By Josephine Victoria Yam, J.D., LLM.
2019 January 29
Despite their rhetoric of being diversity and inclusion champions, many global companies still get into big trouble for bias and racism.
So how did Starbucks and H&M address these monumental fiascos?
Starbucks closed its 8,000 U.S. stores and 1,100 Canadian stores to provide its 100,000+ employees with compulsory diversity training. H&M provided diversity and anti-racism training to its marketing management teams globally.
No, it’s not.
That’s the conclusion of the Harvard Business Review article, “Why Diversity Programs Fail”. In the article, authors Frank Dobbin and Alexandra Kalev observed:
“It shouldn’t be surprising that most diversity programs aren’t increasing diversity… It turns out that while people are easily taught to respond correctly to a questionnaire about bias, they soon forget the right answers. The positive effects of diversity training rarely last beyond a day or two”.
Diversity training, the authors note, is an old, tired approach. It was designed in the 1960s to avoid anti-discrimination lawsuits. It uses negative messages framed with an implied threat. As in “You should not say this or you should not do that — or our company gets sued big-time”. Think Merrill Lynch that has paid about $500 million dollars to settle this type of lawsuits.
To this day, companies around the world require their employees to take diversity training. Unfortunately, many employees resent being “coerced” into taking such training. Ironically, instead of reducing bias, diversity training has activated their bias against under-represented groups like women and people of colour. Talent: A New Model of Inclusion” notes that the act of covering detrimentally affects a company’s inclusion programs. And a company’s efforts of uncovering are vital to creating a strong culture of greater authenticity and inclusion.
The authors advise companies to apply three fundamental principles in their diversity programs:
Engage employees in solving the lack of diversity problem in your organization. You can invite them to take part in diversity programs like campus recruitment programs or mentoring. These opportunities will reduce their biases because they see themselves as diversity champions.
Increase your employees’ contact to people different from themselves. You can sponsor their participation in board matching programs, which expose them to diverse people while they develop leadership skills. When they work side-by-side with people different from themselves, employees develop empathy for others.
3. Social Accountability
Tap into your employees’ desire to look good to others. You can select members of your company’s diversity task force from different departments. They can closely observe how managers are hiring and promoting people. When managers know that they need to explain their decisions to task force members, their decisions become less biased.
When you incorporate these principles into your corporate diversity strategy, your company moves miles away from the empty rhetoric of some global companies. And it moves miles closer to becoming a true and authentic diversity and inclusion champion.