Equality, diversity, and inclusion (EDI) must become a standard practice within organizations to address criticisms and foster a truly inclusive environment.
- Recent government criticism highlights the need for genuine EDI efforts rather than superficial compliance.
- Experts emphasize that EDI should involve everyone and address the existing gender and ethnicity pay gaps.
- Aston University’s initiatives illustrate the potential benefits of comprehensive EDI strategies.
- Key figures underscore the importance of sustained efforts to overcome historical biases in organizational structures.
Equality, diversity, and inclusion (EDI) need to be ingrained in organizational culture, moving beyond being mere formalities or response measures to criticism. The emphasis on EDI becoming the norm was driven home in a recent podcast episode from Aston University. Professor Shivani Sharma highlighted the urgent need to transition EDI into a collective responsibility, focusing on gender and ethnicity pay gaps.
The government’s recent unfavorable view of EDI initiatives has sparked debates about their effectiveness. As Professor Sharma put it, substantial investment is lacking in these areas, pointing out that relying solely on good intentions has historically proven ineffective. Her insights are underscored by the need for dedicated resources and efforts to translate EDI from a checkbox activity into a genuine cultural norm.
Omar Rashid, a leading figure in human resources and a voice on the podcast, echoed these sentiments. The criticisms, according to him, stem from implementations of EDI being seen as obligatory tasks rather than integral elements of a corporate identity. Rashid argued that viewing EDI merely as a compulsory measure dilutes its potential benefits, urging a shift in perception towards an indispensable element of business practice.
Rashid highlighted examples where companies may superficially engage in EDI by recognizing events like Black History Month or providing religious accommodations only temporarily. Such actions, he suggested, showcase a “tick box mentality” that ultimately renders them ineffective. True diversity involves consistent and genuine integration into the organization’s ethos, including leveraging the unique skills and perspectives of all employees.
Professor Sharma pointed to initiatives like International Women’s Day as starting points for ongoing awareness and action. Recognizing barriers and maintaining equitable inclusion throughout the year is paramount, according to Sharma. Also, Aston University’s achievement in securing an Athena Swan Gold award for gender equality underscores the commitment required to tackle deep-seated issues, despite notable advancements in educational gender parity.
While women are increasingly entering higher education and completing degrees, disproportionately few ascend to leadership positions. Sharma notes that about 80 percent of vice-chancellors are male, with low representation of ethnic minority women among professors, indicating the systemic challenges that persist. She calls for sustained efforts to gradually dismantle these barriers, with initiatives like Aston’s Inclusive networking making a difference.
Rashid concluded that businesses, particularly small and medium enterprises (SMEs), should actively seek out the advantages offered by a diverse workforce. He shared a case where a business leveraged an employee’s cultural background to successfully expand into new markets, demonstrating the practical benefits of diversity beyond mere compliance.
Establishing equality, diversity, and inclusion as normative practices demands continuous commitment and strategic action against entrenched disparities.
