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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Strengthen your company culture through inclusive and equitable policies and practices The global workforce and marketplace will continue to undergo dramatic demographic shifts--redefining the workplace, the workers, and how work gets done. Organizations that want to attract and retain the best talent and to capitalize on the full breath of their perspectives and experiences must first reflect our society as a whole, and secondly, must create the right kind of work environment where ALL talent can thrive. That means valuing diversity, creating more equitable policies and practices, and fostering a welcoming and inclusive culture. In Diversity, Equity & Inclusion For Dummies, global workforce expert, and three-time Chief Diversity and Inclusion Officer Dr. Shirley Davis unveils her extensive collection of real-world experiences, stories, case studies, checklists, assessments, tips, and strategies that will give you a deeper understanding of the business impact of DEI and how your role as a leader can contribute to your company's long term success. You'll learn: * The fundamentals of DEI and how it drives business performance and impact * How to conduct comprehensive DEI organizational assessments to identify systemic and institutional inequities * Tactics and strategies for having necessary but difficult conversations, and how to make them impactful * Skills and competencies that every leader needs in order to effectively lead the new generation of workers * How to operationalize DEI across your organization, measure its impact, and sustain it long term Diversity, Equity & Inclusion For Dummies is a must-read guide for any leader at any level who wants to ready themselves for the workplace of the future and reap the benefits of a full spectrum diverse ideas, backgrounds, and experiences. It also belongs on the reading lists of human resources and DEI professionals actively seeking to go broader, deeper, and have greater impact in their DEI work.
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Diversity, Equity, & Inclusion For Dummies®
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Library of Congress Control Number: 2021950176
ISBN 978-1-119-82475-6 (pbk); ISBN 978-1-119-82477-0 (ebk); ISBN 978-1-119-82476-3 (ebk)
Diversity, Equity, & Inclusion For Dummies®
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Table of Contents
Cover
Title Page
Copyright
Introduction
About This Book
Foolish Assumptions
Icons Used in This Book
Beyond the Book
Where to Go from Here
Part 1: Getting Started with Diversity, Equity, and Inclusion
Chapter 1: Understanding the Fundamentals of Diversity, Equity, and Inclusion
Re-Shifting the Focus to Diversity, Equity, and Inclusion Work
Understanding the History of Diversity and Inclusion in the Workplace
Defining Diversity, Equity, and Inclusion
Breaking Down Other Key DEI-Related Terms
Getting Started: Reflection Activity
Chapter 2: Exploring Key Demographic Trends that Are Redefining the Workplace
Increasingly Global
Increasingly Diverse
Increasingly More Flexible and Working More Virtually
Increasingly Digital
Increasingly Underskilled
Chapter 3: Cultivating Skills and Competencies for Leading Today’s Workers
Assessing Your DEI Leadership Effectiveness
Promoting DEI as a Senior Executive/Board Member
Fostering DEI as a Middle Manager or Supervisor
Championing DEI as a Mentor or Sponsor
Sponsorship
Chapter 4: Making the Case for DEI
Recognizing DEI’s Impact on Organizational Success
Becoming an Employer of Choice
Leveraging Inclusion to Drive Innovation and Creativity
Enhancing the Safety, Health, and Wellness of Staff
Improving the Employee Experience and Encouraging Engagement
Minimizing Employee Complaints and Lawsuits
Avoiding the Revolving Door and Turnover of Top Performers
Chapter 5: Hiring a Chief Diversity, Equity, and Inclusion Officer
Tracing the Rise of the Chief Diversity, Equity, and Inclusion Officer’s Role
Knowing When It’s Time to Hire a CDEIO
Considering the Best Candidate for Your Organization
Positioning the Role at the Right Level
Part 2: Examining DEI in the Workplace
Chapter 6: Assessing Your Organization’s Culture
Exploring What Culture Is
Using Benchmarks and Other Industry Standards
Conducting Document Reviews of Policies, Processes, and Strategies
Conducting Leadership Assessments
Conducting a Staff Inclusion and Engagement Survey
Conducting Employee Focus Groups
Chapter 7: Exposing Common Organizational Barriers to DEI
Looking for the Culture Fit
Resisting the Value and Need for DEI
Perpetuating Microaggressions, Stereotypes, and Prejudices
Overlooking Hidden Figures Who Are Overperforming but Undervalued
Silencing and Ignoring Employee Complaints
Chapter 8: Positioning DEI as an Organization’s Strategic Priority
Embedding DEI into the Organization’s Mission, Vision, and Values
Creating a DEI Plan
Communicating the DEI Plan across the organization
Keeping the Plan Alive
Part 3: Implementing and Operationalizing DEI Across the Organization
Chapter 9: Finding and Recruiting Diverse Talent
Reviewing Your Recruitment Strategy
Casting a Wider Net to Build a Diverse Pipeline
Writing More Inclusive Job Descriptions
Minimizing Bias in the Selection Process
Assembling a Diverse Interview Panel
Avoiding Illegal and Inappropriate Questions
Chapter 10: Developing, Coaching, Promoting, and Retaining Diverse Talent
Developing Diverse Talent
Coaching Diverse Talent
Assessing Your Team’s Needs
Reviewing Performance with an Equitable and Inclusive Mindset
Applying Retention Strategies That Work
Chapter 11: Leading Diverse Teams for Maximum Performance
Assembling a Diverse Team
Maximizing the Benefits of a Diverse Team
Inviting Diversity of Thought to the Table
Facilitating Relationship-Building and Cultivating Trust and Belonging
Avoiding the Common Pitfalls of Leading a Diverse Team
Chapter 12: Tracking, Measuring, and Reporting the Progress of DEI Efforts
