How to ensure that your DEI efforts result in long-lasting change

The business case for Diversity, Equity and Inclusion (DEI) for organisations is quite clear. Organisations that invest in DEI outperform their competitors, understand their market better and are more creative and innovative. With this business case in mind, organisations have measured their baseline status quo by means of surveys and HR statistics. They have started to allocate serious effort to DEI by setting up awareness initiatives such as unconscious bias trainings. However, several organisations still struggle with their DEI efforts due to how they measure. At Sia Partners, we have found that the incorrect measure approach results in four outcomes that impact the effectiveness of the DEI efforts of an organisation. Therefore, we have developed a diagnostic that ensures that the DEI efforts result in long-lasting change.

Multiple organisations measure employee perception and diversity statistics, indicating a need for change. Still, the data do not suggest how to do it, resulting in slow adoption and efforts that do not stick. An example applied to this is the use of an employee survey. First, different diversity dimensions (e.g., gender identity, culture) react to the statement: "I feel included". The outcome is that these groups do not feel included in the organisation. However, the survey does not provide what needs to change to create structural inclusion for these groups. Next, the diversity statistics indicate a low presence of diversity in the workforce, indicating a need to attract diverse talent. Nonetheless, the data do not offer what actions to take to attract talent and include them when not present. This is a non-actionable measurement approach.

Sia Partners has discovered that the non-actionable measurement approach results in four outcomes that impact the effectiveness of the DEI efforts of an organisation. We have summarised these below.

1. An incidental approach instead of a structural approach: Most times, DEI initiatives focus on different incidental initiatives. These initiatives focus on one department and do not fix cross-departmental root causes.
2. A narrow and exclusive focus on the behavioural part of culture change: Inclusive behaviour is essential for DEI efforts, but without tackling the root causes, structural biases, and exclusive privileges in underlying policies, processes and practices, the effect is limited.
3. Reactive efforts instead of proactive: Initiatives and surveys focus on addressing current issues of the current workforce without focusing on fundamental societal changes that are forward-looking.
4. The knowing-doing gap: Organisations tend to measure data via employee surveys and see that evident changes are needed. However, they don't know how to transform the data into clear actions and therefore fall into a knowing-doing gap.

The above raises a couple of questions:

• How can I make my organisation's efforts stick and be fundamental?
• How can I ensure that outcomes result in clear-cut actions for my organisation?
• How can I ensure that my organisation's DEI strategy is forward-looking?

Over time, the DEI Maturity Diagnostic has been developed to support organisations in finding the correct answers and taking the right actions. Our diagnostic is divided into six categories, as can be seen below.

Each category consists of four to seven subcategories containing five maturity levels based on best practices. As seen in the illustrative example below, our diagnostic provides your organisation with quick insights into the current maturity and ambition gap.

Individually all subcategories contain a heatmap of where the organisation is leading and where the action is needed. The maturity levels provide a concrete description of what to implement to reach the desired state.

After completing the diagnostic, it provides a clear set of tangible deliverables for improvement. These deliverables include at least:

1. An overview of the current maturity and ambition level
2. A heat map that indicates best and lagging practices in your organisation
3. Advice on bridging the gap between your organisation's current maturity and ambition. Including concrete actions to reach that ambition level
4. Potential next steps to design the improvements

If you choose to perform the diagnostic organisation-wide, this also includes a breakdown of the results and deliverables per employee group, department, HR and leadership. With this option, you can identify the champions to drive change and champion the program and strategy.

Our approach consists of five easy steps. The steps are listed below:

Ready to make your DEI stick? Contact our experts for a first conversation, and let us support you in making your DEI initiatives actionable!