In recent years, the term “DEI,” which refers to Diversity, Equity, and Inclusion, has gained significant popularity. As practitioners and scholars increasingly pay attention to the impact of DEI and its specific practices, my colleagues and I embarked on an interesting project focused on DEI practices and their effect on employee turnover, specifically within the top 200 law firms in the United States. Our aim was to examine how diversity practice sets such as resource allocation, non-discrimination policies, and accountability measures influence the turnover rates of underrepresented lawyers. By analyzing each practice and studying the impact of their combinations, we sought to gain a better understanding of how underrepresented social groups perceive these practices.
As our project evolved, I decided to discuss my research ideas with a lawyer from a minority group to gain insight into how underrepresented individuals perceive these practices. During our conversation, she emphasized the significance of DEI practices and highlighted the importance of creating a supportive environment for all employees, regardless of their race, gender, or other minority status. She also believed that such an environment could lead to better decision making and increased innovation in the workplace. However, as I was about to leave her office, she made a comment regarding our research that was quite thought-provoking. She pointed out that many companies or institutions adopt DEI practices merely for the purpose of “window dressing,” and despite their efforts to promote diversity in the workplace, they often fall short of being truly inclusive.
Her final comment was really inspiring, which made me think about whether companies genuinely consider “inclusiveness” when they endeavor to create a more equitable and diverse work environment. It also made me question whether we are too focused on augmenting the ‘D’ or ‘E’ factors while overlooking the ‘I’ factors, which are essential for creating a culture of inclusion and fairness.
Indeed, our focus has been disproportionately skewed. For instance, while numerous scholars and practitioners strive to enhance the ‘D’ factors (e.g., Miller & Triana, 2009; Post, Muzio, Sarala, Wei & Faems, 2021; Triana, Kim, Byun, Delgado & Arthur Jr, 2021) or the ‘E’ factors (e.g., Meliou & Ozbilgin, 2023; Täuber, 2020) within their organizations, there has been little attention given to understanding how underrepresented social groups perceive these aligned practices. Moreover, it remains unclear whether these practices effectively foster an inclusive environment for such groups, despite the comprehensive DEI initiatives undertaken by companies.
Then, what could have caused us to miss this? In my opinion, this is partially due to the difficulty of empirically measuring the degree of inclusiveness. Unlike diversity and equity, which can be objectively measured using metrics such as minority ratios and pay gaps, inclusiveness is a subjective and context-dependent measure. Another reason for the lack of scholarly attention given to the “I” factor is the misconception that an inclusive culture will automatically emerge as soon as the other two factors are in place, namely ‘D’ and ‘E.’
However, the mere presence of individuals from different racial or ethnic backgrounds within a company (D), or the company’s efforts to ensure equal pay regardless of these backgrounds (E), does not automatically guarantee an inclusive organizational culture. Indeed, “inclusiveness” encompasses more than just having a racially diverse workforce or implementing equitable pay structures.
Then, what should organizations do in order to make their workplace more inclusive? Frist, the company needs to acknowledge and address the needs of all team members, ensuring that everyone has an opportunity to be heard. It entails recognizing and embracing the diverse cultural, social, and economic backgrounds of team members, valuing these differences. Open communication and collaboration should be encouraged, along with support for diverse approaches and perspectives.
Second, companies should ensure that all team members are aware of their rights and responsibilities. This includes offering training opportunities and establishing a clear code of conduct. Promptly and respectfully addressing any concerns or issues that arise is also crucial. Creating a secure and welcoming environment where employees can freely share ideas and provide feedback is vital for building an inclusive workplace.
Lastly, it is crucial for companies and managers to introspect and question the motivation behind their DEI practices. They should ask themselves whether their efforts stem from competition with peers, influence from societal movements, or political considerations, or if they genuinely care about the well-being of underrepresented groups. If the answer aligns with any of the aforementioned reasons, companies must reevaluate their decision to adopt DEI practices, as underrepresented groups can easily discern the authenticity and sincerity of such endeavors (Livingston & Opie, 2019).
In my current blog post, I emphasize the importance of inclusiveness. I highlight the need for scholars to dedicate more attention to the “I” factor rather than solely focusing on the ‘D’ and ‘E’ factors. While it may be easy to discuss, I am aware that implementing inclusiveness is not as simple as following a cookbook recipe. It takes time to transform an organization into an environment where everyone feels welcomed, respected, and valued. Additionally, researching a firm’s inclusiveness is not as straightforward as it may sound. However, by undertaking such research, we can gain a better understanding of DEI and contribute to creating a better society.
I applaud the emphasis on including the “I” in DEI (Diversity, Equity, and Inclusion). Each individual’s unique experiences, perspectives, and identities are crucial components of building a truly inclusive workplace and society.