What Stands in the Way of Good DEI Work

🌈 Abstract

The article discusses the significant barriers and challenges faced in implementing effective Diversity, Equity, and Inclusion (DEI) work in the workplace, based on the author's experience working in DEI in Europe for the past seven years.

🙋 Q&A

[01] Barriers to Effective DEI Work

1. What are the common barriers that stand in the way of good DEI work?

• Lack of top-down support from the executive team, who may voice support but fail to remove blockers or get senior leaders on board to support the DEI team's work
• DEI roles reporting to mid-level managers within HR who have limited experience and understanding of DEI, and are not senior enough to be influential among senior leaders
• Lack of a clear strategic focus and framework, leading to reactive work and shifting priorities instead of a cohesive long-term strategy
• Difficulty in getting critical stakeholders throughout the company to prioritize and support the DEI team's work, without a direct mandate from the executive leadership
• Distractions and ad-hoc crisis management taking up a significant portion of the DEI team's time, leaving little room for strategic work

2. What is the impact of these barriers on the DEI role and the company?

• The DEI role feels like their work has no impact, leading to demotivation, burnout, and high turnover
• The company is perceived as not caring about DEI or making a "bad hire" when the DEI person leaves, even though the real issue was the structural barriers within the company
• This creates a cyclical problem where the company keeps hiring new DEI professionals, but the same issues repeat

[02] Recommendations for Overcoming Barriers

1. What does the author recommend for DEI professionals facing these barriers?

• Acknowledge that the company is not truly behind the DEI work, even if individual colleagues are passionate about it
• Realize that the role is not set up for success, and there is a low chance of doing anything impactful in the current environment
• Have a conversation with yourself to recognize that the structural issues within the company make it impossible to succeed, no matter who is in the DEI role