Crucial Discussions Needed for Effective EDI Training
In today's society, effective equity, diversity, and inclusion (EDI) training is more important than ever. However, many current training programmes fall short by intellectualising and focusing on generic theories and practices, detached from the real-life experiences of diverse staff. As a woman of colour with senior leadership experience in the public sector, I understand the need for leaders to actively promote relevant EDI training. In this article, we will explore key areas for improvement in EDI interventions from the perspective of diverse staff.
Impact of Recent Events:
Recent global conflicts, social justice movements, and the pandemic have directly impacted the workplace, influencing the well-being and productivity of employees. It is crucial to acknowledge and understand these impacts as part of EDI training, which often fails to do so. Rather than solely focusing on historical information, EDI training should address current issues that shape the experiences of our workforce, such as the Me Too movement, racial disparities, gender equality, abortion rights, refugee rights, trauma caused by national and international events, housing, transphobia, indigenous representation, climate change, and more. By addressing these issues head-on, organisations can better support and empower their employees.
Cultural Differences:
Navigating the "culture map" as coined by Erin Meyer is another crucial aspect of EDI training that is often missing. In today's globalised and virtual world, people from different backgrounds are expected to work together harmoniously. However, cultural differences can lead to misunderstandings and conflict. For example, the tricky task of performance reviews when your American employees precede negative feedback with three complimentary comments, while the French, Dutch, Israelis, and Germans skip the positives and get straight to the point, so Sabine doesn’t realise her job is in jeopardy after her performance review, as her American boss couches the message in a positivity rarely used in France. EDI training should provide employees with the skills to navigate through these differences and decode cultures, fostering a more inclusive work environment.
Bystander Intervention:
Bystander intervention is not explicitly discussed in EDI training, yet it is a crucial skill for creating a safe and inclusive workplace as it encourages individuals to speak up and take action when they witness discriminatory or harmful behaviour. I once intervened when I saw a young British Black Caribbean schoolboy being stopped by five white policemen. My action made a difference, and it made me realise that more people need to be empowered to step in. Organisations should actively promote and discuss bystander intervention strategies in their EDI training.
Leadership's Role in Diversity and Inclusion:
While many organisations claim to prioritise diversity and inclusion, meaningful change often lacks in upper management positions. This is especially an issue in diverse communities where executive teams are predominantly composed of white, able-bodied individuals. This perpetuates exclusionary practices and hampers decision-making processes that should reflect the voices of all stakeholders. Moreover, if and when a person of colour is in a leadership position, they often report on how much challenge they take, put up with and little support they get compared to their white counterparts. Leadership needs to engage in explicit discussions about professional life through the lens of the global majority to truly understand and dismantle the barriers faced by diverse individuals. Of course, there are certainly other crucial aspects of diversity, such as sexual orientation, social class, religion, neurodiversity, mental health history, and others, but here individuals have the choice to disclose or not disclose these aspects. However, being a person of colour, a woman of colour and/or a person with a visible disability does not offer the same option. Leaders should actively seek to diversify executive teams to ensure representation and inclusion.
Open Discussions:
Maintaining a neutral stance and avoiding difficult subjects only upholds the status quo and perpetuates inequalities. Leaders must create safe spaces for open and honest conversations about the challenges faced by different communities. While organisations offer coaching and support groups to staff from different communities, some people within senior leadership often lack the expertise and nuanced tone to effectively address these real issues. EDI interventions should start in schools to actively counter unconscious biases that formed early in life as advocated by Dorinda Nartey.
Navigating Crucial Discussions:
Engaging in sensitive and complex discussions can be challenging for leaders, but avoiding them hinders progress and erodes trust. It is crucial for leaders to speak up and directly address these issues, demonstrating their commitment to fostering an inclusive and supportive work environment. By providing guidance, encouraging empathy, and prioritising open dialogue, leaders can navigate these discussions effectively.
Tips for Effective Communication:
1. Acknowledge concerns and emotions: Engage in conversations that promote empathy and understanding, avoiding silence on important matters.
2. Prioritise employee safety: Keep messages simple and prioritise the safety of employees and their families.
3. Show empathy towards all sides: Recognise the human impact and suffering caused by events without taking sides or creating divisions.
4. Offer flexible schedules: Provide flexibility to employees affected by specific events, allowing them to connect with loved ones and support systems.
5. Highlight counselling resources: Remind employees of available mental health services or counselling resources, emphasising the importance of self-care.
6. Utilise email communication: Utilise email to communicate important messages, especially when controversial discussions may arise on other communication platforms.
Long-Term Impact and Future Preparedness:
Organisations that effectively address crucial discussions and conflicts contribute to a positive work culture, enhanced employee engagement, and aligned values. Prioritising inclusive communication and ongoing EDI training can reduce employee disengagement and better prepare organisations for future challenges.
Conclusion:
EDI training in the workplace should evolve beyond generic sessions and foster more effective and nuanced discussions that authentically reflect the experiences of diverse individuals. It is the responsibility of leaders to take the initiative, address crucial topics, foster open conversations, and promote diversity and inclusivity at all levels of their organisations. By doing so, we can create an inclusive work environment that values and respects the experiences of individuals from all backgrounds