DEI vs. HR
It Wasn’t Intentional…
“It wasn’t intentional.” I hear top-level administrators say that a lot when we challenge the lack of diversity in the workplace. That’s the problem — we must be intentional in creating and sustaining a dynamic, diverse, and productive workforce. The reproduction of sexist and racist ideologies permeate in ways that show-up in our everyday culture and workplaces. Many institutions invest a lot of time and money educating their workforce on Diversity, Equity, and Inclusion or “DEI” practices. This education and/or training is usually parallel to development opportunities connected to human resources practices. Such practices include employment searches.
Throughout my career there has been much strife regarding the quality of employment searches. Specifically, the recruitment piece and what job qualification barriers may exist allowing staff and faculty to appropriately mirror the students they serve. While our students are becoming more and more diverse, our administrators are often homogeneous; still mostly white and male or white and female AND when women outnumber men, women often are not paid as much as men. Non-binary? Gender fluid? Unfortunately, we are years away from those terms being fully accepted and incorporated into human resources practices. When we go to a restaurant, we expect to have more than two beverage options. However, with gender expression, maybe not so much. I look forward to our collective progress as a society on the gender expression front and elevating trans individuals. Having worked in higher education, it is a privilege to be on the forefront of this progress. Example: Black Lives Matter vs. All Lives Matter? Please. Undergraduates in my area at the University of Nevada, Las Vegas were having that discussion back in 2016–4 years before the tragic murder of George Floyd.
Diversity: The Presence of Difference and That’s All
When we think about diversity, it is important to be explicit about what precisely we are talking about. Typically, administrators will showcase diversity as a pathway to inclusion — if not nirvana. In reality, diversity is simply the presence of difference. There is a diversity of cars in this parking lot. There is a diversity of candy in this dish. Diverse people are just that — lots of different types of people. Research shows diversity in workplace settings actually leads to more conflict. This, because homogeneous work groups frequently know the implicit or “unwritten rules” of engagement when it comes to conflict; what is normal or what are the “norms?” What are the acceptable forms of conflict and what are unacceptable forms of conflict? How do you confront someone? Who defines “respect?” What does respect [even] mean? Is your idea of respect the same as mine? Is there one universally accepted construct of respect? (Spoiler: No.) In a conflict-adverse society — where conflict is viewed as inherently bad and should be avoided — conflict tends to harm the most vulnerable and those who do not have as much power in the organization. Ultimately, conflict can be the point of growth within an organization — but managers needs to engage in the conflict with expertise to allow for future growth. Is your organization suddenly more diverse than it was previously? Be prepared to engage in more conflict.
Belonging, Inclusion, and Generational Differences
When we think about inclusion, most higher education professionals are truly attempting to talk about belonging, or cultivating a sense of belonging. The goal is for everyone to feel comfortable in the organization. When people feel psychology safe, they express themselves more freely. Yet, the idea that being included for “inclusion” purposes is simply not enough. This is because inclusion does not account for power dynamics. Who has power and control in the organization and who does not? Seniority, title, and positionality typically hold more power and influence — even when that person is wrong. On the flip side, many younger employees lack the maturity to understand that, although being your full authentic self is admirable and desirable — not everyone deserves to experience your full authentic self. Afterall, this is capitalism. Not everyone is worth your time and expertise. Pause. Reflect. Repeat.
We all have to play the game in order to get the paycheck. Knowing that, what are your non-negotiables? Are the people challenging you worth your time and energy and your “full-authentic self?” Likely not. Some folks do not deserve to hear what I have to say; so, I’m going to keep my mouth shut — until it matters most. “What are the consequences to my team or myself if I do not take a stand or speak-up in this situation?” Is it worth it? Do I need to lay down, flip it and/or reverse it?” I like to think of this as different layers of “pick your battles.” Frankly, this is maturity. I expect to hear high school students, undergraduates, and new professionals say “I’m gonna be my full, authentic self no matter what.” However, those with more experience need to ration our energy better than that. Afterall, we are not getting younger. These divergent approaches elucidate competing values that are rooted in generational differences amongst various age groups in the workplace.
More than Burning Crosses
When we think about sensitive topics such as identity, race, discrimination etc. it is critical to understand this is more than the Ku Klux Klan burning crosses on lawns; that is an extreme. Harmful stereotypes and ideologies are learned behavior based off of how we are socialized. This is all reinforced by families and institutions such as schools, media, churches etc. Boys wear blue and girls wear pink. We learn these “rules” at very young ages. Who taught you that? Is that true in every culture? Why is it true for you? We must UN-learn many “truths” we were taught at a young age so that we do not perpetuate harmful systems and behaviors; these behaviors negatively impact those in our new families and other people in the workplace who are more vulnerable than we are.
Education Level
The snobbery in higher education is real. By requiring a master’s degree as a minimum qualification, you are excluding many first-generation students from opportunities for advancement. What does your organization have the capacity to teach? Can a certain number of years of professional experience substitute for another degree? Do you value military experience? Why or why not? Do you value trade experience? Why or why not? Think about it. Especially think about it if your organization is more homogeneous.
Manipulating Search Processes
Throughout my career, I have witnessed many hiring managers manipulate search processes so their homies can get hired. This, at the expense of other qualified candidates typically outside of the institution. If you want to hire an interim, hire an interim. Just please do not waste your institution’s time and money interviewing people who clearly do not have a fair shot at the actual position. You can invest time and money into developing your talent upfront or you can invest money in a employment discrimination lawsuit later on. You pick.
Always Learning
In the Spring of 2022, I had the honor of co-presenting and developing a workshop on these topics with Dr. Emelyn dela Peña, who is now Vice President for Diversity, Equity, and Inclusion at Loyola Marymount University in Los Angeles. We explored many of these nuanced concepts for our full-time professional staff and resident fellows in Residential Education at Stanford. In that presentation we covered: implicit bias, microagressions, and microaffirmations. How did I learn this stuff? I read books. I watched documentaries. I listened to those around me. I made a conscious effort to do those things. I do not consider myself an expert. Rather, I try to empathize with folks by remembering when I first learned something new about identities different than my own. I look forward to continuing these conversations and therefore getting better and better with age and practice.
