It’s crucial for employers and professionals alike to feel comfortable engaging in conversations around Diversity, Equity and Inclusion (DE&I) in the workplace, particularly in order to address any concerns and create positive change.

However, there are a number of factors causing caution when it comes to discussing DE&I, including a fear of getting things wrong as well as doubts over whether voicing DE&I related issues will lead to action.

Hays’ recent Diversity, Equity and Inclusion Report 2023, based on a survey of over 5,300 respondents, reveals the extent to which a lack of confidence around DE&I is limiting genuine progress. Read on to learn more about the findings and how to promote more open conversations around DE&I that will help to facilitate change and lead to a more inclusive future for all.

Lack of knowledge making managers reluctant to discuss DE&I

Training which is targeted at the specific areas managers feel less confident discussing will prove invaluable to increasing these conversations and driving change.

The safety and freedom to discuss DE&I issues in an authentic and open way is crucial to support confident and productive performance in any team, but apprehension around this core business area is ongoing.

According to the research, just over half (54%) of people managers agree that they feel comfortable engaging in conversations around DE&I that they have little knowledge of. However, a fifth (20%) of people managers feel uncomfortable talking about aspects of DE&I that they have little knowledge of, and there are a number of reasons for this.

The main factors preventing some managers from feeling comfortable to engage in discussions around DE&I include concerns about making a mistake or imparting incorrect information (43%) and a fear of giving offence to someone (33%).

These findings illustrate that the fear of being criticised for making an error, by using the wrong language for instance, is resulting in managers withdrawing from conversations on DE&I. This is problematic as, in order to promote cultures of inclusion, it’s important for all colleagues – managers included – to openly encourage, engage and participate in DE&I discussions.

As it stands, more than half (60%) of the managers surveyed say they feel more comfortable discussing certain areas of DE&I than others: age being the most comfortable and sexual orientation being the least. Therefore, training which is targeted at the specific areas managers feel less confident discussing will prove invaluable to increasing these conversations and driving change.

Professionals doubtful that conversation will drive change

Hierarchy impacts the extent to which people feel in a position to speak out against injustices in the workplace.

Although over two thirds (69%) of professionals feel comfortable raising any concerns they have around DE&I to their managers, only 54% are confident that their concerns will be listened to by their managers and that meaningful action will be taken.

Certain groups of people have less confidence that conversation will lead to tangible action, namely those from a global ethnic majority background (50%) and those living with a disability (45%). Public sector professionals (58%) are also more confident that their concerns will be acknowledged and action will be taken as a result than those in the private sector (51%).

In terms of action being taken, just over half (52%) of people managers believe their organisation is proactively taking action to recruit under-represented talent. However, less than half (42%) of professionals think positive action is being taken by their employer to improve career outcomes for under-represented talent.

On a more positive note, the majority of people managers (80%) agree that they have the skills and knowledge needed to support and improve DE&I efforts at their organisation and confidently act as an ally to under-represented groups.

It’s essential that both managers and professionals feel able to challenge exclusionary behaviour at work, but our research highlights how hierarchy impacts the extent to which people feel in a position to speak out against injustices in the workplace.

Nearly three quarters (74%) of people managers say they feel confident challenging exclusionary behaviour amongst more senior members of their organisation, compared to only 55% of non-people managers.

More professionals felt confident challenging exclusionary behaviour amongst other members of their team (66%), but this figure drops amongst those from a global ethnic majority background (57%).

Key takeaways

It is only through ongoing and focused activity that we are likely to address the issues raised and lay the groundwork for real and lasting change.

Ultimately, being able to have open conversations about DE&I in the workplace is an essential first step to making progress, whereas backing away from conversations will only facilitate existing biases within organisational thinking and decision-making across the employee life cycle.

To address this, organisations should invest in education programmes that focus on building knowledge of DE&I and a sense of psychological safety between managers and employees. HR and learning and development teams also have a critical role to play in building internal social bonds between managers and employees.

There are clear inequalities that remain when it comes to accessing work and career progression, hence why employers need to ensure that they are continuing to make steps to remove bias from hiring, development opportunities and promotion so professionals from all backgrounds can feel they have equal opportunity.

It is only through ongoing and focused activity that we are likely to address the issues raised and lay the groundwork for real and lasting change. Employers ought to foster a workplace culture that simultaneously provides individuals with the psychological safety to speak up and gives those in management positions the confidence to lean into inclusion conversations.

It’s just as important to reassure professionals that their DE&I feedback and concerns will be taken seriously, so they feel empowered to engage in such discussions, as well as call out perceived inequities, challenge exclusionary behaviour, make honest mistakes and be willing to continuously learn.