Diversity, equity and inclusion (DEI) practices intended to end inequity and inequality and foster inclusion and belonging have existed in companies and universities since the mid-1960s and 1970s. The programs have become more ubiquitous and significant in workplaces over the last few decades. But in the last year or so, we’ve heard some people asking the question, “Does DEI really work?” The resounding answer, based on new data from the 2024 Edelman Trust Barometer Special Report: Business and Racial Justice, is “yes.”
According to our latest annual report, people see DEI strategies as crucial to upending systemic inequities, including racism. Three in four respondents say that workplace DEI programs are an effective way to address racism in the U.S.—making it one of the top methods, only behind requiring schools to teach the history of people of color and enacting police reform legislation.
And the concept and value of DEI is becoming more popular among the public: Twice as many Americans say that in the last five years their feelings about formal DEI programs have become more positive than have become more negative (38 vs 17 percent).
The work is wanted and, more importantly, the work works. While we are living in a contentious social and political moment, employers must push ahead and continue the momentum to keep driving change for their employees, customers and communities.
Diversity, equity and inclusion work is more than policies and programs—it is personal and purposeful. As a Black woman, a business leader and a global diversity, equity and inclusion officer, I have experienced and witnessed how employers’ efforts can change individual experiences, workplace culture and opportunities and societal circumstances for many who face inequity and discrimination.
I’ve also seen how this work has evolved, especially over the last four years—moving from loud and notable commitments to now a swift retreat and about-face for many organizations and leaders. Despite the orchestrated roadblocks from some groups, the growing awareness and advancements sparked by recent commitments have laid a foundation for continued progress. It's crucial to recognize that lasting change often requires persistence and resiliency, even in the face of challenges and setbacks.
Here are a few ways organizations and DEI practitioners and advocates can continue to drive action:
- Deepen and embed DEI
Driving diversity, equity and inclusion in your organization does not fall on the shoulders of one person—or even one department. It should be integrated into every area of business operations—from HR and finance to business development and technology. According to the recent Business and Racial Justice report, 76 percent in the U.S. agree that organizations with diverse workforces are better able to build trust with their community, create products that appeal to diverse customers and are less likely to make decisions that worsen racial injustice. So, if we want the business to succeed, every area and every employee should be involved and invested in DEI—regardless of function or level. It requires all of us, not some of us. - Invite input
Soliciting employees’ thoughts and input is one of the top ways to show your organization is genuine and reliable when it comes to its DEI initiatives. People want to voice their feelings and concerns about and contribute to the development of programs. Those who will feel the impact of the work should shape and share it. Engaging employee affinity groups as a resource and guide for potential initiatives and future programs is vital to incorporating workers’ voices and ideas. - Enlist myriad messengers
Across Edelman Trust Barometer studies, we have seen a trend toward people relying on colleagues and peers for information—and it’s no different on this matter. Peers (46 percent), racially diverse coworkers (35 percent) and managers/supervisors (33 percent) are more trusted by employees to tell the truth about racism, diversity, equity and inclusion in their organization than executives. That doesn’t mean leaders should quiet down, but they should add more voices to the chorus and empower all levels and functions to share about DEI efforts in their organization. - Silence speaks
In the wake of George Floyd’s murder and the protests surrounding it, plenty of companies made new commitments. Some companies that made those promises failed to follow up on the status or follow through on their stated racial justice and/or DEI goals. Regardless of an initiative’s outcome, there should be strong communications efforts associated with the work that regularly updates stakeholders – internally and externally – on progress, as well as setbacks or challenges. Be forthright and transparent about where you are on the journey—and bring employees, customers and other audiences along with you. - Set realistic goals and timelines
For success in any business objective, establishing a clear measurable goal is a good place to start—and the process of driving increased DEI is no different. Identifying and presenting your goals is necessary, but staying the course is equally necessary. As context and needs shift, the strategy and steps must shift with it. When you do set a goal, give yourself the appropriate amount of time to reach it and be willing to adjust the approach when needed. Organizations are quick to conclude that an effort is not working, but systemic racism and inequality have been in the workplace and this nation for decades—so we must provide the commensurate time and resources to dismantle it.
The noise may be loud, but the answer is clear, organizations and leaders must stay committed. If your efforts are under siege or question, stand firm: 76 percent say when DEI initiatives are attacked, companies should address the criticism.
Diversity, equity and inclusion work is not always easy, and the results do not always come immediately. It takes real time and genuine commitment. But organizations owe it to their employees, customers and all stakeholders. The work is worth it—for both employees and the business bottom line.
Trisch Smith is the Global Chief Diversity, Equity & Inclusion Officer.
