How to have effective internal diversity networks
By Priya Aggarwal-Shah, Founder and Director of PREACH Inclusion® (formerly BAME in Property Ltd)
Please note that this article was published prior to the new brand name of PREACH Inclusion® on 25 April 2024, so you will notice references to BAME in Property.
In recent years, the use of diversity networks or committees within organisations has increased exponentially. From catch-all networks covering different diversity perspectives, to single identification networks, such as ethnicity, sexuality or gender, nearly every organisation has at least one if not several networks.
Despite many companies adopting diversity networks, there is still uncertainty on how effective they are. Drawing from our experiences of being part of diversity networks and supporting other companies with theirs, we’ve identified the common factors that can make the network ineffective, alongside best practice to ensure the diversity network is making a difference.
What are diversity networks?
“Such networks provide employees from underrepresented backgrounds an opportunity to come together in a safe space..."
Diversity networks, also referred to as ‘employee resource groups’ or ‘affinity networks’, are initiated to inform, support and advance employees with similar social identities. In many organisations, diversity networks are part of a larger diversity management agenda and an increasingly popular practice to promote equity, diversity and inclusion in the workplace.
While many diversity networks originally focused on one or two issues, such as gender balance or race, in recent years, bigger companies have extended affinity networks to a range of identifications, including sexuality, religion, disabilities and parent networks.
The most obvious benefit of such networks is that they provide many employees from underrepresented backgrounds an opportunity to come together in a safe space, share any concerns and demonstrate that strength in numbers.
Nevertheless, diversity networks aren’t always effective, for the reasons explained below.
- **Absence of executive sponsorship **
One of the biggest downfalls of a diversity network is the absence of a senior leader within the group, helping to move the dial. Without this, there is no clear person to report to and no guarantee that suggestions will be implemented.
“An executive sponsor demonstrates to members and the wider company that the diversity network is a serious initiative, with backing from those at the top."
*Solution: All diversity networks need to have an executive sponsor, ideally someone who identifies with that group’s lived experience i.e., ethnic minority, LGBTQ+ etc., as this will enable them to support and empathise with conversations. *
*An executive sponsor’s role and seniority allows them to pass issues onto the wider executive team, determine budget and ensure actions are moving forward. It also demonstrates to members and the wider company that the diversity network is a serious initiative, with backing from those at the top. *
- Lack of time and resource
“Without sufficient time allocated for the network, many become merely ‘talking shops’, where nice ideas are discussed but not implemented."
Another reason why diversity networks often stall, is due to members not having sufficient time to dedicate to meetings, actions and activities. Most members of such groups already have a day job – billable client work, which takes priority and usually results in other activities being cancelled or shelved. Furthermore, most networks are expected to hold meetings during lunch hours, suggesting it isn’t serious enough of a responsibility to be held during working, billable hours.
This doesn’t mean that brilliant ideas aren’t discussed or there isn’t ambition to materialise them, but without sufficient time allocated for the network, many become merely ‘talking shops’, where nice ideas are discussed but not implemented.
The issue is further challenged due to colleagues not acknowledging the importance of one’s role in a diversity network, and therefore allowing them time to spend on it.
Solution: While client work will always be important, members of diversity committees or networks need to be given adequate time to participate in activities and these should be acknowledged in professional appraisals, as advancing DEI efforts within the company. This recognition will show that the company values their input, efforts and encourage them to stay because they are making a tangible contribution.
It’s also important to have someone from your finance team involved in the committee or network to enable a budget for activities. This will help materialise ideas and give more substance to the group.
- Expecting the DEI network to effect change
“A diversity network is not a replacement or an execution channel for a company’s DEI policies."
The burden of effecting DEI change within an organisation should not solely fall upon your underrepresented employees, who may already be facing challenges. A diversity network is not a replacement or an execution channel for a company’s DEI policies. It is a supplementary resource, which should be used occasionally for the reviewing or sounding out of new initiatives.
*Solution: While the role of the DEI network or committee is important to discuss issues, create allyship and help to move the dial, it should not be responsible for implementing initiatives on top of day jobs. This is where the role of **diversity taskforces ** come to play, whereby a smaller group of employees – including senior leaders and managers – are tasked with implementing a diversity initiative, monitoring its progress and proposing suggestions for improvements, all within a specific timeframe. *
*In the absence of knowledge, external support, such as through organisations like BAME in Property, should be sought for guidance and advice. *
- Absence of allies from majority groups within the network
It’s no surprise that the usual membership of a diversity network is those who identify with said characteristics e.g., ethnic minority, LGBTQ+, women etc. There are very few members of majority groups i.e., white males, present in such networks, listening in and exercising allyship.
“You cannot move the dial without the support of the majority. We all need to get comfortable with feeling uncomfortable – whether we like it or not."
Most of the time this isn’t due to lack of care or interest. But often there is a fear or discomfort with being in a space that is potentially talking about issues faced by majority groups – ignorance is bliss.
Solution: You cannot move the dial without the support of the majority. We all need to get comfortable with feeling uncomfortable – whether we like it or not. Being part of the DEI network will expose allies to the challenges that some underrepresented employees face, providing an opportunity to use one’s privilege to empower others.
Final thoughts
Diversity networks can be effective with the right support, time and resource. Without these, diversity networks will run out of steam and you risk losing the very people you are trying to support, due to diversity fatigue.
If you’d like any support with your internal DEI network, please get in touch with us on hello@bameinproperty.com.