Getting Real about Diversity, Equity, and Inclusion in Big Tech
Tags: People Of Color, Big Tech, Diversity And Inclusion, Human Resources, People Management

Getting Real about Diversity, Equity, and Inclusion in Big Tech

How is it that the most innovative companies — which often allocate millions to diversity, equity, and inclusion (DEI) programs — are falling to attract and retain their diverse workforce? In light of recent racial tensions in the US, there is an urgency to how soon companies can diversify their workforce, including senior management positions and boards, as a demonstration of their commitment to social justice. It is imperative for Big Tech to disrupt current DEI programs, which are failing to meet their targets with the right velocity.

I will outline some of the key failings of these programs by examining their architecture, implementation and adoption and suggest ways to redesign them to bridge the gap and deliver meaningful results.

Here are some of the major shortcomings of DEI programs:

Outdated approach

Innovative and tech companies have not applied the same discipline, rigor, and iterative development in developing their DEI programs. A significant number of companies outsource DEI efforts are delegated to consultants and outside experts instead of getting buy in from their core leadership team. Program activities are often auxiliary and implemented as ad-hoc mostly episodic webinars, conferences, trainings, mentorships, and some community outreach. Although these efforts are not problematic at face value; they are just “Band-Aid” solutions to some of the structural and systemic issues that thwart real progress on the diversity and inclusion front.

2. Burdening underrepresented minority employees to implement DEI

For starters, DEI is always thought of as some volunteer effort and not integral to the well-being of the employees nor the success of the company. When it is not being outsourced to consultants, it is implemented “at-will” and often delegated as a responsibility of employees with underrepresented backgrounds. These employees carry the burden of meeting the company’s diversity goal by taking time off from their work and often without any reward for their efforts. This leads to resentment, burnout, and ultimately a plight of employees who leave searching. for a more hospitable work environment.

3. Not having an intrinsic motivation for achieving DEI goals

It is apparent when companies implement DEI as just another corporate social responsibility effort or a public relations stint that is not integral to their core value. Even if they may commit to hiring a DEI people officer and train their HR staff, it doesn’t mean that they are open to evolving as a company by making the radical changes needed to achieve their often ambitious diversity goals. It is also seen as a way of avoiding any liabilities and litigation from potential lawsuits. That negative bias carries through to people management. Most DEI managers therefore are often preoccupied with just mitigating any liabilities instead of treating their employees as their most valuable assets and advocating for their interests. This creates an environment of distrust among employees.

4. Silo-ed implementation

Most of the DEI activities are implemented ad hoc and not strongly integrated with core business strategies. Hence, they are also less likely to persist in the organization since they haven’t been customized to meet the specific needs of the organization and don’t delegate the ownership and responsibility to all employees to serve as enforcers guaranteeing its longevity and incorporation into the company culture.

Representation matters because the target market that the businesses serve is also diverse. When the workforce doesn’t reflect the same diversity, it opens the door for institutionalization of personal biases. This is particularly dangerous in companies that are making the technologies of the future. Let’s take the case of AI for example. As we integrate AI to almost all areas of our life including in work, it is important that it passes the test of ethics in making sure it doesn’t perpetuate the individual biases we hold. The human element with checks and balances is imperative for an equitable, fair, and unbiased adoption of tech.

Here are some structural changes that companies can make to properly implement DEI efforts and produce systematic shifts, for maximum impact and transformation.

DEI — the human approach

What does it mean to embody the spirit of diversity and inclusion at an individual and institutional level? It means to allow your employees to show up as humans in all their complexities. It means to not impose your preconceived ideas and bias about who they are and how they should show up. It means thinking of the wide range of diverse backgrounds that are represented in your organization when designing workplace policies. Most importantly, it is demanding that managers and decision-makers in your organization employ emotional intelligence and empathy in relating to your diverse workforce.

2. Assume responsibility for failings through open and honest communication

It is never to tokenize your workforce or think of them as “diversity hires.” It is respecting them to have agency in how they express their identity. It is fostering a supportive environment that encourages growth, sharing, vulnerability, and connectedness. It is setting the example of being open and honest in communications, in how policies are enforced and performance is rewarded. And when there are shortcomings, it is being willing to listen without being defensive; to listening to understand, without projectiong or gaslighting. It is never to shy away from accountability or to dehumanize “problematic” employees who speak up.

3. Focus on retaining employees

Big Tech is seeing the high attrition of underrepresented minorities and women employees. There is an alarming trend of a culture of silencing and a toxic work environment that is pushing out underrepresented minorities and women from competitive tech and finance companies. All parts of the corporate machinery work to dehumanize “problem” employees and “whistle blowers” to make it easier for character assassination that follows. The reality of being an underrepresented minority in most of these places is that you carry the additional burden of being the spokesperson for a whole race, ethnic group, religion, gender identity or group. You are often called on as an “expert” for matters that may not apply or resonate with you individually. You are often dealing with unspoken power dynamics of either transference, superiority or inferiority complex, or plain old gaslighting. This is in addition to all the stress of just trying to be a high performing professional in a competitive field.

4. Integrate DEI into long term strategic business goals

There isn’t a single standardized approach to doing DEI programs right. There should be core principles that can serve as guidelines to develop a customized program that is unique to your company and work culture. Firstly, deal with employees. with respect and work toward building trust and loyalty. That’s the thing with human relationships. They take time. Don’t wait until there is a crisis to get to know your diverse workforce. Don’t just attend cultural events when it’s time to recruit. Make it a continual process of learning to immerse yourself in diverse communities and build relationships. Make meaningful connections that are organic. That way, you will be living the values of diversity and inclusion. And it will be second nature to practice these same values in your professional capacity.