“EDI is not a priority”

I heard this statement recently in an Equity, Diversity and Inclusion (EDI) peer group call. I was stunned, but I shouldn’t have been. It was a personal reaction, given the work I do and the impact I try to make.

The second part of the statement was that “EDI is a nice to have.” Shocking once again, but this tells me we aren’t doing enough to increase EDI awareness and we are failing to weave EDI into the fabric of workplaces. It tells me that some leaders focus on profits and productivity more than on people. The fact of the matter is EDI is the foundation–not a “nice to have.”

This group and I meet once a month to discuss emerging EDI-related topics that impact workplaces. It consists of leaders, CEOs and HR professionals who have a vested interest in workplaces, people and organizational programs, but more specifically, we discuss topics through an EDI lens and brainstorm solutions to issues many organizations are facing as they try to change the culture and be more inclusive. I attend not as a business leader but to offer EDI expertise and share what I see my clients facing across different industries.

A few weeks ago, we were wrapping up the session and just before the final goodbye waves, one individual dropped the bomb, “EDI is not a priority, especially during COVID when we were concerned about hiring - getting people in the door. Even now (post-COVID), the company has priorities and goals to meet and revenue to maintain, and quite honestly, EDI is just not a priority.” I could feel my tension and my eyebrows raise. The commenter saw my reaction and said, ”I know that’s not what you want to hear, Nicole, but it’s the reality – it’s a nice to have.” He mentioned that and dropped immediately after, leaving the group speechless.

The statement sat with me for a few days. I think it was so shocking to me because the people in this group were the last people I’d think would say something so outdated. But as I reflect, I realize what may have generated this train of thought and I thought I’d offer some insight into the issue.

A Response to Incidents 

EDI is not a “nice to have,” it’s the backbone of thriving and sustainable companies. It’s the focus of change makers who are trying to revolutionize corporate culture and a necessity for marginalized groups–even before the injustice and racial inequalities we saw in 2020.

I feel leaders who believe EDI is a "nice to have" see EDI as a response to “trending issues” in society. We’ve seen relatively silent companies respond with performative postings on LinkedIn and other platforms. But in reality, the essence of EDI is an arduous attempt to correct generations of inequity and oppression that have seeped into corporate culture. Organizations fail to address the deeply rooted issues by responding to tragic incidents by using perfunctory EDI tactics such as ‘we stand in solidarity' posts and participating in Blackout Tuesday and then quickly realizing the issue with one-off tactics. Despite their good intentions, these surface-level actions do nothing to terminate inappropriate and discriminatory behaviour that results in toxic and inequitable workplaces. They minimize EDI to whatever issue is being spotlighted at the time.

The Separation of EDI

I offer another possible reason for the failure to recognize EDI as a priority. EDI often has been separated from other programs and departments within organizations, whether it’s employee engagement/experience, wellbeing, or other human resource programs. Some companies have essentially isolated EDI without taking into consideration how it operates in conjunction with other departments. And this siloing, for lack of a better term, has resulted in common misunderstandings that impact people’s understanding of just how far-reaching EDI is and how it positively impacts people, strategy, customer experience, new product/services, overall competitive advantage and more.

By viewing EDI as separate from core company functions, leaders may not understand the holistic scope and impact of EDI and therefore some see it as disposable. I know some organizations have cut the EDI budget and this tells me they see it as a peripheral program or a problem they don’t want to solve–a touchy-feeling buzzword and not a business priority. The reality is that EDI is how we increase engagement, increase employee experience, create inclusive workspaces, empower innovation, create competitive solutions, attract clients, hire great talent, and create safe workplaces so everyone can thrive and contribute to their highest potential. It’s how we create incredible workplaces that promote authentic being and psychological safety.

So then next time you think, “EDI is not a priority for me” remember enhanced profits and productivity starts with people, and if you value your people EDI should certainly be a top priority. EDI should not be used to further a social media agenda, and your EDI department should not be seen as a stand-alone disposable department. It needs to be part of your core and foundational business priorities. And let’s not forget, if we advance EDI in the workplace, we can make changes both inside and outside of the workplace and positively advance broader societal and policy issues.

Is EDI a priority?  I certainly think so but I’d be happy to chat with anyone with a different perspective.