The Contingent

The world’s biggest companies have started to take steps to increase efforts for diversity and inclusion in the workspace, especially in the wake of major social and political changes over the past decade. However, progress in many sectors remains tepid. Programs designed to increase diversity and inclusion often fail and there are numerous reasons for this. So what can be done to make sure that efforts for diversity and inclusion in the workplace don’t go to waste?

Many companies set goals, collect data and examine change over time in comparison to other organizations. But this is done when it comes to maximizing profits. This effort should also be redirected towards measuring diversity and inclusion.
By collecting and analyzing data on diversity over time, companies can examine them and share them with key stakeholders. This can increase accountability and transparency around diversity issues, leading to better, more efficient workplace.

Approximately half of all discrimination complaints lead to some type of retaliation. There have been instances where workers who complain about harassment have ended up facing career challenges or even worse, mental and physical damage.
The only solution is to create alternatives to legalistic grievance mechanisms. Some examples include employee Assistance Plans (EAPs), ombuds offices, and transformative dispute resolution systems.

Technology has become a mainstay in any workspace. While it has definitely increased efficiency in the workplace, there are concerns that technologies can reproduce and even exacerbate inequalities by social categories such as gender or race.
To solve this, technologies used for corporate screening, hiring and evaluation has to use data that is fair to socio-demographic groups. Companies also need to perform testing on new technologies looking for disparate impacts on workers.

Organizations can be complex. They can have different internal logics, dynamics and cultures. One key step often overlooked is involving managers and leaders from the start. Typically, experts design programs and then hand them off to managers to implement.

However, this approach can fail if the programs don’t align with managers’ existing workflows or add to their already busy schedules. By including managers in the design process, organizations can ensure better buy-in, smoother implementation, and more sustainable results.

As DEI goals become more widespread, companies face the challenge of figuring out what works. While there’s no single solution, evidence-based strategies—like involving managers, collecting data, and tailoring initiatives to organizational contexts—can help pave the way for meaningful progress.

To make diversity and inclusion efforts effective, companies must move beyond superficial measures. Key strategies include collecting and analyzing data to track progress, creating safe alternatives to complaint systems, testing technologies for bias, and involving managers early in program design.