Cultivating Lasting Change: Unveiling the Heart of Equity, Diversity, and Inclusion in Organizations
Equity, Diversity and Inclusion (EDI) have become buzzwords in the corporate world, but their actual impact goes far beyond the surface-level visual events. Workshops, seminars, and initiatives hosted by HR and Employee Resource Groups (ERGs) are important for bringing attention to the importance of diversity but aren’t enough to make lasting change. EDI is not just a checklist of events; it's a feeling, a mindset, and a commitment to fostering an inclusive environment. This means that to make lasting change, we require a fundamental cultural shift within organizations.
Can I see EDI?
In the interviews and focus groups I conduct for clients, I usually ask, “What tells you EDI exists in your workplace?” The common employee responses are often packed with summaries of token gestures or short-lived campaigns including celebrations and awareness days. But my question is a bit of a trick question as activities and initiatives do not equate to an adequate EDI strategy. Most people don’t realize that EDI goes beyond performative actions—it’s a culture supported by various activities.
When I work with my clients, I explain that the feeling of EDI starts at the top. In a truly inclusive workplace, there’s a culture where everyone feels valued, heard, and appreciated, regardless of their background or identity. The reality is, leadership plays a pivotal role in setting the tone for this inclusive culture. When leaders prioritize and actively engage in EDI efforts, employees are more likely to perceive these values as genuine and integral to the organization's identity, resulting in their alignment. But it takes time. Building an EDI culture isn’t as simple as checking X amount of boxes and experiencing immediate change. Because we’re talking about a cultural change, this means there needs to be a reassessment and integration of change at all levels. And ultimately, this results in some inevitable resistance.
How to bring EDI to life
Just by the simple action of you reading this article, it’s safe to assume you are likely one of the forward thinkers in your company, someone who has identified an issue in their organization and is looking for ways to contribute to the solution. But not everyone is at the same level of education, or willingness. To initiate change, we have to bring it down to the fundamentals.
With an EDI strategy, we start by identifying the gaps in not only policies and processes but in leadership competencies. The actions and behaviors of leaders send powerful messages that influence the organizational culture, and when leaders consistently communicate and demonstrate their commitment to EDI, it signals to the entire organization that diversity and inclusion are not just buzzwords but integral values.
We then support the desired inclusive behaviours by creating policies and practices that embed inclusivity into the fabric of the organization. This includes fair and unbiased hiring practices, equal opportunities for professional development, and a commitment to addressing and rectifying any instances of discrimination or bias. These are tangible changes that take time and effort to apply. But to see real change, organizations need to move beyond mere rhetoric and translate their commitment to diversity into tangible actions that promote equity.
It’s not a one-and-done
A common misconception of EDI is that it’s a one-and-done strategy. But the reality is it’s an ongoing process. To bring the entire company along on the journey and ensure no one is left behind, regular assessments, surveys, and feedback mechanisms are necessary to help organizations gauge their progress and identify areas for improvement. This continuous commitment to self-reflection and adaptation is what transforms EDI from a momentary initiative to a lasting cultural norm.
The differences we see in genuine EDI-focused workplaces are grounded in authenticity. Individuals who feel safe and seen can express themselves authentically, no matter their background. In order to get to this point, organizations need not only to acknowledge but celebrate differences—rather than simply tolerate them.
It’s important to know that visual events and initiatives are valuable components of a comprehensive EDI strategy, but they are only the tip of the iceberg. The true essence of EDI lies in the creation of a cultural shift within organizations—a shift that starts from leadership, permeates through policies, practices, and behaviours and becomes a lived experience for every employee. When EDI becomes a feeling, it transforms workplaces into environments where diversity is not just accepted but embraced and where equity and inclusion are fundamental values guiding every decision and interaction.
