Why DEI Isn't Working in Your Company And How to Fix It

Kendall Williamson, Regional Manager of Community and Industry Engagement at AECOM Hunt

Since 2020, we’ve seen DEI become more commonplace in our everyday language – from corporations posting blank squares on Instagram for #BlackOutTuesday, to organizations publicly touting their one-time financial donations to orgs supporting Black lives, to even companies having a sudden need to hire an influx of DEI practitioners and create many Chief Diversity Officer roles. Despite these efforts, in 2023, many DEI strategies are failing. While there is no one-size-fits-all solution, I want to explore why DEI isn’t working and opportunities to correct it.

1. Reactive vs Proactive

Many of the DEI goals and initiatives set in 2020 came in response to the climate of our society. In America, we witnessed the murder of George Floyd, one of the most contentious elections in U.S. history, and increased social unrest, all while navigating through an unprecedented global pandemic. Based on this climate, many companies reacted and created inflated, overambitious DEI goals, coated with bold, lofty company statements. However, once the dust settled, many of these became unfulfilled, abandoned promises. It is imperative for DEI to be intentional, or it will not work. Period. Create authentic, genuine goals. Be forward. Be intentional. Reactive goals lack substance and will ultimately lead to failure.

2. DEI Operates in a Vacuum

Oftentimes, the work of DEI strategy and implementation falls on the shoulders of a few chosen individuals, many times as a labor of love. This “siloization” of DEI restricts full implementation and growth throughout an organization. While DEI is a top priority for those select few, it remains business as usual for the remainder of an organization. This stifles growth. Until this accountability is realized and accepted company-wide, the DEI efforts will only go as far as the capacities of the folks carrying it. Also, your DEI practitioners are TIRED! Carrying the mantle for DEI cannot rely on just one or two people. That’s why there is such turnaround within DEI roles because the expectations of what companies want, and the capacities of these individuals are on opposite ends of the spectrum.

“Create authentic, genuine goals. Be forward. Be intentional. Reactive goals lack substance and will ultimately lead to failure.”

3. DEI Goals are Separate from Company Goals.

DEI SHOULD BE THE COMPANY GOAL. Read that again. Like the de-siloing of DEI as mentioned above, DEI strategy will not work if they are not aligned with company goals. Moreover, DEI strategy will not work if DEI is not permeated into the company’s pre-established goals. This takes effort. Before setting DEI strategy, review your overall company strategy. Take a look at your mission statement and your company values. Identify opportunities in which DEI can be infused in the already existing system.

4. No Metrics to Measure Success

What doesn’t get measured, doesn’t get done. Companies take on challenging aspects of DEI culture and inclusion strategies in genuine efforts to improve. And while these efforts are great on paper, they become meaningless if there are no metrics in place to track progress. 

What does success look like? What is the thing that you are striving for? How is your success not only qualitative, but quantitative? Without these metrics in place, many of these goals end up being “pie in the sky” wishes with little to no follow through. Once metrics are set, accountability needs to immediately follow. Whose responsibility is this? If these metrics are met, what worked? What is being improved upon next time? Overall DEI strategy is a marathon, not a sprint. There will be some bumps along the way, however we have to learn (and often unlearn), then, finally grow from there.

5. Too Many Allies, Not Enough Advocates

If the COVID-19 pandemic taught us anything, it showed that we are better together. People across political ties, racial and ethnic boundaries, and across geographical borders have supported each other like none other. However, being an ally is simply not enough. Far too often, allyship starts and ends on the surface. There comes a point where your allyship has to transform into advocacy. Many people often fall victim to performative allyship because it’s “the thing to do.” Performative allyship becomes divisive because trust and accountability is ultimately lost. Nothing gets accomplished and communities continue to become marginalized. Focusing on advocacy induces real, effective change that will not only impact marginalized individuals but will have ripple effects to improve overall company culture.

The overall key is embracing DEI in its totality, not picking and choosing what to highlight and what to ignore. It’s hard work. It won’t come easy. Some people will be uncomfortable and reluctant to change. Not everyone will see the vision at first. But in the end, it will be worth it. Fortunately, DEI isn’t just a catchy buzzword that will go out of style like the latest trend. It’s here to stay. Once we finally start to embrace the power of those three words: diversity, equity, and inclusion, then we will begin to move that proverbial needle and make real, genuine change within our industry.