Has diversity, equity, inclusion and belonging (DEIB) devolved into a corporate buzzword in the three short years since the racial reckoning of 2020? Organizations made promises, hired chief diversity officers (CDOs), and issued commitment statements to enact meaningful change in the wake of widespread calls for inclusivity, but the results have often fallen short of expectations. With thousands of tech jobs on the chopping block, inclusive initiatives have been increasingly MIA, and DEIB job postings are on the decline.

Cutting Costs at the Expense of DEIB

It’s particularly telling to examine what happened to DEIB jobs just one year after the murder of George Floyd.  According to a survey of more than 600 companies, in 2021, 1 in 3 DEIB workers lost their jobs compared to 21% of non-DEIB workers. Many companies rushed to set DEIB goals in the summer of 2020, but once scrutiny lessened, several of these companies eliminated the positions that were created to support these initiatives.

That trend also seems to have persisted into 2022, when job postings for DEIB positions fell by 19%. While this drop might be partly attributed to a flailing economy at large, it’s a clear indicator of shifting priorities. And the issue goes deeper. The average tenure of DEIB roles in S&P 500 companies has been less than two years, creating a turnover problem that hinders long-term diversity and inclusion strategies.

The Negatives of the Affirmative Action Ruling

The verdict is in. Although aimed at higher education, the recent Affirmative Action ruling has added to the uncertainty surrounding DEIB initiatives in the workplace. While private employers aren’t directly impacted by the ruling, lawsuits seeking to dismantle corporate diversity have begun. Companies like Amazon and Comcast have faced legal challenges over their DEIB programs. This legal scrutiny will undoubtedly have a chilling effect, deterring companies from pursuing aggressive DEIB efforts.

Despite the high-profile cases, the risk to corporate diversity is more noise than actual impact. DEIB remains essential, and companies should continue their efforts to create inclusive workplaces.

Inclusion Starts at the Top

The low average tenure for CDOs presents two major challenges. First, it undercuts company-wide buy-in and support for DEIB initiatives. Each leadership change disrupts the momentum and rapport built by the CDO. Second, it reflects a lack of genuine commitment to DEIB at the organizational level. DEIB is a long-term commitment, and high turnover in DEIB roles makes it difficult for companies to execute a coherent strategy.

Companies without the capacity for a CDO should involve their leadership team in creating a cohesive DEIB strategy, assigning specific goals to individual leaders. This approach ensures that DEIB is integrated into the organization’s fabric and doesn’t depend on a single position’s tenure.

How to Implement “Sticky” DEIB Policies

To make DEIB policies stick, leaders must integrate them into every facet of their organization. Some of the best ways to ensure DEIB initiatives are fully woven into company culture include:

• Infuse DEIB into each phase of the hiring process. Eliminate unconscious bias and use inclusive language in job descriptions, train all hiring managers on DEIB best practices, and create a standardized process that keeps DEIB in mind.
• Hold leadership accountable. You need buy-in from senior management, especially the C-suite. Top leadership should publicly and authentically commit to DEIB goals. They should be held accountable for progress and outcomes, and their commitment should be reflected in key performance indicators and executive compensation.
• Create accountability beyond leadership and hiring teams. If only leadership and human resources (HR) have to answer for a company’s state of DEIB, it becomes siloed and less effective. To clarify expectations, companies should implement two-way performance reviews, where employees can review their manager and include questions about a manager’s facilitation of inclusion and belonging. Use performance review results to spotlight gaps and better understand which areas managers could receive additional training and education in.
• Host regular DEIB training across the company. Implement ongoing DEIB training across the organization. Certain providers can provide high-quality, on-demand DEIB training, making DEIB proficiency a soft skill for all employees. Investing in tools like this can help ensure that all employees are skilled in the DEIB space. Think of proficiency in DEIB not as a box to check but as a soft skill that you want all of your employees to have: You want people to understand how to collaborate with teammates from all different backgrounds. By regularly training your team members on best practices, you can ensure that everyone on your team is committed to fostering a culture of inclusion and belonging.
• Make the business case. Tying DEIB metrics and goals to business results can help ensure DEIB remains a priority even during difficult financial times. Highlight benefits such as increased employee engagement, improved customer service or retention of top talent so that all stakeholders know the tangible benefits of investing in these efforts.

To understand the impact of the “B” in DEIB, consider that when employees feel they belong: There’s a 56% increase in job performance and 75% fewer sick days are taken.

Embedding DEIB in Organizational DNA

DEIB is not a passing trend; it’s a necessity for creating equitable workplaces and building better businesses. Despite challenges like declining job postings and legal concerns, organizations should remain committed to their DEIB goals. When each person at an organization is invested in fostering an equitable and inclusive workplace, DEIB becomes something that can’t be rolled back — it’s simply part of the DNA of the company.