Those who have power are the ones who must take steps to create an equitable world. It’s their duty to open doors, to amplify marginalized voices, and to advocate for inclusivity. – Brené Brown
Organizations know that equity, diversity and inclusion (EDI) are important. They may even have a plan or a strategy for how to advance EDI in their policies and programs. But inevitably the question comes up: Who should do the ongoing work?
Discussion on this topic often becomes oversimplified and polarized within two schools of thought. The first school says that marginalized people should not be asked to take on the additional labour of EDI efforts; it’s an unfair burden, given all the bias and barriers such people face in the workplace. The second school of thought says that people in power should not be doing the work because they are not diverse and do not have representative lived experience. (Research shows that wealth, power, and senior leadership positions are concentrated within a very un-diverse demographic of people who are mainly men, mostly white.)
To whom, then, does responsibility for this work fall?
The truth is that it’s a balance. Responsibility for EDI must be shared among people with different roles and experiences. People in power should use their positions to be true allies, and the efforts should be guided by the lived experience of those who are impacted by the work. A strong, balanced approach requires that people are involved in the roles in which they will be most effective, with clear channels to those with decision-making authority. For this kind of approach, a strong governance structure is required.
On November 20, 2024, Inclusivity CEO Wyle Baoween met with HR consultant and expert Sarah Hamelin in a webinar about EDI Governance. Their focus was on the key elements for building effective governance structures so that EDI initiatives do not stall after the initial planning phase but are carried forward in a meaningful and sustainable way, involving the right people in the ways in which they can be most effective.
4 Pillars of a Strong Governance Structure
Baoween and Hamelin shared four pillars for a strong governance structure: the foundational elements that create pathways for effective and sustainable change. These structures help organizations avoid common pitfalls, such as avoid overburdening marginalized people or creating initiatives that lack the leadership support to be successful.
#1: Accountability versus advisory: Those in a leadership position should (a) be accountable for EDI initiatives and (b) be clear about what the people in the EDI committee are being asked to do. People from equity-seeking groups who have lived experiences relevant to EDI programs are essential; they share advice and guidance.
#2: Roles and Responsibilities: A charter or terms of reference is needed. Who will take on which roles? What are their responsibilities? What is their purpose and objective? Who is supporting them? How often are they meeting with leadership? What is the process of decision-making? These terms must be clearly established and communicated among all involved.
The Challenge of the One-Voice Advocate
A good structure with clear terms of reference will address a common, challenging situation: that of the “one-voice advocate,” someone who is alone in driving change. This situation is unfair for that person, and it’s not effective for transforming organizations overall. Further, reliance on a single person does not lead to a sustainable EDI program: if that champion leaves, the work may falter. If the committee is structured well, many people will be involved in advocating for effective EDI approaches in different ways.
#3: Curating the committee(s): Sometimes EDI committees are brought together without clear intentions, focusing mainly on diverse representation within this group. A more rigorous, strategic approach is needed. Of course people with diverse experiences will be essential to this work, but it is important to let people know what the committee will do so that they can make an informed choice about whether to be involved. Overall, once the roles and responsibilities are clear, organizers can see what skills and experiences are required to make the committee work effectively. Some people who might be important for the work may not volunteer themselves immediately, as they do not know what will be involved; outreach by the planning team is often important. Additionally, sometimes external members or advisors may be needed.
#4: Allocating resources: Organizations need to invest in this committee(s), especially in the early days. At Inclusivity, we know that resources for EDI work will be made available if the effort is effectively linked to organizational priorities related to an inclusive and high performing team. At that stage, it becomes a matter of ensuring that the EDI plan aligns with organization-wide planning and budgeting processes to ensure ongoing resource allocation.
The Outcomes of an Effective Governance Model
Within an effective governance model, strategy is connected to tangible, measurable outcomes in concrete ways.
- A formalized governance model includes defined responsibilities and accountability measures. This model is transparent, and responsibilities are fairly and effectively distributed and communicated.
- A defined strategy involves a sustainable plan and measurable outcomes, so that the work has impacts that all involved can see and understand.
- Established channels and schedules are created to connect with decision-makers. Who is reporting up to whom? The committee needs to have access to the decision-makers, so that people see how their work is being taken up at the highest level, and leadership can be accountable for making changes happen.
- Sustainable approach for EDI is created, one that is not reliant on a specific department or champion. It is common to start within one department, such as HR. But over time, the approach can become integrated within the organization as a whole.
“It’s a Balance”
A focus on clear governance structures leads to a transparent approach to EDI with tangible impacts on the way organizations operate and make decisions. Only with a balanced approach –one that involves people of different backgrounds across the organization in clear, structured roles – can lasting, transformative change be possible.
This article is based on the webinar “EDI Governance: The Missing Link Between Strategy & Impact” hosted by Inclusivity in November 2024. For more information, please contact [email protected].