Measuring What Matters
Identifying the Problems with Tracking DEI
Developing a DEI Scorecard
Reporting the Data to Key Leaders
Chapter 13: Embedding DEI in Other Key Areas of the Organization
Incorporating DEI Messaging into Marketing and Branding Initiatives
Integrating DEI into Company Communications and Messaging
Connecting DEI to Environmental Social Governance and Corporate Responsibility
Surveying Supplier Diversity Programs
Chapter 14: Launching DEI Councils and Employee Resource Groups
Differentiating Between DEI Councils and Employee Resource Groups
Ensuring Engagement from the Top: The Importance of the Executive Sponsor
Establishing an Effective DEI Council
Offering Employee Resource Groups to Support DEI Initiatives
Part 4: Sustaining DEI in Your Organization
Chapter 15: Understanding Implicit Bias and Its Impact in the Workplace
An Important Word on Bias
Tracing the Origins of Biases and How They’re Reinforced
Identifying Ways Biases Show Up in Everyday Life
Distinguishing among the Various Biases
Describing the Ways Biases Affect Decision Making in the Workplace
Reprogramming Your Brain to Make Less Biased Decisions
Chapter 16: Moving from Unconscious Bias to Inclusive Leadership
Realizing the Benefits of Becoming an Inclusive Leader
Honing the Competencies and Key Traits of an Inclusive Leader
Avoiding the Pitfalls of Ineffective Leadership
Being Inclusive Everyday: Microbehaviors Leaders Often Overlook
Chapter 17: Enhancing Cultural Competence
Understanding What Cultural Competence Is (And What It Isn’t)
Distinguishing between Cultural Humility and Cultural Intelligence
Knowing How Cultures Differ: Seven Dimensions of Culture
Mapping Your Own Cultural Orientation
Assessing Your Cultural Competence — Tools You Can Use
Employing the Most Important Attributes of Cultural Competence
Chapter 18: Cultivating a Culture of Inclusion, Equity, and Belonging
Understanding Company Culture and How It’s Established
Introducing the Culture Spectrum
Exploring the Characteristics and Implications of Toxic Workplaces
Implementing a Sustainable Culture Transformation
Measuring the Impact of a Culture of Inclusion, Equity, and Belonging
Part 5: The Part of Tens
Chapter 19: Ten Common Myths about Diversity and Inclusion
When We Check This Box, We Can Move on to Other Priorities
Isn’t Focusing on Diversity Just Reverse Discrimination?
DEI Work Has No Place for Straight, White Men
“Diversity” Is Just Code for “Race
What We’re Really After Is Diversity of Thought
I Support Diversity; I Just Don’t Want to Lower Our Standards
If We Can Achieve Diversity, Inclusion Will Follow
All Bias Is Bad
Succeeding as a DEI Practitioner Will Put Me out of a Job
Is All This DEI Work Really Necessary When People Seem Happy Here?
Chapter 20: Ten Ways That Boards Can Influence DEI in the Organization
Develop a DEI Statement and Center It in Your Business Strategy
Commit to Diversifying Your Board
Cultivate a Culture of Inclusion on Your Board
Establish Clear Board Roles and Responsibilities
Ensure Your Board Chair and CEO Are DEI Champions
Provide Education on DEI-Related Topics
Embrace an Equity Mindset
Accept Responsibility
Get Comfortable Being Uncomfortable
Measure Your Success
Chapter 21: Ten Things Underrepresented Talent Wish Leaders Knew
Everyone Has Different Needs in the Workplace
Representation Equals Diversity, Equity,
AND
Inclusion
Intent Doesn’t Equal Impact
Diversity, Equity, and Inclusion Are More Than Just “Race”
Don’t Tokenize Me Because I’m the Only One
Do Your Own Work; Walk the Talk
Stop with the Overly Complimentary Language
Don’t Interpret Silence as Consent or Agreement
Ask for My Perspective and Input Even Though I’m Different from You
Your Staff Is Watching You
Index
About the Author
Advertisement Page
Connect with Dummies
End User License Agreement
List of Tables
Chapter 7
TABLE 7-1 Common Microaggressions and the Messages They Send
Chapter 13
TABLE 13-1 Marketing and Branding Faux Pas
Chapter 15
TABLE 15-1 Fast Brain versus Slow Brain
TABLE 15-2 Eleven Common Biases
TABLE 15-3 Sourcing, Testing, and Validating Biases
Chapter 16
TABLE 16-1 The Six Cs of Inclusive Leadership
List of Illustrations
Chapter 1
FIGURE 1-1: Just like an iceberg, most diversity traits are below the surface.
FIGURE 1-2: Equality versus equity.
Chapter 3
FIGURE 3-1: What values motivate you the most?
Chapter 6
FIGURE 6-1: Global Diversity, Equity, and Inclusion Benchmarks.
Chapter 18
FIGURE 18-1: The Culture Spectrum.
Guide
Cover
Title Page
Copyright
Table of Contents
Begin Reading
Index
About the Author
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Introduction
Welcome to Diversity, Equity, and Inclusion For Dummies. As I write this, the timing for this book couldn’t be more perfect given the predictions about the workplace of the future. I can’t tell you what an honor is to write the first-ever book of this type in this series. I’m Dr. Shirley Davis, and I’ve spent over 30 years in Human Resources and as a Chief Diversity and Inclusion Officer, a corporate executive, and now a global workforce consultant. I believe that all my experiences (both professional and personal) have prepared me to contribute this body of work.
Since the 2010s, the global workforce, marketplace, and communities have undergone significant demographic shifts, making workplaces more diverse than ever before. And research reveals that this trend will continue. Diversity, equity, and inclusion have taken a front seat for organizations seeking to capitalize on new talent — more women, greater ethnicity, five generations, and different abilities, backgrounds, experiences, thinking styles, beliefs, and ways of working — and build world-class cultures. They recognize that in order to attract, engage, and retain top talent and new customers, clients, and members, they must have strong leaders who can work effectively across differences, and they must foster a work environment where all talent enjoys a sense of belonging and inclusion and has an equal opportunity to succeed.
