unique insights and perspective of a diverse, engaged and committed team.   

But the survey findings suggest that while employers may be investing in trainings and other programs, they aren't attending to program effectiveness, or revisiting their efforts to assess how well they are working. Have they checked in with a pulse survey or other assessment tool?  Are they aware of employees' changing needs or "pain points," so that programs remain relevant? And, does their program include benchmarks and metrics that can measure effectiveness and help determine whether and how programs should evolve?

As with employee well-being programs, "one size fits all" DEI&B efforts are rarely effective, and programs and processes need to be updated and revised regularly.  Not only does this support the effectiveness of diverse teams, but it makes sense strategically.  Employees will often seek out companies with strong DEI&B programs and they may factor them into decisions about whether to stay or leave. At a time when employment levels remain high in most industries, an effective DEI&B strategy may support recruitment and retention. 

Read more: This DEI exec is using technology to bring safety and inclusion to schools nationwide

Fixing DEI&B: What needs to change
Employees want to work in a place where they can thrive professionally and personally, but our survey found that many feel the opposite: disconnected,  like an outsider or unfairly excluded from opportunities that could lead to professional advancement — issues that a solid DEI&B culture is designed to mitigate.  And despite their CEO's vocal support of DEI&B, nearly half said they had experienced or witnessed situations inconsistent with DEI&B.   

While all facets of DEI&B were lacking, "belonging" engendered the most concern, with more than half indicating their company needs to do a better job with ensuring that people feel that they matter and are valued.  Our research found that millennials struggle most with belonging, while Gen Z is more likely to report that their company does little to encourage employees to bring their authentic selves to the workplace. 

Read more: Microaggressions are derailing DEI movements

A lack of accountability is the roadblock to meaningful change, according to the employees surveyed, and the majority said managers and directors who work directly with employees should be responsible for creating a culture of DEI&B (rather than handing responsibility to human resources). We agree but recommend going one important step further.

Yes, managers and directors, responsible for mentoring, guiding and leading teams are well positioned to serve as an organization's change agents and diversity and inclusion champions.  As role models, they can demonstrate DEI&B values in the day to day, and challenge practices and policies that are inconsistent with those values.  

But all employees, top to bottom, need to view DEI&B as a business imperative and a competitive strength of their organization, and employees should feel empowered to speak up when programs aren't working, or behaviors are at odds with DEI&B.  Diversity trainings, mental and emotional wellness support, mentoring and other efforts are bound to fail without a shift in workplace culture, i.e. a deeply held, organization-wide commitment to the core tenets of DEI&B.  

Read more: Leadership can make or break a company's DEI approach

Everyone benefits when employees bring their best selves to work every day, but it's critical that organizations address any flaws in their DEI&B efforts before cynicism begins to undermine commitment, and employees begin to view diversity and inclusion as just so much window dressing.

By sharing the commitment to diversity and inclusion throughout the organization, setting measurable goals, creating accountability and building or revising organizational processes and policies that aren't working, leaders and managers can begin to reshape workforce culture, and create a path forward for growth and opportunity for all employees.