Challenging the diversity perception gap

As an Asian woman and a business owner working within the creative industry, I was delighted to join Media For All (MEFA) as a mentor in 2020. Founded in 2017, MEFA has sought to close the representation gap within the media and advertising sector and help black, Asian and minoritized ethnic talent thrive and fulfil their potential.

Over the past five years, MEFA has made some fantastic progress, now comprising over 500 professionals at every level within the industry and I’m proud to be part of a community that is so dedicated and passionate about driving positive change.

But while there is no doubt that diversity, equity and inclusion (DE&I) has rapidly risen up the business agenda in recent years, with the #BlackLivesMatter and #MeToo movements sparking much needed conversations across UK boardrooms, MEFA’s latest research shows we still have some way to go as a sector to achieve true diversity of talent and build organisations where people feel included, valued and supported.

Interestingly, the report highlights the perception gap that exists around DE&I progress, with those who are not directly impacted by diversity and inclusion feeling much more positive on outcomes and progress than those from a minority background, particularly women and those early on in their career. It raises the very real possibility that for some firms, DE&I has simply become a box ticking exercise or act of tokenism.  

While those surveyed by MEFA agreed they had seen an improvement in hiring and career progression, 56% of respondents admitted they don’t feel there is equal opportunity within their organisation, while 77% don’t see role models like themselves.

Right across the board, black and Asian respondents reported a worse outlook on progression, equal treatment and visible increase of ethnic minorities within their organisation than their white counterparts. Younger employees were most likely to feel pessimistic about progress, with only 37% of 18 – 34-year-olds feeling that their organisation is helping minorities to thrive, versus 49% of those aged 35 to 44.

Sadly, young women aged between 18 and 35 from black backgrounds are particularly likely to feel a lack of equality in their place of work. Less than one in three (29%) black women agree that new people in their organisation have an equal chance to rise to the top, compared to 43% among all women. It’s deeply concerning that in 2022, women of colour continue to feel marginalised.

While we’ve seen businesses make important strides when it comes to DE&I in recent years, with the vast majority of organisations now recognising the importance of implementing a DE&I strategy, the findings make for sombre reading and serve as a reminder of just how much more work there still is to do.

MEFA has been great at helping individuals from minority backgrounds, with members likely to report greater progress in recruitment versus non-members, highlighting the power of a supportive network. However, we need to see business leaders taking much greater responsibility for DE&I and embedding equitable practices right across organisations if we are to continue to improve and progress.

We often see business leaders rely on HR to implement a DE&I strategy but true diversity stems from a cultural shift and this requires recognition and a desire among leaders to drive change and do better. There is a significant difference between those leaders who understand the business case for DE&I and those who show true commitment to implementing change because it is the right thing to do and are willing to go that extra mile to get there.

Employees often take their cue from leaders so it’s vital they stand true to their word and practice what they preach. If leaders take a visible, proactive approach to diversity and inclusion, it builds cultures and practices that ensure all staff feel treated fairly and with respect.  

Employee surveys are a great place to start as they enable leaders to fully understand how their people feel about diversity and equality, beyond just numbers on a spreadsheet. Exploring whether they feel a sense of belonging, how they view career development, mentorship and equality within the organisation and whether they feel progress is being made, will offer leaders a deeper understanding of the employee experience and help to set more impactful DE&I goals.

Another crucial element to DE&I is psychological safety. The past two years have been tumultuous, and businesses continue to see high turnover and a competitive talent market. However, change, particularly in the aftermath of a global pandemic, can impact trust and security. Employees need psychological safety to feel valued and included. They need to feel comfortable raising concerns, asking questions and sticking their head above the parapet without fear of judgement, marginalisation or repercussion. Honesty and communication are paramount; meetings shouldn’t be dominated by senior leadership; everyone should be given equal opportunity to contribute and feel listened to.

Diversity and inclusion should be embedded throughout the organisation’s processes and practices so that an inclusive culture permeates every aspect of how the company operates– from recruitment through to career development, training and mentorship to the way people behave and how they are rewarded. Clarity and structure around pay levels and what is required of people to progress to the next level will also help to alleviate ambiguity or concerns of inequality around career progression and development.

There’s no doubt that the intent to do good is there, but what makes the difference between intent and success is leadership buy-in. Every level of leadership should be a good role model and have open and honest conversations with their team members if they are to build trust and a shared commitment to improve.

At JourneyHR, we pride ourselves on partnering with clients to build cultures that not only value openness, fairness, transparency and meritocracy, but where people truly enjoy working.

To drive the change our industry so desperately requires, we need far less talk and a lot more action. Businesses who invest the time and effort into making DE&I integral to their organisation will reap the rewards of a more engaged, innovative and motivated workforce.