Most organizations aren’t there yet, though, and most leaders still aren’t comfortable or knowledgeable about diversity, equity, and inclusion. Transforming a rigid, hierarchical, and homogeneous culture to a world-class one can take years. The same goes for developing inclusive, first-rate leaders. But you can get there with intentionality and a commitment of time, effort, and resources. And trust me; this new generation of top talent is demanding it.
So leaders at all levels (from the boardroom to the C-suite to the mid-level supervisor) have a unique opportunity right now to embrace these new realities. You can begin by first developing the skills, competencies, and behaviors needed to lead effectively across differences. Then you can start implementing the proven strategies that position your organization to be an employer of choice and a great place to work and do business.
About This Book
Diversity, equity, and inclusion (DEI) work can’t be a nice thing to do or a check-the-box exercise that provides a temporary fix until the cameras go away and the noise is quieted. True and sustainable culture transformation requires bold, innovative, and courageous leadership, long-term commitment, and accountability.
Diversity, Equity, and Inclusion For Dummies is the one-stop resource guide you need to get a comprehensive understanding of what this work is all about, how it contributes to the organization’s success, what your role is as a leader, and how to implement DEI in every area of your organization. In this book, I explain everything from the common terminology to the continued evolution of DEI to how the demographics continue to change, plus strategies for tasks like the following:
Sourcing and recruiting diverse talent and growing the skills to lead a diverse workforce
Assessing your organization’s current culture and cultivating and sustaining one of inclusion, equity, and belonging
Making the business case for DEI and addressing the obstacles to DEI
Aligning DEI with your strategic priorities and creating a DEI strategic plan
Measuring the success of your DEI efforts
Launching DEI councils and employee resource groups
In this book, I share from my 30-plus years of experiences, proven strategies, and results achieved as a human resources veteran and a former chief diversity, equity, and inclusion officer for several large global organizations. I also share from a personal perspective as someone who personally experienced being marginalized, oppressed, discriminated against, overlooked, and undervalued in my rise to the C-suite. And what I’ve come to realize is that my stories are still the reality for so many workers today who report that they’re experiencing these same things in their workplaces and from their leaders.
I also understand the value of building a diverse team and capitalizing on the different perspectives, experiences, and talents of that team (to which I dedicate Chapter 11). So I modeled this mindset and sought out three other DEI thought leaders, researchers, and educators to contribute to this body of work so that it offers even broader and more comprehensive tips, strategies, and proven practices.
One person, whom I’ve known and worked with in DEI and implicit bias for ten years, brings a unique perspective as a young, white, gay, male educator and consultant who grew up all over the world as the child of a military family. Another contributor identifies as an African American, cisgender, heterosexual, Christian. She holds a PhD and is a college professor and practitioner of leadership development, DEI, and HR, and she came highly recommended through my network. And so did my third contributor, a 70-year-old, white, Jewish, LGBTQ woman from the Bronx in New York. And because of this diverse team of contributors, the final product is much better.
This book contains answers to the many questions that leaders ask and the plethora of concerns and misnomers that exist, and it demystifies DEI to make it practical, understandable, and implementable. It speaks directly to middle managers and leaders at the top who may not have the title of chief diversity and inclusion officer but do have the responsibility to lead diverse teams; recruit, hire, and develop diverse talent; serve diverse customers; and foster a welcoming, inclusive, and high-performing workplace culture. In other words, all leaders at all levels can benefit from this book.
What this book isn’t: It isn’t meant to represent the views, experiences, and practices of all DEI thought leaders around the world. That’s the point of this book and the beauty of this work. Everyone brings different lenses, models, frames of reference, and unique experiences that inform their decisions. This book is also not designed to be a prescription for implementing the strategies and tips in the same way. Every organization is at (and in) a different place, working at a different pace, and has varying degrees of resources, complexities, and levels of commitment. Therefore, this book isn’t a one-size-fits-all reference guide. Use to find information, ideas, and guidance for where you are and to help you get to where you want to go on your DEI journey. This book is only one source; I refer to many others throughout the book that can supplement your development.
I also want to quickly point out a few things that may help you better navigate and use this book:
Whenever I introduce a new important term in a chapter, I place it in
italics
and follow with a quick definition or explanation.
Keywords and action steps in lists appear in
bold.
Sidebars (look for the gray shaded boxes) feature content that is interesting and informative but not essential to your understanding of a topic. If you’re wanting to get in and out quickly, you can safely skip them.
Foolish Assumptions
I know what they say about making assumptions, but for the sake of this book I did make a few of them so that I could best serve your needs. I assumed the following:
You’re working at an organization in a manager or leader role.
You recognize that the world of work is changing demographically, and you want to better understand it.
You have little or no knowledge and experience in leading DEI initiatives and want to pick up the fundamentals.
You may have reservations and discomfort about DEI. You may even wonder why it’s getting so much focus.
You want to develop into a more effective and inclusive leader.
Icons Used in This Book
Throughout this book, you find icons that help you pick up what I’m laying down. Here’s a rundown of what they mean:
This icon alerts you to helpful hints. Tips can help you save time and avoid frustration before, during, and after your transition out of the military.
This icon reminds you of important information you should read carefully.
This icon flags actions and ideas that may cause you problems. Often, warnings accompany common mistakes or misconceptions people have about the transition process.
Beyond the Book
This book contains lots of ideas, strategies, checklists, tools, resources, references, best practices, and other sources that give you more than enough to work with. But there’s more! It includes an online Cheat Sheet that provides guidance and tips for spotting and dealing with common DEI barriers, a list of questions to test your cultural competence, and ways to help employee resource groups (ERGs) success so that they can, in turn, help aid your DEI efforts. To access this handy Cheat Sheet, go to dummies.com and type Diversity, Equity, and Inclusion For Dummies Cheat Sheet in the search box.
Additionally, if you, your team, or members of your organization need DEI training, coaching, a keynote speaker, or consulting on any of the processes I share in this book, or want to obtain a certificate in DEI, you can access information on my website at www.drshirleydavis.com. You can also access a number of free resources as well.
