In the recent research and report by Forum Odpowiedzialnego Biznesu on Diversity Management in Poland we read that:

3% of companies have a separate, formal document dedicated to their strategies and that 59% companies don’t have and don’t plan to develop DEI strategy.

And yes, the above statements need to come with a disclaimer. Because the fact that a company doesn’t have a formal document on Diversity or a proper DEI Strategy doesn’t mean that the elements of the strategy aren’t in other strategic documents of the company like code of ethics and that the initiatives, regulations and procedures aren’t there.

And yet, I was wondering what the only 3%  might be about.

In my experience as a DEI consultant, I observed some skepticism towards creating DEI strategy that looked like:

-        It seems like a (too) serious commitment for the moment

For some companies, strategy sounds scary and they are not sure if they are ready to take this step. Strategy means accountability and especially for those organizations where there is poor leadership support, creating long term goals is something they don’t feel ready for.

In the same time: without having leadership commitment and metrics in place to keep accountability, we are risking the DEI efforts to come to naught and never bring an actual change.

-        We want to start small and see how it goes

The work around DEI starts sometimes from an initiative of one person or a small team, often connected to HR. With no data around how inclusion and belonging looks like in the organization, it’s difficult to find the right footing and to understand what is the perception of DEI in the organization. Starting with a small initiative is often an attempt to test the waters and see what the outcome would be.

In the same time:  initiatives that are introduced without prepared ground, communication, anchoring in the business goals, can jeopardize DEI efforts for a long time.

-        Strategy is expensive

Creating and implementing a DEI strategy is perceived as an expensive process and yes, of course there is a cost to it. Not only in terms of the budget allocated for hiring staff or DEI initiatives or ERGs projects. There are also costs of revising and changing processesor costs of involving executive leaders in DEI matters. 

In the same time: having a clear plan, linking it to the business goals and prioritizing areas that need urgent attention, can mean actually saving in a long run on challenges around retention, attrition and loosing competitiveness.

What do you think can be other reasons for companies to be skeptical towards creating a DEI strategy?

Report: ZARZĄDZANIE RÓŻNORODNOŚCIĄ W POLSCE. GDZIE JESTEŚMY, DOKĄD ZMIERZAMY