The ABCs of DEI
You’ve probably heard the acronym “DEI.” Your organization may have DEI initiatives and possibly has an entire team devoted to the topic. But what exactly do those letters stand for? And why are they important to consider when it comes to workplace culture and wellness?
The term DEI is used to refer to policies, procedures and strategies that increase Diversity, Equity, and Inclusion. These terms often are discussed together, because they are related, although they have important distinctions.
Diversity
Diversity refers to who is included in and who is served by an organization. Workplaces that value diversity will intentionally employ or serve people who identify with a diverse range of social identities, including gender identity, race, national origin, sexual orientation, social class, religion, and others.
It is vital not just to focus on the characteristics of the combined staff of an organization, but to examine whether there is a diversity of people in every role and at each level of the organization, especially within leadership.
It is also important to consider whom your organization is serving. Are your clients or customers from a diverse range of communities? It can be helpful to notice who is present and ask who is not represented. Who is missing? Why?
Studies have shown that diverse teams make better decisions and generate more innovative ideas than more homogeneous teams, or teams whose members are similar regarding social identities (Gomez & Bernet, 2019). When people with a variety of lived experiences and worldviews come together, they can share their unique perspectives to problem-solve and complete tasks more efficiently.
Equity
Equity involves treating people in fair and just ways, and it is different from equality. Equality often means that everyone is given the same opportunities and resources. Equity is about ensuring that all people get their needs met.
There are numerous consequences that emerge when equity is lacking in the workplace and employees feel they are being treated unfairly. Numerous studies have found that perceived workplace gender discrimination is related to more negative job attitudes, worse physical and psychological health and negative work outcomes (Triana, et al., 2019). A lack of racial equity in the workplace also creates challenges for people of color. Black employees report receiving less support, fewer opportunities to learn and grow, fewer promotions, and an emotional toll from discrimination in the workplace (Robers & Mayo, 2019).
Organizations can demonstrate that they value equity by establishing transparent policies and providing fair access to resources, such as professional development opportunities, wages, and benefits. When it comes to wages, research demonstrates that within the United States, there is a persistent gender wage gap and racial wage gap (IWPR, 2022).
Inclusion
The idea of inclusion expands upon diversity by considering how people are treated, and how they experience an organization. Inclusion involves empowered participation within an organization and a sense of belonging. In inclusive climates, employees feel that their unique backgrounds, perspectives, skills, and knowledge are integrated into the workplace.
Employees are given opportunities to influence important decisions being made by the organization and feel that their voices matter. Workplaces that value inclusion ensure that diverse groups of people are engaged in all aspects of the organization’s functioning.
A workplace culture that emphasizes inclusion has its benefits. Some studies have found that when employees trust that they and their colleagues are being treated fairly, they have higher job satisfaction, experience a greater connection to their organization’s values, develop more investment in their work, and are less likely to leave their job (Holmes et al, 2021). All of these findings could translate into less turnover and a happier, more dedicated workforce.
4 Strategies to Support DEI in the Workplace
No matter what your role is and how much power you hold in your place of employment, you can take steps to support DEI in the workplace.
1: Do Your Part: While you may not be able to make sweeping cultural changes to your organization, you can help to promote the creation of an environment where everyone is treated with dignity and respect. You can avoid using degrading terms or telling offensive jokes. You can encourage people to introduce themselves using their gender pronouns and call people by their preferred names. This is not about political correctness; this is about being respectful to others.
2: Value Diverse Lived Experiences: Organizations can support cultural diversity by celebrating a range of religious holidays, recognizing that there are different ways of expressing professionalism, and supporting employee needs for work/life balance. On an individual level, consider how you can support a more inclusive environment. You may start by exploring opportunities for getting to know a coworker who has a different cultural or religious background than you.
3: Advocate for Equitable Policies and Practices: You can encourage your organization to offer DEI trainings for all employees and to use best practices when hiring. For example, does your organization have a dress code policy? If so, you can advocate that the policy does not include discriminatory languages such as gender-based dress requirements or restrictions on hairstyles. You also can reach out to your HR department to report discrimination that you experience or witness in the workplace or for general resources to support DEI initiatives.
4: Be Open to Learning and Growing: Supporting diversity, equity, and inclusion in the workplace requires that you are committed to learning more, both inside and outside of the workplace. In addition to participating in DEI workshops offered by your employer, you can seek out online videos and trainings related to DEI. There also are many books and articles about DEI that you can explore, including publications about increasing gender equity, the importance of anti-racism policies, protecting the rights of LGBTQ individuals, and much more.
Scholarly Sources
Chrobot-Mason, D., & Aramovich, N. P. (2013). The psychological benefits of creating an affirming climate for workplace diversity. Group & Organization Management, 38(6), 659-689. https://doi.org/10.1177/1059601113509835
Donahoo, S., & Smith, A. D. (2022). Controlling the crown: Legal efforts to professionalize Black hair. Race and Justice, 12(1), 182-203. https://doi.org/10.1177/2153368719888264
Fine, C., Sojo, V., & Lawford‐Smith, H. (2020). Why does workplace gender diversity matter? Justice, organizational benefits, and policy. Social Issues and Policy Review, 14(1), 36-72. https://doi.org/10.1111/sipr.12064
Gomez, L. E., & Bernet, P. (2019). Diversity improves performance and outcomes. Journal of the National Medical Association, 111(4), 383-392. https://doi.org/10.1016/j.jnma.2019.01.006
Hegewisch, A., & Mefferd, E. (March, 2022). Gender wage gaps remain wide in year two of the pandemic [Fact sheet]. Institute for Women’s Policy Research. https://iwpr.org/iwpr-publications/fact-sheet/gender-wage-gaps-remain-wide-in-year-two-of-the-pandemic/
Holmes IV, O., Jiang, K., Avery, D. R., McKay, P. F., Oh, I. S., & Tillman, C. J. (2021). A meta-analysis integrating 25 years of diversity climate research. Journal of Management, 47(6), 1357-1382. https://doi.org/10.1177/0149206320934547
Roberts, L. M., & Mayo, A. J. (November, 2019). Toward a racially just workplace. Harvard Business Review. Https://hbr.org/2019/11/toward-a-racially-just-workplace
Sharma, R. R., Chawla, S. (2021). Gender equality & gender equity: Strategies for bridging the gender gap in the corporate world. In: Marques, J. (eds) Exploring Gender at Work. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-64319-5_11
Triana, M. D. C., Jayasinghe, M., Pieper, J. R., Delgado, D. M., & Li, M. (2019). Perceived workplace gender discrimination and employee consequences: A meta-analysis and complementary studies considering country context. Journal of management, 45(6), 2419-2447. https://doi.org/10.1177/0149206318776772
