From Compliance to Inclusion: Shaping DEI Practices in EHS Management

The companies that have the most success with DEI (diversity, equity, and inclusion) programs are those that embed these beliefs in their culture. Leaders at an organization must fully commit to creating a fair workplace and take actionable, intentional, and measurable steps to foster an environment of inclusion and equity where differences flourish.

When DEI initiatives come from the top, they must become a fundamental part of the company. Leaders, including those in EHS (environmental, health, and safety), are tasked with making DEI a priority by building accountability into the programs and communicating goals with transparency and regularity. Without a commitment from leaders, the impact and effectiveness of the program will likely be low.

In July 2021, a report from the Financial Conduct Authority (FCA) indicated that an inclusive culture is “necessary to enable the benefits of diversity to flourish in thought and practice.” It was further stated that “Without safety, without inclusion, the value of diversity is lost and diversity will eventually wither and die.” Below, we’ll talk about how to take DEI from a practice to a culture.

Why Leadership Matters

Putting DEI initiatives in place is not the same as reaping the benefits of an inclusive environment where every employee feels safe, valued, and heard. The most inclusive workplaces have EHS leaders who act as providers, signals, and role models of organizational priorities and values.

There are several ways that leaders can positively shape perceptions, including the following:

• Impartial treatment – All employees should be treated fairly when it comes to making decisions or allocating resources.

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• Participative decision-making – Asking for and incorporating a wide set of input and ideas from all employees should be a priority.

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• Team building – Leaders should foster collaboration, trust, and healthy conflict among employees to help build relationships.

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In some cases, organizations see a conflict between their inclusive talent processes and leaders’ preference for more informal promoting and hiring, which can undermine the system.

Building leader capabilities around the talent processes is one way to get around them. When managers are aware of proper decision-making systems, especially when backed by data, they can help build a more inclusive workplace.

Going Beyond Traditional DEI Policies

The systems you use in the workplace should be supported by research in various fields, including social identity and organizational justice. This can create the basis for a robust DEI strategy that works for every employee. Some of the things you want to focus on include the following:

• Collective identity – All organizations should have a purpose. There needs to be a larger vision that everyone is aware of. Leaders should unite their team members around whatever the higher purpose of the business is.

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• Connection opportunities – Every person in the workplace should have an opportunity to get to know others in the same organization. Leaders should create the means for this to occur so workers can build relationships with the people around them.

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• Meritocracy – Too often, managers on EHS teams and other departments play favorites and this can lead to frustration and lost productivity. Crafting consistent processes and objectives by which to make personal decisions is crucial. Rewards based on merit can also be implemented.

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• Protective mechanisms – If people at a workplace can get away with biased, disrespectful, and inappropriate behaviors, it defeats the purpose of DEI initiatives and programs. Managers should discourage this type of behavior. In addition, there should be a safe method for reporting when these things occur.

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• Resource accessibility – Every person in your organization should have equal access to opportunities, information, and relationships that make them more successful members of the team. Ensuring that happens is part of being equitable and inclusive.

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• Self-expression – Workers should have the ability to express themselves in methods that they find meaningful. Making these spaces is something that falls under leadership to ensure everyone is treated well and feels included in the workplace.

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• Work-life support – Employees are people who have interests and demands outside of the workplace. One of the ways you can foster an inclusive environment that works for everyone is by showing appreciation for workers’ non-work interests, responsibilities, and demands.

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Conclusion

Inclusion is a huge process that needs to be addressed on a comprehensive basis. A genuinely inclusive workplace starts with the CEO and senior leaders. If they aren’t committed to being equitable, inclusive, and diverse, progress will go nowhere. Successful businesses drive DEI as a part of EHS and have a leader in charge of the efforts. When a strategy is in place and DEI progress is communicated, companies are more likely to be leaders in their industries.

Having leadership support, building a top-down approach, and measuring success indicators is a good portion of success with diversity and inclusion. Providing effective training and education and communicating initiatives is also a priority. Putting these factors together can help create a business that thrives on differences and succeeds whether others do not.