Diversity, Equity and Inclusion – Does it Work?
My work ethic is important to me. Growing up on an extensive cattle ranch, hard work came as second nature. I learned early on how to care for newborn calves, chase down bulls in the pasture, and haul grain—sometimes four pails at a time. Those lessons shaped the way I approach everything in life.
After many years in the trenches of corporations, I saw both sides of the equation when it came to DEI programs. In this blog, I share three reasons why DEI often fails, and how it can undercut the culture and momentum of an organization’s larger goals.
From what I’ve seen, the biggest challenges with DEI programs usually show up in three key ways.
1. Special treatment creates division
DEI programs are purposed to give special treatment to specific groups. This is counterproductive because those who did not receive that treatment, but showed up anyway to do their best, are left feeling “less than.” Over time, they can become deflated and begin to put less effort into their work.
An in-depth article on the subject points to this. Dobbin and Kalev (2016) explain that “mandatory diversity training frequently fails to reduce bias — and in some cases it actually activates bias or sparks backlash.” In other words, what was meant to unify can instead create division.
“To add value to others, one must first value others.”
2. Quiet departures of top talent
Another outcome is silent turnover. Employees who feel disillusioned may not express their dissatisfaction, but they leave quietly. Oftentimes these are the best employees. They don’t always fill out exit interviews, they just walk away, and this creates a gap not easily filled.
This concern is backed up by recent findings. Al-Gharbi (2024) reported that “two-thirds of human resource specialists—those in charge of overseeing DEI initiatives—report that diversity training does not have positive effects.” If the very people running these programs doubt them, it’s no surprise others lose faith too.
3. Perceptions that weaken team dynamics
Finally, DEI hires are sometimes perceived as people who didn’t have to work as hard as others to keep their jobs. Even if it isn’t true, the perception alone can damage team acceptance and create friction in working relationships.
For many years I worked in corporations helping them to promote a culture where equal opportunity was celebrated—not “specialness.” The best leaders I knew rewarded those who worked hard and performed well. They made accommodations when needed, not out of obligation to a program, but because they believed every person was capable of doing great work regardless of gender, race, or ability. That kind of fairness, not favoritism, is what built the strongest teams.
In my own respectful workplace training, I focused on drawing out the stories of the everyday heroes within organizations—the people who embodied hard work, trustworthiness, problem-solving, and a willingness to help others. Raising the bar on what it means to be respectful to colleagues—no matter their age, race, or gender—is the real key to equalizing workplace culture. It creates an environment where everyone has a fair opportunity for advancement or promotion, and where, day by day, coworkers treat each other with human dignity and respect.
References
Dobbin, F., & Kalev, A. (2016, July). Why diversity programs fail—and what works better. Harvard Business Review. https://hbr.org/2016/07/why-diversity-programs-fail
al-Gharbi, M. (2024, February 29). What DEI research concludes about diversity training: It is divisive, counter-productive, and unnecessary. Aristotle Foundation for Public Policy. https://aristotlefoundation.org/reality-check/what-dei-research-concludes-about-diversity-training-it-is-divisive-counter-productive-and-unnecessary/
About the Author
Nancy Riegel is a Leadership Coach, three-time author, Harvard Health Economics and Royal Roads University alumna, and a Certified Executive Coach.