Where to Go from Here
I hope reading this book make you more informed and inspired to become an inclusive leader. I hope that it answers questions you have, clears up any confusion about DEI, and gives you a greater appreciation for the complexity and necessity of this work.
This book isn’t linear, so how to move forward depends on you and where you are. But Chapters 1 and 2 will get you off to a great start; they set the foundation for really understanding DEI. Feel free to use the Table of Contents to skip around and use the book to meet you right where you are. One day you may need to know how to establish a DEI Council. If so, go to Chapter 14. Another day you may need to know how your organization goes about hiring a more diverse talent. Head over to Chapter 9. And when you want to know how to articulate the business case for DEI refer to Chapter 4.
You’re not expected to become a DEI expert. There are those of us who hold that title. Nor do you have to hold a DEI title in order for you to do great DEI work in your organization. I do hope you sharpen your skills and apply what you read here so you can help those experts help you. Take the time to internalize the information. Be honest with yourself, but also cut yourself some slack. Realize that DEI is a learning process and a journey, and you won’t get it right overnight. Make a commitment to change some behaviors and attitudes along the way that you know could be wreaking havoc on an employee’s experience. Strive to be that leader that everyone wants to do their best work for because they feel valued, respected, and included.
Part 1
Getting Started with Diversity, Equity, and Inclusion
IN THIS PART …
Examine how diversity, equity, and inclusion have evolved from a nice-to-do and compliance-driven activity to being a key driver for achieving a competitive advantage. Explore common terminology and the multiple dimensions of DEI.
Uncover the changing workforce demographics and their effects in the workplace.
Recognize the skills and competencies that every leader should have in order to lead the new generation of talent.
Describe the business case for DEI and the many benefits it offers in the workplace.
Identify the benefits and logistics of hiring a chief diversity, equity, and inclusion officer.
Chapter 1
Understanding the Fundamentals of Diversity, Equity, and Inclusion
IN THIS CHAPTER
Bringing a new focus on DEI work
Looking at the history of diversity and inclusion in the workplace
Understanding the meanings of and relationship among diversity, equity, and inclusion
Becoming familiar with other important terms related to DEI initiatives
If you chose to pick up this book, chances are you realize that the workforce is changing, and if you want to remain relevant, competitive, and successful, you and your organization must change too. By now, you’ve seen or heard how the demographic shifts have already reshaped the workplace, and you recognize that as a leader you must embrace and value diversity more readily, adopt new ways of thinking and working with people who are different from you, and assess your own attitudes and behaviors that can impede workers’ experiences. Likewise, organizations recognize that they must foster the kind of work environment that attracts top talent and creates a safe, respectful, and inclusive culture where all talent can succeed and where people want to stay.
This is not a passing fad. The work of diversity, equity, and inclusion (DEI) has been evolving over the past 40 years and continues to expand today in terminology, practices, strategies, and its effects. As such, no one can tout that they know everything there is to know about DEI. I have been in this work for more than 30 years, and I’m still learning new things today. What I can surmise from my experience is that every leader is at a different stage and phase of this work. I’ve met people who have been on the journey as long as I have and still feel ill-equipped. They’ve had stops and starts along the way but need to go deeper. I’ve met some who just recently started their journey (as a result of the George Floyd murder), and they ask the question, “Why didn’t I see this before?” referring to the history of inequities, social injustice, and the many aspects of diversity. I’ve met people who have been advocating and practicing this work for decades and still believe there is a long way to go. And yes, I still meet people who don’t see the value of DEI work and believe that it’s a distraction in the workplace, and that they have no role to play in implementing it. And this is part of the journey as well. We all see the world differently based on our own upbringing, experiences, beliefs, and values. What’s interesting is that I also work with organizations and clients whom I find at these exact phases and stages too.
Re-Shifting the Focus to Diversity, Equity, and Inclusion Work
I write this book at a time when the world is facing some of the most unprecedented and disruptive events in modern history. Throughout 2020 and 2021, life as the world knew it changed dramatically because of the COVID-19 global pandemic. In early 2020, in a matter of weeks and with little time to prepare, schools were forced to shut down, sending millions of kids home to learn entirely virtually. Businesses were required to close offices and send employees home to work; many companies went out of business permanently, leaving millions of people without a paycheck. All public modes of transportation, such as air travel, transit railway systems, taxis, and rideshares, experienced record-low ridership. And the list goes on. Daily life had been upended in ways that were unexpected and unlike anything people had ever experienced.
You may ask “What does this global pandemic have to do with diversity, equity, and inclusion?”
A lot. Contrary to earlier assertions that COVID-19 was the great equalizer, it turned out to be the great revealer. It exposed and exacerbated longstanding and widespread disparities and inequities in healthcare, education, employment, and socioeconomics. Here are just a few examples:
When the world had to shelter in place and work from home, those most affected with job loss were essential workers (Black and brown people, and women) whose jobs couldn’t be performed remotely (for example, workers in restaurants and hotels, bus drivers, cleaning personnel, warehouse and manufacturing workers, and so on). And a lack of resources, such as Internet/Wi-Fi or a computer, had an adverse effect on others’ ability to work from home or for their children to learn virtually.
Caregiving responsibilities brought on by school and childcare closures and an increased need to care for sick and elderly family members fell mostly to women. Additionally, women were far more likely than men to be furloughed or terminated altogether.
Black and brown people were also some of the demographics hardest hit by the pandemic, with higher death rates due to disparities in access to healthcare and treatment.
Poverty levels rose significantly during the pandemic, exposing food shortages around the world. Nearly 1 billion people in the world went hungry in 2020, according to the UN report on the
State of Food Security and Nutrition in the World.
While the global pandemic was devastating millions, another major event of 2020 that I believe will go down in the history books as a tipping point and defining moment in DEI work was the murder of George Floyd. The world watched this unarmed Black man in Minneapolis, Minnesota, being murdered at the hands (or in this case, the knee) of a white police officer on May 25, 2020. With much of the world under stay-at-home orders and able to watch the news coverage replay it over and over for weeks, the event sent shockwaves and launched protests reaching all seven continents.
