Don’t look to people of color, those who identify as LGBTQ, or people with a disability to drive DEI in your organization. Having experienced exclusion isn’t the same as knowing how to fix it.
Do, allow people to self-select by interest level (not demographic). Then, train those people extensively in DEI before allowing them to run new programs.
Don’t be overly prideful about your company’s DEI efforts. Taking pride in the act of treating humans like humans is in itself an act of dehumanization.
Do admit that the company has previously not created an equitable environment at work for all employees who are willing and able to do the job and share the ways in which your company is fixing this oversight.
Don’t write policies to change employee behavior. Policies don’t change behavior. It’s the unwritten rules of true community culture that modulates the behavior of employees at work.
Do write policies to clarify rules associated with the behavioral changes that are created through unwritten rules.
Don’t delegate the process of employee learning to HR or managers. Top executives have to do their own learning as well.
Do encourage a critical mass of Sr. Leaders to do their own personal learning about equity, anti-racism, and inclusion.
Don’t copy what another company is doing to improve DEI. This is not a one-size-fits-all endeavor.
Do consider how you can build DEI into your company’s unique existing culture, company history, and specific company goals.
Don’t expect to set up your DEI program this year and have it be complete.
DEI will be an iterative process where you learn what works and what does not work for your company. You will make mistakes. DEI must be done in the spirit of continuous improvement.
Don’t expect to set up your DEI program this year and have it be complete.
DEI will be an iterative process where you learn what works and what does not work for your company. You will make mistakes. DEI must be done in the spirit of continuous improvement.
Don’t use hiring quotas to change the culture in your company.
Do teach employees how to recognize and understand equity and universal human respect so that great employees who have been marginalized elsewhere will feel a sense of belonging in your company.
Don’t try to embark on a harmonious and good-feeling program of diversity, equity, and inclusion.
Do accept that racism, exclusion, and non-inclusive professional standards are inherently painful and there is no way to overcome these problems without facing the truth of that pain.
Don’t wait for your leadership team to embrace a need for diversity and inclusion at work.
Do actively discuss your own personal journey toward understanding that DEI is critical to having a healthy and engaged workforce. Influencing others means that you lead by example and highlight those who follow.
Don’t rely on quotas or metrics to drive increased diversity.
Do use metrics to measure accountability over time. Vowing to hire 3 people of color in the next six months just forces a near-term outcome. Without creating a culture of inclusion, those three new hires are forced to work in an environment that may not be ready to treat them like the engaged and intelligent employees that they are.
https://www.linkedin.com/pulse/9-dos-donts-dei-nicole-gravagna-phd-she-her-