People walk past a graffiti reading 'United in diversity'
Reuters
Diversity, Equity, and Inclusion (DEI), the new corporate buzzword, has captured everyone’s attention in board rooms, human resource offices, strategies, communication and organisations. In a recent survey by Aon and NASSCOM, 95% of Indian companies expressed a strong desire for DEI to be integrated into their organisational values and culture. However, while the intent may appear straightforward, the crucial question remains: Are we taking the necessary and effective actions to actualise this commitment?
Initiatives like providing decent accommodation for Persons with Disabilities (PWDs), offering gender-neutral washrooms, and prioritising the hiring of women, transgenders and others in recruitment drives are important steps toward fostering DEI. Yet, they may not encompass the entirety of what true inclusion entails. True inclusion involves creating an environment where individuals from all backgrounds feel valued, respected, and empowered to contribute their unique perspectives and talents and provide psychological safety to all individuals. Inclusive policies and practices address systemic barriers and promote equal opportunities for all.
Organisations are implementing many flexible work arrangements to accommodate various needs, providing comprehensive diversity training, investing in assistive technologies and actively challenging biases and stereotypes within the workplace culture. These efforts create a culture where everyone feels comfortable being their authentic selves without fear of discrimination or bias.
Figuring out what is still missing needs measuring of DEI. Data collection is ubiquitous in every organisation. Even if a structured DEI function is not in place, you inevitably gather basic demographic information throughout various stages of the employee lifecycle, from recruitment to offboarding. This data, often overlooked, is more than mere statistics; it holds the key to understanding the intricacies of your workforce composition and dynamics.
Data underpins evidence-based DEI practices and interventions, propelling progress with precision and clarity. Through the integration of measurement and accountability, the framework empowers organisations to monitor advancement, make informed decisions grounded in data to shape DEI initiatives, evaluate their efficacy, and enforce executive responsibility for tangible results.
When it comes to effectively collecting and analysing DEI metrics, organisations must delve into three critical dimensions:
Understanding workforce composition: This involves understanding the demographic composition of the organisation across various dimensions such as gender, race, ethnicity, age, sexual orientation, disability status, and more. By examining diversity data, organisations can identify underrepresented groups and ensure equitable representation across all levels and departments.
Treatment of diverse groups: Beyond demographic representation, it is essential to assess the quality of interactions and experiences within the workplace. This includes evaluating inclusive behaviours such as respect, fairness, and equal employee opportunities. Are diverse voices heard and valued in decision-making processes? Are there instances of bias or discrimination that need to be addressed?
Employee experience: Ultimately, DEI efforts aim to create an environment where every employee feels a sense of belonging and connection to the organisation. Measuring employees’ feelings of belongingness involves assessing their satisfaction, engagement, and sense of inclusion within the workplace. Do employees feel supported and accepted for who they are? Do they have access to resources and opportunities for growth? Understanding employees’ experiences provides a firm pathway to identify barriers to inclusion.
Benefits of measuring DEI
Measuring DEI data is imperative for several reasons. Firstly, it allows organisations to pinpoint disparities in representation and opportunity among different demographic groups, thereby facilitating the identification and rectification of systemic biases to foster a more inclusive environment.
Secondly, it serves as a vital tool for tracking progress over time, providing a baseline for assessing the effectiveness of DEI initiatives and pinpointing areas for improvement.
Thirdly, data-driven insights enable informed decision-making by allowing organisations to tailor policies, programmes and resources to meet the diverse needs of their workforce, ultimately enhancing engagement and retention. Moreover, transparent reporting of DEI data fosters accountability within the organisation, holding leadership responsible for advancing DEI goals and cultivating a culture of transparency and accountability at all levels.
Finally, stakeholders expect organisations to demonstrate a commitment to DEI in an era of increasing diversity and social consciousness. Measuring and publicly reporting DEI data builds trust and enhances the organisation’s reputation as an inclusive employer of choice, thereby bolstering relationships with employees, customers, investors, and the broader community.’
Quantifying essential DEI metrics offers a systematic and objective approach to comprehending the intricate dynamics within organisations. This transcends subjective viewpoints and anecdotal evidence, furnishing a bedrock of empirical data. Such data underpins evidence-based DEI practices and interventions, propelling progress with precision and clarity.
Through the integration of measurement and accountability, the framework empowers organisations to monitor advancement, make informed decisions grounded in data to shape DEI initiatives, evaluate their efficacy, and enforce executive responsibility for tangible results.
Measurement of DEI is not merely an exercise in data collection; it is a critical tool for understanding, evaluating, and ultimately improving the fabric of our societies and organisations. As we forge ahead in the DEI maze, it’s crucial to acknowledge the indispensable role of data.
(The author is an inclusion specialist who teaches organisational behaviour and human resource management)