For me and my DEI colleagues who have been in this work for a long time, we felt the sense of urgency like never before. It was as if we had been thrust to the front lines overnight. For years, we had been hoping for senior-level officers to place a greater focus/priority on DEI work because we observed too many companies becoming complacent; reverting to old ways and habits of being exclusionary and oppressive; and showing a blatant disregard for diversity, equity, and inclusion. We saw how divided and polarized the world was becoming, and our hearts were breaking while wondering whether the years of implementing DEI strategies were all in vain.
But nothing could’ve prepared us for how this re-shifting would happen. George Floyd’s murder, along with those of several other unarmed Black people that occurred just a few months earlier (such as Ahmaud Arbery and Breonna Taylor in February and March, respectively), received international news coverage. It changed our collective focus and raised the national consciousness to the racial inequalities, biases, and prejudices that have existed throughout history. Immediately following the murder of George Floyd, my firm and many others in DEI consulting were inundated with requests to consult with CEOs, presidents, and public relations and communications directors on crafting both public-facing and internal statements of commitment (and recommitment) to fighting injustices and inequities and creating cultures of inclusion and belonging.
My team and I conducted well over 100 listening sessions, focus groups, and staff town hall meetings within a ten-month period and administered countless inclusion and engagement surveys, DEI audits, and training programs on a range of topics such as DEI fundamentals, implicit bias, how to have courageous and impactful conversations, recruiting and building a diverse pipeline, building cultural competence, and cultivating cultures of inclusion and belonging. And for many of us, the demand hasn’t slowed down.
And I anticipate that it won’t, given the current and impending challenges we face. Leaders around the globe are grappling with the mental toll, the psychological trauma, and the stresses and fatigue felt by workers at all levels. And these effects from the COVID-19 pandemic, the exposed injustices and disparities, and the uncertainty of the economic recovery will be felt for years to come. Additionally, this book is timely and relevant (and, I would add, overdue) with the expected demographic shifts over the next decade, the complexities of working in a global marketplace, the continued advancements in technology that are redefining the way people work, the new kinds of skills that will be needed, and the ongoing war for top talent.
Re-shifting focus to diversity, equity, and inclusion work in times like these not only makes good business sense but also is necessary for creating a new and better world — one that recognizes humanity, celebrates diversity, and makes equity and inclusivity the reality. Diversity, equity, and inclusion should be a priority in every organization and a required responsibility of every leader.
Understanding the History of Diversity and Inclusion in the Workplace
Diversity, equity, and inclusion work isn’t new. Human and civil rights movements and laws date back centuries, but understanding the historical context and the many ways that it has evolved over the years is important. This section brings to light the historical societal events that have greatly influenced the diversity, equity, and inclusion shift in the workplace and other institutions.
The Magna Carta (1215), the English Bill of Rights (1689), the French Declaration on the Rights of Man and Citizen (1789), and the U.S. Constitution and Bill of Rights (1791) are the foundations of a long history of the fights for human and civil rights. When they were originally translated into policy, they excluded women, people of color, and members of certain social, religious, economic, and political groups. The Universal Declaration of Human Rights (UDHR) was adopted by the 56 members of the United Nations in 1948, establishing human rights standards and norms.
Since then, more historical events have significantly influenced civil and human rights across the world. In turn, they’ve brought about awareness to the importance of diversity and inclusion practices in the workplace and beyond:
1960 — Sharpeville Massacre (South Africa):
In Sharpeville, South Africa, police fired on a group of Black people participating in an anti-apartheid demonstration without provocation.
1963 — March on Washington (United States):
Dr. Martin Luther King Jr. delivered his world-famous “I Have a Dream” speech at the March on Washington. In the speech, Dr. King called for civil and economic rights and an end to segregationist policies and racist acts.
1964 — United States Civil Rights Act (United States):
This landmark policy put into law the prohibition of discrimination based on race, color, religion, sex, or national origin. It also banned racial segregation in schools, employment, and public entities and unequal voter registration requirements. This act has been amended to include those with disabilities and the LGBTQ community.
1965 — Executive Order 11246 (United States):
This order signed by U.S. President Lyndon B. Johnson became a key milestone in a series of federal actions aimed at ending racial, religious, and ethnic discrimination. Also known as Affirmative Action, it protects the rights of workers employed by federal contractors to remain free from discrimination on the basis of their race, color, religion, sex, sexual orientation, gender identity, or national origin and opens doors of opportunity through its affirmative action provisions.
1965 — United States Voting Rights Act (United States):
This law prohibits racial discrimination in voting, as well as acts that prohibit a person’s ability to vote.
1965 — United Kingdom Race Relations Act (United Kingdom):
This act was the first kind of legislation in the United Kingdom to ban discrimination on the basis of color, race, and ethnic and national origin.
1969 — Stonewall Riots (United States):
In response to a police raid at the Stonewall Inn (a gay club in New York City), members of the LGBTQ+ community held a number of violent protests.
1976 — Soweto Uprisings (South Africa):
Black schoolchildren held protests in response to the government’s announcement that schooling would take place in Afrikaans, the language based on that of South Africa’s European Dutch settlers.
1987 — publication of
Workforce 2000
(United States):
Among this book’s predictions was that the future U.S. labor force would include more women and underrepresented groups. Many experts used it as the impetus for creating and making a business case for diversity training.
1994 — Don’t Ask, Don’t Tell (United States):
This U.S. military policy prohibited gay, lesbian, and bisexual people from openly serving in the military. In 2011, this policy was dismantled.
2006 — Civil Union Act (South Africa):
This South African law established legal civil unions for same-sex marriage and civil unions for unmarried opposite-sex and same-sex couples.
2013 — Marriage Act (United Kingdom):
Established legal same sex marriage in England and Wales.
