A Message to EDI Practitioners from an EDI Leader of 20 Years

Over the last seven years, I have been away from the EDI Conference circuit, working globally on what inclusive culture means worldwide. During this time, I have been dedicated to teaching and researching for our master’s program aimed at D&I professionals, successfully guiding seven cohorts of EDI practitioners into the practical application of global best practice.

Simultaneously, I have been refining a software-based tool, building on the success of our manual ROI audit which has consistently delivered lasting positive outcomes for organisations both financially and for their employees for nearly a decade. Upon returning, I was excited to catch up with old colleagues and friends to take in the progress that has been made.

For fear (or not) of being controversial - It was eye-opening to see that after seven years away, whilst the conferences are beautifully orchestrated, with some fabulous content, excellent speakers and initiatives being described, and undoubtedly rooms full of passionate people – I still have not heard in four conferences anyone describe how to turn data and evidence into measurable impact and return on investment. Voicing this to other delegates, this was a consensus shared by others in attendance who said they don’t hear of these elements being mentioned.

This blog isn't meant as a criticism of my friends and colleagues running conferences or fabulous initiatives in their respective businesses, but more a plea to the whole sector of EDI professionals – of which I consider myself to be one of the OGs, bringing EDI from the US into the UK over twenty years ago. If things don't change in terms of language, focus, and impact, the sector will sink into oblivion within the next 10 years.

As professionals who care deeply about this space, we need to decipher how we go forward. I love EDI and believe everyone in this line of work cares deeply about people and enacting positive change. Therefore, it must become imperative that we embed initiatives which have been guided by data and research. Diversity statistics aren’t enough. Inclusion at all levels needs to be measured to enact an environment where diversity can thrive. If we don’t, the work becomes a guessing game, a shot in the dark where we never achieve the results we set out for.

For too long we have been focused on blanket EDI initiatives which appear meaningful at the surface but lack the planning and measured frameworks to sustain impact. Like any sector of work, informed decision-making should be based on a foundation of quantifiable evidence so that the most prominent issues can be understood before effective initiatives are set. With this approach, we can feel confident that when we walk into that important boardroom meeting with shareholders, investors and company leaders, we can demonstrate the impact of all our hard work.

My passion for this sector guided my thinking regarding this topic several years ago when I decided that software needed to be designed to allow organisations to easily self-audit inclusion. Following research with academics, EDI professionals, data scientists and AI experts, the development of a digital version of our manual ROI audit was created - Metimur. For 9 years, this tool has been specifically designed to diagnose the main context-specific issues facing companies, before generating pathways they can take to advance inclusion for their people and long-term financial success.

Therefore, if you are an EDI practitioner reading this, look at the below questions and see if you can confidently answer them.

1. How do you measure inclusion within your organisation and, do you use this data to outline the focus areas which need to be prioritised?
2. Although your organisation has become increasingly diverse, what evidence and data do you collect to ensure that your organisation is achieving an inclusive environment where your diverse workforce can thrive?
3. How do you measure the social impact of your inclusion initiatives?
4. How do you measure the financial impact of your inclusion initiatives?
5. Do you regularly audit your organisation for inclusion to sustain progress?

These are the questions we need to ask ourselves. If you’re struggling, is it time to renavigate your approach?