长期以来，公司一直在谈论多样性，公平和包容性或DEI的重要性。而且，自2020年夏天以来，乔治·弗洛伊德（George Floyd）的谋杀案引发了全国和国际上的抗议活动，这些组织已经制造了public proclamations about their commitment创造热情的文化人们可以随意带自己的真实自我上班.
但是它可以工作吗？杠杆最近DEI州报告发现雇主和雇员对DEI的看法并不完全一致。一个例子：虽然几乎所有雇主都认为他们在过去一年中采取了新的DEI措施，但几乎四分之一（24％）并未认为他们的公司已采取任何新措施。当存在问题时，三分之一或更少的员工可以随意向他们的人力资源团队或直接经理表达他们的关注。只有9％的人能够与高级管理层联系他们的担忧。
These disconnects can be damaging. “What’s really unfortunate is that when companies seem disingenuous about their value systems, that’s almost, in a way, being worse than being transparent about lack of caring,” says Rosalind M. Chow, associate professor of organizational behavior and theory at Carnegie Mellon University. “If you are going to say that you care, then you have to follow through, because if you don’t, then you erode that trust even more.”
So, how can companies create environments where workers feel safe expressing concerns about DEI? Experts in the field have some thoughts:
读the room
Like most initiatives, making things better starts with understanding where you are. “A lot of companies are kind of early in diversity, equity and inclusion, and as a result, their employees may not feel safe to express [their concerns],” says DEI consultant Melinda B. Epler, author of如何成为盟友：您可以采取更强大，更快乐的工作场所的行动.
公司需要收集有关员工当前对气候的感觉的信息。他们需要理解，困扰员工的东西可能不是他们认为的。员工可能是体验微侵略性或觉得他们的团队在心理上不是安全的。这些可能不是人们报告的最直接的事情，也可能不是别人认识的东西。她说，因此，收集信息和开头讨论至关重要。
Having multiple ways to gather feedback and allow people to share their views is important, says Amber M. Arnold, vice president of DEI at public relations agency MWW. Employee surveys that incorporate DEI-related questions are a good way to start. “Most of the time, employee surveys are anonymous, so they feel a little bit more inclined to be open and express how they truly feel about something,” she says. Another useful tool is a Slack channel specifically for DEI discussion and information-sharing, she adds. One-on-one meetings and town halls can also be useful ways to gather information.
Create written processes
Organizations need written processes for employees who want to share feedback, so everyone understands the options for reporting concerns, Epler says. Steps may include approaching a supervisor, turning to HR or a designated representative, and other options if the issue needs to be escalated. The goal is for employees to feel safe when they raise concerns, and not have fears of retaliation. “[An employee] having a one-on-one with a manager saying, ‘Hey, I don’t feel like this is an inclusive team, I don’t feel like I’m being treated fairly’—those are the moments that you really want,” she says. When employees feel safe enough to share those concerns early on, they can be more readily addressed, and a culture of mutual learning can be cultivated.
Start at the top
If DEI isn’t a visible priority for leadership, initiatives are not likely to be successful, Arnold says. You really do need to designate a leader and a dedicated team to do this internal work. It’s not just asking someone to do this on top of their day job, she adds.
接受问责制，但允许不完美
As companies increase their DEI initiatives, employees may need support in the forms of training, education, and discussion, Chow says. This work can be uncomfortable for people who are learning about what it takes to创造一个真正包容的环境.
That’s where communicating clear expectations around behavior and culture within a company is important. “If leadership wants to build a culture that feels safe, then they have to role model—taking risks, making mistakes, owning up to them, and saying how they’re going to change and move forward and learn from that experience,” Chow says. There should be an allowance for mistakes and missteps. But that has to be an exercise in good faith. If an employee is problematic and isn’t willing to learn or change behavior, there have to be consequences, she says.
Communicate
It’s important to regularlycommunicate with your team about DEI initiativesand efforts, Epler says. This helps keep the topic on the minds of your team and also emphasizes its importance. And while you won’t always be able to follow up on concerns that are shared anonymously or privately, leaders should be sharing efforts to address broad concerns and let employees know that they’re being heard.