Category: empowering employees

Aren’t we fed up with the optics of diversity?

lettersnatcher3 Comments

Over two decades ago, I was cast into the optics of diversity by accident. While working as an intern in a community college, my boss summoned me to participate in a group photo. I was new to the United States and in typical Indian fashion, I nodded my head. In a few minutes, I was part of a group picture and soon I was on the cover of a marketing catalog titled “Diversity Enriches Us All.”

I looked both Hispanic and Asian, a double whammy for the HR department. Yes, I was gullible and I didn’t even know what the purpose of the photograph was at that time!

Fast forward today, I see babies of all hues in advertisements, rich Indian ladies traveling in autorickshaws for American corporate ads and of course the “we should include this race in this advertisement” and the infamous “are we missing a color here?” advertisement.

Shortly after George Floyd’s death, corporate CEOs were scrambling for at least two weeks not knowing what to do as their eyes were always focused on the tickers earlier. The early adopters started issuing standard press releases to be first in line, the daring ones spoke out against the murder, aligned with anti-racist organizations, and the thoughtful ones kept on thinking without doing much.

In weeks we saw bright new advertisements including everyone.

A barrage of high profile diversity officer positions opened up and companies started publicly announcing their new chief diversity officers. In sacrosanct PR spaces reserved for new CEOs, chief diversity officers suddenly came to prominence.

The optics of diversity doesn’t serve any good for us. It’s lame and irrespective of what side you are on, it’s a waste of time, money and effort. Just like how diversity consultant Lily Zheng calls the business case of diversity a sinking ship, the optics of diversity is a temporary eyewash.

Sadly, everyone is following the bandwagon and reminds me of Everett Rogers theory: “Diffusion of innovations.” An old idea, the optics of diversity is being spread, influenced by the idea itself as it has seen a renewed sense of purpose and is being disseminated through communication channels over time in the social system we live in. The early adopters have started moving on fast, trying to make the optics of diversity an innovative idea that needs social recognition.

“Women and underrepresented minority employees drawn to a company by its diversity optics are blindsided by how different the reality inside the company is from the polished exterior they’ve been marketed,” writes Zheng.

In a report titled “Outcomes over optics: Building inclusive organizations,” consulting firm Deloitte reminds us of a simple fact: “Businesses that focus on maximizing the potential of each of their employees win in the market. From superior financial performance to improved talent retention and a greater capacity for innovation, when a firm brings together people with different backgrounds, skillsets, and mindsets, they achieve more.”

So, how can we focus on outcomes and not optics?

  1. Don’t waste resources on the optics of diversity. However small or big you are, focus on building culture.
  2. Leadership needs a Diversity 101 to build learning-centered organizations of lasting value, not organizations that worry about shareholder value.
  3. Every organization will have to pay a price to change its culture and this requires active participation from leadership.
  4. Inclusion takes time, but if every employee feels included and engaged, your business will prosper.
  5. Instead of fragmenting your workforce to meet the current societal climate, think long-term and try to unite people instead of looking at just their differences.

At the end of the day, remember, we are dealing with what acclaimed writer, Isabel Wilkerson says in her book “Caste: The origins of our discontents” “Color is a fact. Race is a social construct.” And, this social construct is over five centuries old.

The optics will not make a difference however hard we try. Instead, we as individuals should take responsibility for living inclusively.

References:

Diffusion of Innovations: https://www.amazon.com/Diffusion-Innovations-5th-Everett-Rogers/dp/0743222091

Lily Zheng: https://lilyzheng.co/the-business-case-for-diversity-is-a-sinking-ship/

Deloitte report: https://www2.deloitte.com/content/dam/Deloitte/ca/Documents/audit/ca-audit-abm-scotia-inclusion-outcomes-over-optics.pdf

Isabel Wilkerson: https://www.amazon.com/Caste-Origins-Discontents-Isabel-Wilkerson/dp/0593230256/ref=sr_1_1?dchild=1&keywords=caste&qid=1625681534&s=books&sr=1-1

Disclaimer

The views, thoughts, and opinions expressed in this article are my own and do not represent the opinions of any entity with which I have been, am now, or will be affiliated. Further, I make no warranty regarding the accuracy or effectiveness of my recommendations, and readers are advised to consult other advisors as well as their own judgments in making decisions.

Why is inclusion more complex than diversity?

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Companies with diverse workforces perform better financially and we can build a diverse workplace without achieving inclusion. Yet, inclusion remains an enigma, something very complex and hard to achieve. Why? Creating a sense of belonging, or a sense of “usness” requires complex behaviors on the part of both employees and leadership. Building a culture of inclusion within the workplace that respects each employee irrespective of their job title with dignity and acceptance is a hard task.

A study by HR.com “Workplace diversity and inclusion: Emerging awareness and best practices” surveyed over 450 HR professionals and found that companies can improve their D&I performance using the following steps:

  1. Train all employees and every level of leadership. Provide trainings in emotional intelligence (EQ), unconscious bias, supervisory skills, listening skills, problem solving and verbal communications.
  2. Focus on reliable data collection.
  3. Invest in employee engagement through social learning & collaboration.
  4. Leverage internal groups like Employee Resource Groups (ERGs) and build allyship programs to give more voice to underrepresented groups in your company.