DEI disaster: 6 pitfalls to avoid

It’s no secret that Diversity, Equity and Inclusion (DEI) has been a hot topic in 2023, with some employers pushing for an increased focus, while others tout the “Death of DEI.”

No matter where you fall when it comes to DEI, there’s no denying it’s an important part of many organizations and business strategies.

But in light of the Supreme Court’s bombshell ruling this summer, DEI has become an increasingly complex topic. So it’s more important than ever to handle DEI initiatives properly. And going about things the wrong way can hurt your DEI efforts.

If your company embraces DEI, you’ll want to be on the lookout for these potential pitfalls. 

How to avoid pitfalls, mitigate risk in DEI

From Employee Resource Groups (ERGs) to hiring goals, DEI initiatives can span many different areas of business. Although that can come with many opportunities to implement and improve DEI efforts, it can also come with a lot of pitfalls. 

Here are six pitfalls that you should be on the lookout for, according to Alex Suggs, co-founder of Different DEI. 

1. Valuing speed over equity in operations

“A common pitfall is the tendency to prioritize quick results over equitable processes, particularly in recruitment and hiring,” says Suggs. “This rush often leads to biases overshadowing fair practices, resulting in overlooked or undervalued candidates from underrepresented groups.” 

How to avoid it: “It’s crucial to balance the urgency of filling roles with a commitment to diversity and equity, ensuring every candidate gets a fair evaluation,” says Suggs. It’s a good idea to create some policies and procedures around hiring, document them and stick to them during hiring to ensure that every candidate is treated fairly.

2. Failing to respond appropriately to DEI concerns 

“When employees voice DEI-related concerns and face dismissal or retaliation, it not only undermines psychological safety but also fosters a culture of silence and fear,” says Suggs. “This approach hampers the organization’s understanding of its workforce and stifles open feedback communication, potentially leading to public dissent or high turnover among valuable employees.”

How to avoid it: You can’t respond to issues that you don’t know about. That’s why it’s crucial to regularly remind middle managers and the leadership team to loop HR in as soon as someone shares a DEI-related concern. Consider holding annual trainings on concerns related to DEI specifically, as failing to appropriately respond can quickly turn into a legal issue. 

3. Lacking DEI-focused managerial development

“The role of middle managers is often underemphasized, though one’s direct manager is shown to be one of the top factors that leads to employees staying or leaving an organization,” says Suggs. “Effective managerial support rooted in DEI principles is essential for nurturing diverse teams, facilitating their professional growth, and fostering an inclusive, culturally sensitive work environment.”

How to avoid it: Make DEI a focus point when onboarding new managers and regularly provide opportunities for learning and development, with a specific focus on DEI. 

4. Inconsistencies in practices and processes 

“When organizations fail to uphold uniform practices, it creates disparities across the employee life cycle,” says Suggs. “This inconsistency can lead to preferential treatment for some, while others are overlooked or discriminated against.” 

Preferential treatment can look like more project-related opportunities, more resources for learning and development, or more consistent constructive feedback. “[Therefore] they are better positioned to advance in the organization and obtain ample recognition for their contributions,” says Suggs. 

How to avoid it: “Upholding consistent standards is vital for maintaining trust and ensuring fair advancement opportunities for all,” says Suggs. Make Standard Operating Procedures (SOPs) and sticking to them can help ensure that processes are always followed, along with routine reminders and education about these procedures – and why they’re implemented – to managers and leaders. 

5. Relying on performative DEI actions

“The backlash many organizations faced in 2020 for superficial support of movements like Black Lives Matter highlights the danger of performative DEI efforts,” says Suggs.

These types of actions can create a negative sentiment among employees, showing them that the organization values its outward appearance more than inner culture. 

Performative actions can cause “an organization and its leaders can face internal and public backlash from employees who are increasingly demanding more integrity from their employers,” says Suggs. 

How to avoid it: “Authenticity is key,” says Suggs. “Organizations must walk their talk by implementing meaningful internal changes that align with their public stances, thereby building trust and integrity with their workforce.” 

6. Overlooking marginalized employees in risk management: 

“When risk management strategies overlook the unique needs of marginalized employees, it can erode trust and alienate potential talent,” says Suggs. 

“For example, organizations often opt to remain values-neutral in light of oftentimes divisive societal issues or current events so they don’t run the risk of upsetting employees, shareholders, clients or customers,” says Suggs. “However, they may have an even larger negative impact on those, especially those at the margins, in the various stakeholder groups who are looking to align themselves with more values-directive brands.” 

How to avoid it: “It’s essential for employers to be proactive and values-driven, especially in response to societal issues, to resonate with a workforce seeking alignment with their personal values and integrity,” says Suggs. Create risk management plans that take diverse employees into account and have a proactive plan for when it needs to be used.