It’s a movement that has transformed global organizations. The first year after the Black Lives Matter protests, an estimated 94% of the 300,000 jobs advertised by S&P 100 companies went to people of color. It has also been proven to impact the bottom line; a 2020 McKinsey and Company study concluded companies with gender diversity in their leadership were 25% more likely to report higher profits.
Yes, we are referring to diversity, equity, and inclusion or “DEI” — a buzzword that has become synonymous to optimal organizational operation. In the past decade, DEI has truly come into its own.
However, fast forward to 2024, and it feels the DEI train has been slightly derailed. Questions are being asked of what exactly DEI brings to the table. This article aims to investigate what’s gone awry, and the top five myths surrounding DEI.
What’s happened?
Recent societal flashpoints led to the spearheading of a series of DEI initiatives. The Pulse nightclub shooting of 2016; anti-Asian hate crimes connected to COVID-19; #MeToo; and the Flint water crisis of 2014 are just a few notable events that propelled the movement.
Despite these key events, soon there came a feeling of ‘DEI fatigue,’ and wary discussions that DEI policies actually contribute to inequality through their focus on one group of people at a time.
The issues have been compounded by a challenging economic environment, which has resulted in DEI being among the first disciplines that organizations opted to cut back on.
Many organizational uncertainties stem from untruths, and the DEI movement is no exception. Let’s objectively dive into the five myths that surround the DEI debate.
Myth #1: DEI is a zero-sum game
A common misconception about DEI is that what it aims to achieve will naturally benefit some groups at the expense of others; essentially a zero-sum game. Discussing DEI may cause anxiety, fear, or shame, with leaders fearing reprimand if they say the wrong thing.
The nature of this myth may lie in outlook, where many people embrace the ‘scarcity mindset’, in which there are limited resources in a world with unlimited needs, resulting in compromised personal needs if others’ needs are met.
If leaders frame DEI with an ‘abundance mindset,’ a win-win situation may ensue. Looking at DEI through a broader lens may result in a realization that DEI fosters greater inclusion, chiefly through the creation of practices open for all to benefit from (e.g., parental leave and anti-discrimination training). Thus, upholding respectful and inclusive standards alongside promoting employee diversity ought to be seriously considered by organizations.
Myth #2: DEI discourages meritocracy
No DEI manifesto will advocate for hiring unqualified candidates from disadvantaged groups. In fact, this goes against the very fabric of DEI. The imbalance here may come from underrepresented groups struggling to have their own merits noticed in the first place. For example, a study from Korn Ferry state almost 60% of Black executives at Fortune 500 companies feel they have to accomplish twice as much as their white colleagues to be seen as equal.
With such perceptions at play, it can be argued DEI initiatives simply aim to level the scales and not tip them a certain way. Having clear standards, such as job descriptions, competency guides, and equal access to training, will demonstrate to employees that an organization is committed to evaluating individuals on their merits, as opposed to characteristics as defined by the EEOC.
A counter-argument is that meritocracy itself is inherently unfair, but consistent application of standards means that there is no reason why diversity and meritocracy can’t peacefully coexist and create a fair workplace for everyone.
Myth #3: DEI only benefits certain groups
One of the most prevalent myths about DEI, driven both by the media and allyship with groups affected by aforementioned injustices, is that DEI solely focuses on race and gender.
A reason for this myth gaining traction is many DEI programs being inherently siloed. SHRM notes that creating employee resource groups (ERGs) is a great place to start when initiating a DEI strategy, but this risks alienation. For example, a Black female engineer suffering from depression might feel kindred to both an ERG for Blacks and an ERG focused on innovation, but might be compelled to prioritize one group over the other.
To dispel this myth, DEI leaders could embrace intersectionality, where employees from all backgrounds — including those of traditional privilege — are invited to collaborate on DEI-focused initiatives. For example, Samsung brought together two ERGs to facilitate intersectional discussion. The goal should be to encourage dialogue from everyone in the organization on the direction DEI programs should take.
Myth #4: DEI is just a trend
This myth ignores the storied history of the DEI movement, which grew in tandem with the US Civil Rights Movement and subsequent events, such as the Stonewall Uprising of 1969, which brought the fight for LGBTQ+ rights to the fore. In fact, earlier moments, such as women’s suffrage movement, can be linked to modern DEI interventions.
Thus, DEI is hardly a trend; it can be argued as being an established practice that has been around in various forms for generations. Continued investment may cultivate innovative and inclusion practices, which will become more important as workplaces become increasingly diverse over time.
Myth #5: DEI is the sole responsibility of DEI & HR professionals
There’s no denying that most organizations look to their HR teams for advice and leadership on DEI matters. In fact, SHRM regarded DEI as a HR discipline, a viewpoint shared by countless organizations.
If this perception is embraced as the only path to effective DEI stewardship in an organization, it will likely fail. DEI efforts require a holistic approach, largely driven from the top by C-suite leaders. Championing DEI and integrating it into organizational culture and processes means it would be embedded at every level of the organization. In the words of Deloitte, “inclusive leaders cast a long shadow”.
Final Thoughts
Contrary to many alarmist headlines, DEI isn’t ‘dead.’ DEI has been around in various shapes and forms for over sixty years — it’s too well established to vanish for good. What is clear is that after a meteoric rise to the forefront of the organizational agenda, DEI practitioners and corporate leaders ought to reinvent DEI to ensure its long-term relevance.
A good place to start is by focusing on equity or the ‘E’. Reestablishing DEI credibility and resilience will begin with investigating how it can drive inclusion and equality for all; championing employees that are in need of support; and ensuring employees as whole don’t feel disenfranchised by what DEI is not. Then and only then can the DEI be a force of positive change for workplaces.
Immersive learning through virtual reality (VR) provides an engaging and cost-effective way for companies to integrate DEI and train on topics, such as harassment, bullying, and discrimination prevention. Sisu VR offers ways for employees to prepare for conflict or emergencies and cultivate empathy.
An equitable and inclusive workplace benefits everyone. If you are interested in learning ways to integrate VR into your DEI training strategy, reach out to us. Let’s work together to foster a culture of safety, belonging, and respect in our workplaces! 💎
PS What are some of YOUR best practices for creating a more inclusive workplace? We would love to hear your thoughts and questions! Leave us a comment below, and remember to share this article with a friend, neighbor, or colleague 👍
