Global companies are failing to follow through and deliver on their diversity, equity and inclusion (DEI) promises, according to new research.
The latest global survey from Catalyst, found that only 53% of employees said that their organisation is held accountable for DEI initiatives. Furthermore, just 37% of employees said that their organisation has fair and transparent processes. Without these two factors, employees less likely to stay, notes the research entitled Promises vs. Progress: Two Keys to Keeping Employees Feeling Good and Staying Put. The study revealed a disconnect between what organisations are promising and what is being delivered in creating fair workplaces free from bias and discrimination.
The global survey of 24,348 employees in more than 20 countries – including the UK, Germany, France, the United States, India and Japan – found that just 52% of women and 54% of men say that people within their organisation are held accountable for DEI efforts. Additionally, only a third (34%) of women and 40% of men said that their organisation has fair and transparent processes. The numbers are even lower for LGBTQ+ employees, and employees with disabilities.
In the UK alone, for example, only 42% of employees said that people within their organisation are held accountable for DEI. Furthermore, just 27% of employees believe that their company displays fair organisational processes.
PROMISES ARE NOT ENOUGH
The lack of follow-through on these promises significantly impacts employees’ ability to thrive: When employees feel their organisation values and is held accountable for DEI goals, they are twice as likely to feel included, be engaged, and stay in their jobs. Similarly, if employees say their organisation’s processes are fair and equitable, they are five times more likely to feel included and be engaged. They are also three times more likely to intend to stay, noted the study.
“Employees are looking for more than a great manager; they want to work for an organisation which is not only committed to creating a fair and diverse workplace, but follows through on its promises,” said report author Emily Shaffer, PhD. “If an organisation says it wants to increase the number of women or people of colour at senior levels or address the gender pay gap, concrete and measurable action is necessary.”
If an organisation wants to increase the number of women or people of colour at senior levels or address the gender pay gap, then it must demonstrate concrete and measurable action. So what can leaders do to retain top talent?
GUIDANCE FOR PROGRESS
Senior leaders who commit to measuring and advancing DEI and creating transparent, respectful decision-making processes have the power to change how employees experience their workplace. The study recommends the following advice:
1. Take stock: Conduct an audit of your organisation’s policies and practices, as well as their effect on diversity and inclusion.
2. Listen and follow up: Be proactive in creating processes and policies to listen to employees and involve their voices in decision-making. Then, follow up.
3. Engage and iterate: DEI work is not “one and done.” Employ evidence-based strategies to learn how to hold your organisdiversity ation accountable to DEI goals, enact change and iterate.
4. Be transparent: It can be exciting to share progress made toward DEI goals, but it’s even more important to share a lack of progress. Acknowledging these difficult truths makes it easier for organisations to hold themselves accountable, not to mention building trust with employees and credibility with the public.
Click here to access the full report.
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