Forensic Diversity and Inclusion
Pivot Point: Forensic Diversity and Inclusion
fo·ren·sic: relating to or dealing with the application of scientific knowledge and analysis to diversity, equity and inclusion problems
Many diversity, equity and inclusion efforts are focused on “vanity” related activities. These efforts highlight the work of ERGs, the organization’s recognition on Best Places to Work lists, special forums and activities,and their outreach activities, to name a few.
Yet many of these efforts fail to produce measurable and sustainable change? Why? I believe that they have not examined all the aspects of the culture at work that impact results including commitment by leadership, entrenched HR policies and practices oftentimes runing counter to efforts for building a more inclusive environment, and little interest or effort by leadership in examining the “why?”
The impact of changing demographics, shifting customer requirements and demographics, and other elements of the business case have not been fully examined, evaluated for their importance, nor sustainable remedies implemented.
Forensic DEI efforts take a much more strategic approach to programming which goes well below the surface of visible and often vanity-based approaches which make the organization appear to be doing good work but which hide real gaps that hinder DEI effectiveness and thus business results.
Using FDEI as a guide, sustainable outcomes are identified based on significant gaps and findings which point to the need for substantive changes in behavior (at all levels), the revamping of institutional policies, practices and values, as these are key to creating more inclusive workplaces, and which lead to a more focused and nuanced alignment of DEI priorities with organizational strategies and values.
FDEI approaches carefully consider the perspectives and views of employees at all levels of the organization in developing solutions. The intent is to create an increased awareness of “why” DEI efforts are important, highlight ways in which employees can be engaged and provide ways in which their voice can be heard, respected and included in critical decisions that impact their daily lives. Some refer to this as a “sense of belonging.”
Meaningful and sustainable change cannot occur if a theory of change and logic model for that change is not used as foundational support. Such change requires a “forensic” mindset and action plan. Change starts with clearly articulated commitment from the board and senior staff, clear definitions of terms and themes, a framework with specific goals, action plans to support, identified acitivities with key outputs, and measurable outcomes (short-term, mid-term, and longer term). And, of course, clearly delineated roles, responsibilities and relationships to support and champion the overall change process.
Effenus Henderson, President, Henderworks (www.henderworks.com) and Co-Director, Institute for Sustainable Diversity and Inclusion (www.i4sdi.org)
