“ Nearly three-quarters of respondents ( 71 percent ) agreed that their organizations are behind where they should be regarding DEI efforts .”
It is , however , important to note that organizations leading the way on DEI don ’ t concentrate accountability for achieving DEI with just one or two individuals . Instead , they extend DEI accountability beyond the HR lead and senior executives to include department heads ( 50 percent ) and other managers ( 44 percent ). In contrast , far fewer organizations trailing on DEI efforts make department heads ( 26 percent ) or other managers ( 21 percent ) accountable for those efforts . The takeaway seems clear : the more members of an organization ’ s leadership invested in the achievement of DEI goals , the likelier that organization is to accomplish them .
Overall , the metrics presented in HBR ’ s study paint an encouraging picture of organizational progress on DEI . At the same time , the significant percentage of organizations slow to make meaningful progress on important markers of diversity , equity and inclusion make it clear that growth is happening unevenly , and that consistent , across-theboard improvement will only occur with a more intentional approach to the implementation and assessment of DEI efforts . n
JUST UNDER TWO-THIRDS of organizations ( 65 percent ) claim diversity , equity and inclusion as a high strategic priority , yet results have been mixed . The graph below shows the split between organizations who say they have been “ very successful ,” “ moderately successful ,” or “ not very successful ” in creating a diverse , equitable and inclusive workplace .
INTENTIONS VS . REALITY
Not very successful
RESPONDENTS TO HBR ’ S SURVEY said that the following five factors hindered DEI efforts most at organizations .
30 % 29 %
Lack of senior leader diversity
Lack of candidate diversity in talent pool
Lack of accountability for failing of DEI practices
Lack of defined , stakeholder-approved DEI standards
Lack of tools to gather the necessary DEI measurements