2015 — Equal Marriage Act (United States):
The U.S. Supreme Court legalized same-sex marriage in 50 states and required that all states recognize out-of-state same sex marriage licenses.
2020 — Crown Act (United States):
This law prohibits discrimination against hairstyles and textures in the state of California.
2020 — George Floyd murder (United States):
George Floyd, a Black man, was murdered by a white police officer who held his knee on George Floyd’s neck for more than nine minutes, cutting off his ability to breathe. This event triggered massive outrage, outcries, and international protests for social justice reform and for greater equity and inclusion.
The laws (from various countries across the globe) have evolved in a sequential process from basic human and civil rights to matters of compliance and then the moral and social imperative. As this book explores, organizations’ policies and practices related to DEI matters tend to follow a similar evolutionary process. This similarity leads to a universal experience for diversity, equity, and inclusion programs: They’re normally initiated with awareness and affinity programs, followed by the establishment of the business case for diversity practices. Keep in mind the local, regional, and national laws vary depending on your location.
Also consider that these social movements, those of the 1960s especially, strived more for racial and gender equality, but not within the specifics of diversity, equity, and inclusion. Therefore, examining these terms (as I do in the following section) and how they’ve evolved into workplace standards and benchmarks is important.
Defining Diversity, Equity, and Inclusion
Considering the social and political climate since 2011, diversity, equity, and inclusion are now terms that are part of the vocabulary of business, educational, and political systems. But the conversation surrounding DEI has become quite muddled because people often use the terms interchangeably without specifying each term’s own unique identity. Like most, you may ask these common questions: “Are these terms one and the same?” “How different and similar are they?” “What do I really need to know and do about DEI?”
I address these questions and concerns throughout this chapter and the book. But in the following sections, I discuss and define the relationship between diversity, equity, and inclusion.
Diversity
Simply put, diversity is the collection of unique attributes, traits, and characteristics that make up individuals. They include values, beliefs, experiences, backgrounds, preferences, behaviors, race, gender, abilities, socioeconomic status, physical appearance, age, and so on. Some of these traits are visible, and many others are invisible.
For decades, I’ve been defining diversity as being comparable to an iceberg (see Figure 1-1). Scientists say that 90 percent of what makes up an iceberg is invisible or below the waterline, and only 10 percent is above it. Think about diversity. People can only see about 10 percent of visible traits that make you diverse. The rest is invisible (beneath the surface). Sometimes you can see the diversity, and sometimes you can’t.
Diversity also has different meanings within various cultural contexts. For example, the U.S. perspective of diversity suggests all the various ways you can see or describe people. But in some European countries, diversity leans more toward gender differences. In Middle Eastern countries, diversity often speaks to religious beliefs.
Courtesy of Dr. Shirley Davis
FIGURE 1-1: Just like an iceberg, most diversity traits are below the surface.
Generational differences are also a key component of diversity. Much like people born within the same time frame share so many coming-of-age experiences (such as music), generations tend to understand and view diversity similarly as well. For example, Generation X (born between 1965 and 1981) and baby boomers (born between 1946 and 1964) lean toward describing diversity in terms of race, gender, and ethnic background. On the other hand, millennials (born between 1981 and 1996) think of diversity beyond demographics to the manner in which people think, learn, and have various experiences. I talk more about generational diversity in Chapter 2.
Multiple dimensions of diversity
In 1990, well-respected diversity pioneers Marilyn Loden and Judy Rosener developed a framework for thinking about the different dimensions of diversity within individuals and institutions. Depicted as concentric circles, their diversity wheel has been used in many different ways to encourage thinking about values, beliefs, and dimensions of identity for people and organizations. It defines the various dimensions of diversity, dividing them into four layers:
Dimension 1 — Personality:
Openness, conscientiousness, extraversion, agreeableness, neuroticism
Dimension 2 — Internal/Primary Dimensions:
Age, gender, sexual orientation, physical ability, ethnicity, race
Dimension 3 — External Dimensions:
Geographic location, income, personal habits, recreational habits, religion, educational background, work experience, appearance, parental status, marital status
Dimension 4 — Organizational Dimensions:
Functional level, work content field, division/department/unit/group, seniority, work location, union affiliation, management status
At the core of these concentric circles is personality — the innately unique aspect that gives each person their own particular style. This core aspect permeates all other layers. Moving out from that center are the internal factors, the primary dimensions of diversity. These aspects are the ones you have little or no control over. The next level, secondary dimensions, is made up of external, personal, and societal influences. The fourth dimension encompasses organizational influences such as the type of work you do, your level in the organization, seniority, and so on.
I hope what you take away from this framework is that it represents who we are from our core dimensions and those that cannot be changed, to those dimensions that we develop over time. This leads to our assumptions, drives our own behaviors, and ultimately impacts others. So, the better we understand ourselves and others, the more effective our interactions and decisions will be.
Equity
Although “equity” and “equality” sound similar, they aren’t the same; consider them related, like cousins but not siblings.
Equity practices cast a very broad net. For example, the U.S.-based Government Alliance on Race and Equity stresses that “equity is about fairness, while equality is about sameness.” In other words, equality is concerned with treating everyone the same, while equity offers the opportunity for assistance so that everyone has a just and fair chance to be successful. Figure 1-2 illustrates this concept.
A democracy assumes that every member of that society has the ability and right to be successful. But the reality of society brings economic, social, and political differences into play along with privilege and exclusion, and these factors can lead to unequal or unattainable access to achieve success. That’s why equity practices are crucial.
Although the terms equity and equality may sound similar, implementing one versus the other can lead to dramatically different outcomes for marginalized or underrepresented people. Here’s how I define them. Equality is defined as each person or group of people being given the same resources or opportunities. On the other hand, equity recognizes that each person has different circumstances and allocates each the exact resources and opportunities they need to reach an equal outcome.
Batshevs/Shutterstock
FIGURE 1-2: Equality versus equity.
