DEI May Be Challenged, but Its Impact Is Undeniable

With anti-DEI (diversity, equity and inclusion) messages dominating the headlines, it’s an important pivot point for allies. Now, more than ever, it is critical that leaders show the importance of DEI work through its impact.

In my interview with Karrah Herring, the first and current chief equity, inclusion and opportunity officer for the State of Indiana, she explained, “Even if the DEI position goes away, you cannot undo the impact of DEI work. In Indiana, we trained over 9,000 state employees and external partners in DEI across the state. We spent time with our banks, city governments, art museums and community organizations discussing the importance of civility, compassionate listening and humanizing people regardless of what they look like, where they are from or their identities. DEI work transcends identity. It is about seeing the human in other people and being open to conversations that we weren’t open to before.”

Why is DEI Pushback Happening Now?

Herring notes, “What’s missing in these conversations is data. We all need to be prepared for the possibility that DEI positions go away. I don’t see this as necessarily a bad thing. People appreciate the DEI office when it’s done the right way. Maybe we do need a reset. There has been some overreach and political correctness that has created a chilling effect for positive conversations to take place.”

Despite this sad reality, Herring sees DEI being embedded into workplace culture in the future. “When DEI offices go away or anti-DEI legislation is passed, it does not change the fact that the populations we hope to serve are diverse. Diversity is not going away. Inclusion is the path forward.”

Herring recommends starting with DEI data and telling a story. “Our governor was intentional in working with the state objectively about the data. From our assessment, we set three primary focus areas—health equity, public safety [and] workforce—and addressed gaps with education and social services. When you break down the data by ethnicity and race for health care outcomes, you can tell the story for legislation. You can see there are specific groups that would benefit from grant funding to help empower their communities.”

Measuring demographic data, employee-engagement data or inclusion data is the first step. Asking “So what?” and “Why does this matter?” with intentional actions to close those gaps is pivotal.

#2: Disrupt Bias In Systems

Herring continues, “For corporations, the same approach can help—start with data and find where the biases are. See how the data can help solve business problems in recruiting, hiring, retention and engagement. The data shows where bias is and helps keep us objective. Then, you can build a culture that attracts and retains top diverse talent.”

Bias can be shown through data in performance-management processes, talent management or succession-planning processes. Pinpoint where the gaps are and improve them through education and accountability.

#3: Start Allyship Employee Resource Groups (ERGs)

Herring states, “Our nation will continue to look different, and DEI work needs to reflect that. DEI leaders need to ask themselves, ‘How are we going to be intentional about serving allies?’ Allies need to speak up, and the biggest opportunity is to pull people in the middle that don’t get it yet.”

People fear what they don’t understand. Only 40% of employers offer ERGs, and less than 10% offer allyship ERGs. When offered, ERGs afford companies a competitive advantage in attracting and retaining top talent. There is an opportunity to educate middle layers of organizations and reach more allies that have influence on the employee experience.

Herring reflects, “We used our workplace-culture assessment data to learn how people felt about inclusion at the state government. We leveraged that data to inform affinity groups and resources for employees.”

Ideally, ERGs exist to help solve organizational or business problems. The more DEI leaders can map allyship and inclusion programs to problem solving, the more they can withstand the pushback longer term.