Current State
Over 80% of organizations either have an organization-wide DEI Strategic Plan or are working on one — a clear sign that DEI is remaining top of mind for businesses. In fact, most companies indicate a high or medium need for improvement in most aspects of a healthy DEI culture.
Complexities
Despite the fact that DEI is top of mind and receiving strategic level attention, companies are struggling to deliver on the promise of DEI to the organization. In fact, most companies indicate a high- or medium-level need to improve on key characteristics of DEI culture.
Consequences
Once again, it would seem organizations are talking a good game about the value and importance of DEI imperatives, but may not actually be succeeding in the execution. It’s important, therefore, to treat DEI as a business need and show the power of DEI to drive business results.
Critical Questions
To create a business case for improving DEI, organizations need to assess several key indicators of a culture of diversity, equity and inclusion. Key questions include:
- What is the level of support from top leadership for DEI as a business priority now?
- What is the depth of the internal pipeline of diverse talent?
- What are the inclusion levels of women and minorities at the C-Suite and senior leader levels?
- What programs are in place to recruit diverse talent to the organization?
- What programs are in place to develop diverse talent in the organization now?
Brandon Hall Group™ POV
Based on qualitative and quantitative research, Brandon Hall Group™ identified several critical steps for building a business case for improving DEI:
Identify a champion and sponsors
HR organizations often struggle to articulate and quantify the value of an investment. Consider including a senior leader outside of HR to champion your DEI initiative and gain support across the business.
Determine leadership needs
Beyond a champion/sponsor, you will need a leader dedicated to the DEI initiative. Our research shows that organizations with the most successful DEI programs have C-Suite or senior- level leaders whose sole or primary function is to drive DEI initiatives.
Organizations without dedicated leadership struggle to make progress. Major change initiatives require ownership at the top.
Measure the effectiveness
Organizations must identify short- term and long-term goals, and how to effectively measure and report them.
Develop marketing and communication plans
A communication strategy should be developed to articulate the need for DEI initiatives to key stakeholders at all levels of the organization, from senior leaders all the way to the last person hired.
Develop a change management strategy
Any new initiative requires some level of change management to provide a transition to the future state. In most cases, change management begins at the leadership level and requires strong communication with employees about the level of importance
and benefits they gain from involvement. In the specific case of DEI, the change-management strategy should include involving stakeholders across the enterprise in diversity councils, ERGs and other initiatives. Our research shows that organization-wide involvement is critical to building a culture of diversity, equity and inclusion.
Determine the biggest business pain points DEI efforts can help improve
For example, if your leadership pipeline is not robust, targeted development programs for diverse employees address inclusion while expanding the leadership pool. Or, if engagement is not where you want it, employee resource groups on issues of interest to diverse employees provide them with opportunities to contribute outside their jobs and engender a greater sense of belonging to the organization.