In Figure 1-2, you see three people who have unequal access to a system — in this case, the tree that provides fruit. With equal support from evenly distributed resources, their access to the fruit is still unequal. The equitable solution, however, customizes the resources that each person needs to access the fruit, leading to positive outcomes for both people.
The tree appears to be a naturally occurring system, but social systems aren’t naturally inequitable. They’ve been intentionally designed to reward specific demographics for so long that the system’s outcomes may appear unintentional but are actually rooted discriminatory practices and beliefs. In order to restore the historical injustices of society (which I discuss later in the chapter) equity is essential for those marginalized individuals to gain access to opportunities once denied.
Employing equity practices involves bridging gaps between minority and majority groups in organizations. Keep in mind that equity looks different in each organization; however, it occurs when there is a level playing field that enables all talent to enjoy the same opportunities to thrive. Equity practices consider what’s important to a specific workforce. For example, one equity practice may focus on professional development (mentorship programs, scholarships, bonus distribution) and another on providing opportunities for promotion and growth (succession pipelines).
Equity is the process, and equality is the outcome. In other words, equity is essential to achieving true equality.
Inclusion
I describe inclusion as the degree to which an employee perceives that they’re a valued member of the work group and encouraged to fully participate in the organization. At the base level, diversity efforts are concerned with representation of various groups; however, don’t confuse that with creating an inclusive environment.
You can have diversity and not have inclusion. Diversity just is. Diversity is the human aspect, and everyone is diverse. But inclusion is the environment and the atmosphere people experience and work in. And that’s where the work continues. Recruiting and hiring top diverse talent isn’t enough; you must create an inclusive work environment where those people feel valued, respected, and treated fairly and have equal opportunity to succeed.
Think about DEI as a continuum with inclusion as the final phase toward sustainability and business outcomes. In the workplace, diversity without inclusion fails to attract and retain diverse talent and doesn’t encourage diverse employees to bring their full selves to work, thereby failing to motivate their participation and do their best work.
In short, diversity is easier to measure because humans in all varieties merely exist; however, inclusion is a practice. Diversity can and has been legislated in various policies throughout various locations and organizations. Inclusion often results from a commitment to practicing this type of behavior.
Diversity, equity, and inclusion
The definitions in the preceding sections show that the relationship among diversity, equity, and inclusion is complex and nuanced.
Simply summarized, diversity is the “who,” equity is the “how,” and inclusion is the “what.”
A diverse organization isn’t automatically an inclusive one, and an inclusive organization isn’t automatically an equitable one.
Recognizing diversity, equity, and inclusion as separate and complex, though related, concepts is an important step for leaders to achieve a diverse, equitable, and inclusive workplace culture. Leaders need to understand that diversifying a workforce doesn’t automatically result in new hires’ feeling welcome, which suggests that inclusion should be a goal that organizations assign resources to. And their focus on equity needs to be based on the knowledge that not all employees or potential employees have access to the same resources and that they should structure strategies and resources accordingly.
When all employees are valued and invited to participate fully, they’re empowered to bring their best work to the table. Leaders who have an understanding and awareness of the complexities and various elements of diversity, equity, and inclusion are better equipped to recognize and address the gaps that exist within their organizations.
Breaking Down Other Key DEI-Related Terms
In this section, I cover some key terms essential to DEI work. I say “key terms” because I could turn this entire chapter into a glossary, but for the sake of your role as a leader/manager, I just detail the common vocabulary to give you a working knowledge of DEI.
Note: Since 2015, I’ve been selected as one of more than 100 DEI global experts on the revised editions of the Global Diversity, Equity, and Inclusion Benchmarks (GDEIB), and we all weighed in and adopted many of the definitions I share in the following sections. I talk more about the GDEIB in Chapter 6, where I outline how to assess your organization’s current culture.
Ability and disabilities
Equal and fair opportunities should be made to all employees regardless of ability. However, disability diversity isn’t often widely discussed within the DEI conversation. Employers have indicated the anticipated (not actual) costs of adapting the workplace for a differently abled individual as the main barrier to hiring differently abled (disabled) people. Researchers have found that this assumption is really a result of unconscious bias. I discuss unconscious bias later in the chapter, but first I want to give you a clear understanding of the definition of disability.
The World Health Organization (WHO) defines disability as an umbrella term that covers impairments, limitations, and restrictions on participation. It distinguishes an impairment as “a problem in body function or structure,” a limitation as a “difficulty encountered by an individual in executing a task or action,” and participation restriction as “a problem experienced by an individual in involvement in life situations.” Ability refers to one who has the “skills to complete a task, or activity,” so disability can affect how well a person can do any task related to their job.
So the term disability is more complex than simply physical health. Today, WHO estimates that over 1 billion people (15 percent of the world’s population) lives with a disability, and this number continues to rise. Almost everyone will temporarily or permanently experience disability at some point in their life.
In the United States, the Americans with Disabilities Act (ADA) prevents companies from discriminating against people with disabilities in employment decisions. But hiring is only the first step; businesses also need to create a work environment that makes reasonable accommodations for people with disabilities so they can perform the essential functions of the job.
All countries who are a part of the United Nations have also adopted laws and acts to protect people with disabilities as their contributions toward the achievement of the Sustainable Development Goals (SDGs) and the pledge of the 2030 Agenda for Sustainable Development to “leave no one behind.”
Belonging
Belonging is a fundamental human need — the desire to feel a sense of security, safety, and acceptance as a member of certain groups. Belonging is what allows employees to feel like they can be their authentic selves without fear of punishment or without having to cover up and be someone they’re not. Workers report that when they feel belonging, they can be more productive.
If this definition sounds a lot like the ones I introduce for diversity and inclusion earlier in the chapter, keep in mind one of the mantras that DEI professionals use to distinguish the three:
Diversity is having a seat at the table; inclusion is having a voice; and belonging is having that voice be heard.
