DIVERSITY

Successful diversity equity and inclusion work requires more than theoretical understanding; it demands the practical application of concepts within real-world systems and processes. It’s about navigating diverse interests and gaining buy-in to drive meaningful change.

DEI work is a critical aspect of today’s organizational landscape, aimed at creating more inclusive and equitable workplaces. However, a growing concern is emerging within the DEI space, one that might challenge conventional wisdom and raise eyebrows. It revolves around the need for DEI practitioners to possess, not only a deep understanding of DEI principles but also an intimate familiarity with the specific industry in which they operate.

The argument put forth is that DEI concepts should be thoughtfully applied within the unique context of each industry. Different industries have their own distinctive dynamics, cultures, challenges, and operational methods. As such, a cookie-cutter approach to DEI may not yield the desired results.

Imagine, for instance, implementing a DEI strategy designed for the tech industry in a health care setting. The approach may not align with the intricacies of the health care field, and the resulting strategy could feel disconnected and ineffective.

To address this, DEI practitioners need to immerse themselves in the industry they are working with. They must navigate the industry’s landscape, understand its people, comprehend its decision-making processes, identify its priorities, acknowledge its legacy practices, and grasp where its resources originate. By doing so, DEI practitioners can tailor their strategies to fit seamlessly within the industry’s existing systems.

Consider the example of DEI work within a workforce setting. Beyond a strong foundation in DEI principles, practitioners must possess a deep understanding of organizational development, structure, systems and change management. This multifaceted knowledge is essential, because many DEI challenges are interconnected with broader organizational issues.

Imagine wanting to collect demographic data for DEI analysis, only to discover that the organization lacks the infrastructure to record such data. This structural deficiency becomes a stumbling block. As a DEI practitioner, you may find yourself dealing with issues of capacity, resource allocation and personnel requirements.

To overcome these challenges, you’ll need to identify decision-makers and stakeholders, understand their values and interests, and convince them of the importance of your recommendations. This often involves discussions about budget allocation and resource management. It might require navigating office politics and understanding what motivates key individuals.

However, the path to system change and capacity building isn’t always straightforward. Even after securing buyin from decision-makers, you might encounter resistance from senior leadership. They may not immediately see the connections between your proposed changes and the overarching DEI objectives.

In such scenarios, the DEI practitioner’s journey veers into territory that requires expertise in change management and system implementation. It becomes clear that to drive meaningful and lasting change, one must possess a profound understanding of workforce development competencies.

Of course, not all DEI tasks demand the same level of workforce development expertise. Some tasks are more front-facing, involving activities like training and events that focus on raising awareness and gathering information. These may encounter fewer obstacles.

The real challenges arise when you attempt to take the insights gained from listening sessions or survey data and implement systemic changes. At this juncture, you might face pushback because your recommendations impact the entire organizational structure, potentially interfering with other departments’ priorities.

In essence, if you are a DEI practitioner, building industry-specific experience is imperative for making a meaningful impact. Your journey involves studying every facet of the industry, from its people and decision-making processes to its priorities, legacy practices, resource channels, and areas where flexibility is possible. This comprehensive understanding is the key to driving system change and processes that stand the test of time.

For organizations seeking to hire DEI consultants or practitioners, it’s essential to recognize that DEI knowledge, while crucial, is just the beginning. Look for candidates with a broader skill set. Assess their leadership experience, their ability to manage projects from conception to evaluation, and their effectiveness in inspiring and rallying teams.

A successful DEI practitioner needs to be charismatic, adept at handling conflict and adversity, and a resourceful problem solver. In the dynamic world of DEI, solutions are rarely linear. You’ll often need backup plans (Plan B, C and D) and the ability to identify resources and leverage collaborations to gain buy-in and align people with your recommendations.

In summary, DEI work goes beyond theoretical understanding; it necessitates the practical application of concepts within real-world systems and processes. It requires the skill of navigating diverse interests and securing buyin to drive meaningful change.

So, while DEI knowledge forms the foundation, the ability to apply these principles effectively within specific industries and organizational contexts is where true impact is achieved.

Deo Mwano is CEO of Deo Mwano Consultancy, which provides solutions to complex social issues that affect businesses, schools and nonprofits.