When we began the journey of writing Inclusalytics: How DEI Leaders Use Data to Drive Their Work, we realized that so many organizations were still early on in their DEI journeys and needed support determining what DEI is at its core, how to measure it, and how to turn that data into action. With those questions from our clients in mind, our research background in human behavior in the workplace, and through copious interviews with DEI leaders, Inclusalytics was born. The reception for the book over the last three years has been more than we could have ever imagined!
One of my favorite compliments we receive is that the book is an easy read, and that is exactly what we wanted. A simple, yet thorough, guide for a practitioner starting their data-driven DEI journey. Now three years later, I find that there are plenty of organizations still finding their way in the DEI space. And while the book is an easy read, sometimes you need something even shorter to digest or perhaps a quick refresher on key points.
Never fear! Over the next few months, we’ll be releasing “Inclusalytics Snapshot” blogs for each of the chapters of our book Inclusalytics. These recaps (or sneak peeks!) provide a glimpse of some of what we covered in our best-selling book. Up next: Chapter Three!
Chapter 3: Gaining Executive-Level Buy-In
The purpose of this chapter is to emphasize and explain the importance of making the business case for investing in diversity, equity, and inclusion (DEI). The business case for DEI is often important in order to gain buy-in from business leaders, not because they don’t necessarily believe in the moral case for DEI that all individuals deserve to be treated equitably and that they belong in their workplace, but because similar to any other business decision, they need to know there will be a return on their investment (ROI).
There are several methods for making the business case that are outlined in this chapter:
The cost of turnover.
When individuals leave an organization, there are calculable and incalculable costs associated with that departure, including a drop in productivity and the loss of institutional knowledge. When an organization does DEI right, they can reduce voluntary turnover and lower these costs.
Diversity begets diversity.
Research has shown that more diverse groups are more creative and innovative. The more diverse an organization appears, the more likely they are to attract candidates that share the various identities of those who already work there, increasing diversity further, along with the positive outcomes associated with it.
ROI of inclusion.
Inclusion has been shown to lead to higher levels of engagement with one’s work, which then increases productivity for the organization.
Why is executive-level buy-in important for DEI?
An organization’s culture is heavily influenced by their leadership.
"To make DEI efforts truly impactful, leaders need to not only be bought in but also prepared to model inclusive behaviors and to hold others accountable for inclusion."
Leaders therefore need to not only be bought into making changes across the organization but role model the behaviors that will lead to those changes. One way organizations can encourage this is by building accountability into leaders’ performance evaluations, with key DEI metrics included in these assessments.
Want to read more? Buy your own copy of Inclusalytics here.
Looking to get started on your DEI measurement journey in your organization? Contact us today.
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