Photo by Sincerely Media on Unsplash
We founded Gild Collective in March 2015, which means that at the time I’m writing this, we are approaching eight years of business. Over that time, we have evolved, pivoted, and grown in more ways than we can count. We have worked with hundreds of organizations, spanning almost every industry type, and ranging in size from less than 20 employees to thousands. We have partnered with these organizations for programs, training, and consulting engagements, and have learned quite a bit along the way about what does work, but we’ve also learned a lot about what does not work, especially for diversity and inclusion partnerships.
As trainers and consultants, a big factor in driving program success is us – what we bring to the table. However, what organizations often fail to realize is that the largest predictor of success for their diversity, equity, and inclusion (DEI) programs is not the consultants they hire, but the behavior and culture of the organization itself. Over the years, we have observed several key behaviors that, if not addressed, can be detrimental to a program’s success.
DEI Program Don'ts: Avoid These Common Pitfalls to Ensure Effective Training
Don’t: Plan a “one and done” training program – In focusing on bringing your employees a one-time unconscious bias training, you are inevitably going to try to fit too much into one session. Employees need adequate time to process information, especially when it comes to examining their own biases. Unconscious bias, allyship, and inclusion are massive and complex topics that cannot be “tackled” in one session. Not only that, but a “one and done” approach lacks accountability – meaning that there is no skin in the game for organizations to make systemic changes to reduce bias, and no motivation for employees (including managers and company leaders) to change their behavior either.
Don’t: Take a “one size fits all” approach – Every organization has a unique culture, reporting structure, and set of challenges. We are often asked questions such as, “Should we split up the managers and direct reports in a training session?” Our answer is, inevitably, “That depends.” There are many different ways to break down large numbers of employees into small training groups, and no specific way is “right” or “wrong”. What matters is that organizations are purposeful and that they (with the guidance of their training partner) design training groups that will interact in a way that meets the objectives for the partnership. Once the groups have been designed, it can be uncomfortable for an organization to accept that certain groups may receive content that others did not – but that is a key piece to program success: tailoring the program to the needs of the audience.
Don’t: “Check the box” without leadership buy-in – Fortunately, we are in a time where addressing diversity and inclusion needs is a baseline requirement from employees (and future employees) of their organizations. Unfortunately, this can (and does) lead to organizations moving forward with DEI goals that do not have full support from leadership. If organizational leadership does not believe that reducing bias and building inclusive cultures are imperative to success (or simply the right thing to do), all efforts will fall short. There will never be enough budget, enough time, or enough resources to accomplish what needs to be done. Further, employees, especially those who value this work, will recognize any efforts as what they are: a way for the company to “check the box”.
Don’t: Skirt the issues – Bias training and inclusion work are meant to stretch participants to a place of discomfort. This discomfort comes from taking an honest look inward, and seeing what systems (personal and organizational) are in place that are harmful to some employees. It is understandable for organizations to want to avoid offending employees, and to want to avoid placing blame. That said, “toning down” the content of an inclusion program is often more harmful to your employees experiencing workplace bias than it is helpful to those who do not want to take that look inward. Catering to those who don’t want to change, or who reject the principles of equity and inclusion, can only hold your workplace back.
Don’t: Forget to intentionally plan for virtual participant needs – At this point, almost all workplaces with the ability to work flexibly are doing so. Flexible work often means that employees are able to make their own schedule for when they will work remotely or on-site, which can be a headache for individuals planning a training program. When planned for and established early-on, it is absolutely possible to effectively program to hybrid audiences.
Don’t: Make it mandatory – It is tempting to make DEI (diversity, equity, and inclusion) training mandatory for all employees to ensure that everyone is receiving the same level of knowledge, and that the individuals who “need it most” (but likely won’t attend if it’s voluntary) are present. However, mandatory training often elicits negative, resentful responses from employees. It can even increase negative attitudes toward the groups that DEI trainings are meant to protect. It is true, yes, that those who do not see the need for/validity in DEI training are likely not to attend. However, those that do choose to attend are likely to take ownership and initiative as it relates to DEI efforts. Finally, it’s very difficult to disassociate between “mandatory” and “remedial.” Mandatory trainings often make employees feel as if they did something wrong, and are now being punished.
Our ideal client will never be a specific company size or industry, but rather, an organization who is open to taking stock of their culture and address these items as a core success component to our partnership with them. The key word here is “strives” – chances are, no company today is avoiding all of these pitfalls perfectly. They are “common” for a reason! However, making efforts to avoid these issues, and to mitigate barriers and risk factors to the success of DEI programs, is always worth the additional planning and advocacy. Your employees will thank you.