How Industry Leaders are Addressing DEIB in their Organizations

The benefits that diversity, equity, inclusion and belonging (DEIB) bring to an organization are significant. But like so many things that are good for us, achieving it can take hard work.

I recently had the opportunity to take a deep dive into overcoming some inherent challenges in achieving DEIB with two industry trailblazers—Kumari Williams, vice president of belonging and diversity at Workday and Alex Martinez, former head of DEI partnerships and innovation programs at Nike.

The attention on DEIB in the political and media realms, along with an increased turnover in DEI positions, has ignited a reassessment of the practice in some organizations. Despite this, there is a prevailing optimism among DEIB advocates.

Many organizations are doubling down on their efforts, recognizing DEIB as a long-term, worthy investment for sustainable change. The recurring theme in my conversation with Kumari Williams and Alex Martinez is the need for genuine commitment, urging organizations to move beyond performative actions and embrace the complexity of implementing effective DEIB initiatives in today’s diverse landscape.

In the relentless fight for talent, where organizations strive to attract, retain, and nurture the best, the tenets of DEIB emerge as formidable weapons.

Below are five key learnings from my conversation. Together, they demonstrate that DEIB strategies are not just a moral imperative but a strategic necessity in the war for talent:

1. Genuine Commitment Over Performative Actions

Martinez emphasizes the distinction between organizations genuinely invested in DEIB and those treating it as a one-time effort or a specific initiative within HR. Organizations need to exhibit a genuine commitment to DEIB.

According to him, companies now face an opportunity to reassess their commitment to DEIB, with some opting to divest.

He said, “They are reorganizing, reformatting, and thinking about a broader DEIB strategy across the business, so that ultimately the DEIB work can be sustainable. It can be a shared responsibility, and it's not seen necessarily as a one-time effort or a specific project that maybe sits within HR. And so, as companies start to really think about the work and think about the breadth and the scope of the work. I think there's an opportunity to truly assess those that are invested in the Dei space versus those that aren't.

Williams and Martinez emphasized that relying on performative actions is not an option. Rather than a checkbox, DEIB is a long-term investment for sustainable change. Particularly in a time where turnover in DEIB positions has garnered political and media attention.

Salary.com's recent DEI survey supports the picture painted by Martinez, showing the intention is there but there is a lack of follow-through.  While 41 percent of surveyed companies recognize DEIB progress as a measurable goal, only a third have a dedicated budget, and less than half have a designated DEIB role.

2. Equity Across the Employee Lifecycle:

Martinez and Williams stressed the necessity for equity across the whole employee lifecycle.

According to Williams, "We need to enable other people to be able to know how to assess for equity and pull us in as you need us. But we can't be in all the places at one time, too. So the tools help us get there. But we're also helping enable other people with the tools so that they can also make their assessments of equity or inequity where needed."

It is not about meeting representation numbers; it is about where diverse talent is positioned within the organization.

Addressing talent practices, avoiding concentration in specific roles, and ensuring a holistic approach are key to fostering true equity and inclusion.

3. Diversity of Thought Drives Innovation:

We explored diversity beyond traditional metrics such as gender and race, delving into a more comprehensive understanding. Williams and Martinez emphasized that genuine diversity extends across a spectrum of elements, encompassing education, background, and experiences.

Martinez highlighted the significance of diversity of thought in various dimensions. He noted, "If you lack diversity of thought in many different ways, be it multi-generational or a mix of well-tenured individuals alongside those with diverse backgrounds and experiences, you miss out on valuable conversations and healthy debates." This perspective shows the importance of fostering a diverse and inclusive environment that goes beyond surface-level demographics.

Diversity of thought emerged as a catalyst for innovation. The crux is having a multitude of perspectives sparks healthy debates, challenges the status quo, and propels organizations towards heightened creativity. We all believe that diversity is not confined to gender and race but also encompasses education, background, experiences, and different ways of thinking.

4. Technology and Data for Decision-Making:

In DEIB, technology proves to be a crucial ally for organizations, according to Salary.com's recent survey.

A remarkable 89 percent of organizations use technology to streamline recruiting processes, optimizing the talent acquisition journey. Additionally, 77 percent leverage technology to craft inclusive job descriptions, fostering clarity in communication with potential candidates.

Addressing pay equity, a key component of DEI efforts, 65 percent of organizations rely on digital tools to assess and maintain equitable compensation practices.

As highlighted by Martinez in our conversation, "Technology is an accelerator. It's an enabler to DEI strategy," emphasizing its pivotal role in advancing organizational objectives and fostering a fair and inclusive workplace.

5. Building Conditions for Belonging:

We also discussed the individual experience within organizations. Williams emphasized the paramount importance of building conditions for belonging. She delved into efforts to measure and improve the sense of belonging, citing tools as an asset.

According to Martinez, "I know we talk a lot about inclusive leadership. And what does that really mean? Truth be told, it really sits within the responsibility of a people manager or a leader within the organization. You need to make sure that you're creating psychological safety within your team. Creating time and space for conversations that sometimes need to be had within the workplace.  We think of everything from 2020 to where we are now, we've all as humans been through a lot."

Creating an inclusive culture is not a mere HR directive but a collective responsibility. Leaders, starting at the managerial level, play a vital role in cultivating a sense of belonging and accountability.

An inclusive culture is not only about attracting talent but also continually nurturing your valued employees. Measuring belonging, keeping a pulse on it, and addressing gaps in specific areas or departments are critical components of this process.

As the conversation moved into the challenges and considerations in DEIB initiatives, the intricacies of addressing problems in segmented areas came to the forefront. Balancing legal and resource constraints while striving for authenticity emerged as a nuanced challenge. The legal and ethical considerations of pay transparency laws were explored, highlighting the delicate balance necessary in the pursuit of equity.

Martinez emphasized the need for sustainable DEIB strategies, with sequencing playing a key role. Organizations must approach DEIB with a long-term vision for both budget and resource. The importance of using technology and data for decisions echoed throughout our discussion.

Understanding talent practices, measuring their impacts, and effective communication to employees were underscored by Williams. Martinez contributed to the discussion by emphasizing the importance of transparency in sharing wins and addressing opportunities. He acknowledged the challenges posed by systemic barriers within organizations but stressed the need to find a balance between transparency and accountability.

Navigating this terrain requires a careful assessment of your organizational culture and an understanding of how much transparency is feasible.

As Martinez puts it, "It goes back to even the first question, right? What is performative versus what's actual, and making sure you are transparent with the wins, but also transparent with some of the opportunities."

This emphasis on transparency is crucial, not just for showcasing accomplishments but also for openly addressing areas that need improvement. Martinez highlights the importance of commitment to acknowledging gaps and outlining concrete steps towards improvement contributes significantly to building trust and accountability in the external perception of employers and their branding strategies.

Our discussion showed a path forward—one that champions genuine commitment, embraces equity, celebrates diversity of thought, harnesses technology for strategic decision-making, and fosters a culture where belonging thrives. As we navigate the future, the message is clear: organizations that authentically lead diversity, equity, and inclusion attract top talent and innovate, thrive in the landscape of HR and DEIB that is constantly evolving.

Listen to the full webinar featuring Lenna Turner, Kumari Williams, and Alex Martinez. Gain valuable perspectives on building a more inclusive organizational culture.