BIPOC
The term BIPOC gained a lot of traction and visibility over social media following national protests for social justice and equity in 2020-2021. The term describes any group of people native to a specific region — people who lived in a given region before colonists or settlers arrived. It’s used to acknowledge that not all people of color face equal levels of injustice.
BIPOC stands for Black and Indigenous People of Color and is pronounced “by-poc.” Here’s a breakdown:
Black
can refer to dark-skinned peoples of Africa, Oceania, and Australia or their descendants — without regard for the lightness or darkness of skin tone — who were enslaved by white people.
Indigenous
refers to ethnic groups native to the Americas who were killed en masse by white people.
People of color
is an umbrella term for nonwhite people, especially as they face racism and discrimination in a white-dominant culture.
Implicit bias
Bias is a tendency or inclination that results in judgment without question. Often, biases are unreasoned and based on inaccurate and incomplete information. Everyone has bias. It’s part of the human makeup; you need bias to protect you from danger. Biologically, people are hard-wired to prefer people who look like them, sound like them, and share their interests. But when left unchecked, biases can have a negative impact in every interaction.
Implicit bias (also referred to as unconscious bias) is an unconscious opinion, positive or negative, that you have about a group or person. Implicit biases are the attitudes or stereotypes that are taught and developed early in life, and they strengthen over time, affecting your understanding, actions, and decisions without your knowing it.
With the vast amount of diversity that makes up the global workforce — including more women, people of color, LGBTQ people, veterans, introverts and extroverts, immigrants, people with different abilities/thinking styles/personalities, and people from five generations, to name a few — the level of complexity and potential conflicts that can arise from unconscious bias is sure to increase. Leaders make decisions in the workplace every day, from sourcing to promotions to creating business strategy and beyond. Whether they recognize it or not, implicit bias enters into every one of these decisions.
To find out more about implicit bias, as well as other types of biases and how you can deal with them, head to Chapter 15.
Intersectionality
Intersectionality refers to complex ways in which people hold many marginal group affiliations at the same time. These identities can combine, overlap, or intersect in a person or group, resulting in multiple, interdependent systems of discrimination or oppression (for example a Black woman, a poor indigenous person, or a gay person with a disability). Thus, the intersectional experience of one person or group is greater than the sum of the individual forms of discrimination or disadvantage.
Isms and phobias
In simplest terms, isms are forms of oppression and discrimination.
Following are some of the most common isms:
Ableism:
Discrimination or prejudice against people with disabilities
Ageism:
Prejudice or discrimination on the grounds of a person’s age
Classism:
Prejudice against or in favor of people belonging to a particular social class
Heterosexism:
Discrimination or prejudice against non-heterosexual people based on the belief that heterosexuality is the only normal and natural expression of sexuality
Racism
: Prejudice, discrimination, or antagonism directed against a person or people on the basis of their membership in a particular racial or ethnic group, typically one that’s underrepresented or marginalized
Sexism:
Prejudice, stereotyping, or discrimination, typically against women, on the basis of sex
A phobia is an unreasonable or excessive fear or hatred of something or someone. While there are many phobias, several are specific to diversity, equity, and inclusion. Examples include:
Homophobia:
Dislike, fear, or hatred of or discomfort with people who are attracted to members of the same sex
Transphobia:
Dislike or discrimination against trans people or gender nonconforming people because of their gender identity
Xenophobia:
Dislike of people from other countries or anyone deemed “foreign” because of their immigrant or visitor status
Islamophobia:
Dislike or hatred against anyone practicing or perceived to be a practitioner of Islam because of their religious affiliation
COMBATING FEELINGS OF LOSS AND FEAR AROUND DEI
Loss and fear are often at the core of people’s feelings around DEI practices. It’s the fear that those who benefit from majority-favoring practices and white privilege will lose out on success. But these fears are unfounded. Actually, one workplace leader I know stated that “fear of the unknown could be standing in the way of the success of DEI practices.” One thing to note is that diverse employees recognize that their white counterparts aren’t responsible for the years of inequity experienced by people of color and other underrepresented categories of people, but these white counterparts can be allies to help dismantle those inequitable systems. However, everyone has to recognize that everyone has to participate in the conversation about DEI (that means including white men).
All people experience fear; it impacts everyone, and therefore everyone needs to be engaged in the DEI conversation. Women, people of color, disabled people, and the LGBTQIA+ community fear mistreatment, prejudice, and continued marginalization. White men, especially, fear living and working in a society where they’re no longer the majority. Millennials fear not being respected because of their age. This aspect of humanity can serve as a connection point to help level the playing field in the workplace.
Belief in these many isms and phobias influence our biases in our everyday life, including the workplace. Recognizing and understanding these beliefs is an important step in our DEI journey so that we become aware of what not to do and what to do more effectively.
LGBTQIA+
(Adapted from Human Rights Campaign’s and Catalyst’s Glossary of Terms)
An initialism for the community of people who identify as lesbian, gay, bisexual, transgender, queer or questioning, and any other sexual or gender minority. People often refer to the I as “intersex” and the A as asexual. Some of my colleagues also use the IA to refer to inclusion allies.
The plus symbol (+) at the end of the initialism is significant because it’s a symbol of all things on the gender and sexuality spectrum that have yet to be described or defined. As conversations around sex and gender spectrums continue to evolve, new terms will emerge and become prevalent in this space.
Originally, the first four letters of the LGBTQIA+ initialism were commonly used to group various sexual and gender minorities. Although it was first considered an evolution toward inclusion, these four letters proved to be limiting to individuals who didn’t identify as lesbian, gay, bisexual, or transgender.
You can refer to the Human Rights Campaign (HRC; hrc.org) to remain up to date on terms and resources related to LGBTQ issues.
Other LGBTQ terms include the following:
Sex:
Biological classification of male or female based on reproductive organs and functions.
Lesbian:
Women and nonbinary people who are attracted to women may use this term to describe themselves.
Gay:
Men, women, and nonbinary who are attracted to people of the same gender may use this term to describe themselves.
Bisexual:
