By Rawiah F. Naoum and Kristie Drucza
Introduction
The significance of diversity, equity, and inclusion (DEI) in the workplace has gained considerable traction recently. Many organisations from various sectors have recognised the value of promoting inclusive environments that embrace diversity and provide equitable employee opportunities. This has increased the demand for Chief Diversity Officers (CDO). However, the CDO role has several challenges and limitations discussed in this blog.
Breaking Down the Challenges Faced by CDOs
Commitment and Strategic Concerns
According to an article published in the Harvard Business Review, DEI Initiatives Are Futile Without Accountability, a lack of genuine strategic commitment and accountability within organisations is the most significant challenge CDOs face. While companies often make public commitments to address racial injustice, these promises can lack strategic weight, making it difficult for CDOs to effect significant change (Carter, 2022). This discrepancy between public commitments and actual actions can be disheartening for CDOs, who may face resistance from organisations or communities unprepared for the required changes to meet diversity and inclusion targets (Anders, 2022).
Without clear benchmarks and accountability measures, it can be challenging for CDOs to demonstrate the impact of their work and secure the necessary support and resources. This lack of clarity may lead to CDOs becoming demotivated and disengaged, ultimately prompting them to leave organisations searching for a more structured and measurable approach to their work (Carter, 2022).
Skills Gap
Given the incredible popularity of DEI, the lack of appropriate skills among CDOs is a major concern for many organisations. Filling the CDO position hastily does not guarantee that the chosen candidate possesses the necessary skill sets (Carter, 2022). Diversity officers today must possess strong conflict resolution, persuasion, networking, and influencing skills to effectively resolve inclusion issues. Often, they must collaborate and build networks to achieve success and be familiar with facing setbacks and disappointments. Moreover, CDOs must be able to address the root causes of systemic inequities. This requires behaviour change and strategic planning, which only very senior human resource staff will possess.
Many CDOs are hired because they identify with an excluded identity group and not always because they have the correct skills. Very often the CDO role is pegged to a more junior level in terms of salary, and the mismatch between the expectations of the role and what the incumbent can deliver is increasing. A LinkedIn report revealed a decline of 4.5% in CDO hiring in 2022, indicating this disconnect (Anders, 2022).
Resource Challenges
Despite organisational commitments to DEI, a lack of financial investment, human resources, and decision-making authority can impede the ability of CDOs to drive meaningful change (Huang, Tapia, & Polonskaia, 2022). CDOs often struggle to secure the necessary funding and backing to implement effective DEI strategies. According to an article by HBR titled “Are Your Organisation’s DEI Efforts Superficial or Structural? the talk and enthusiasm surrounding DEI do not match resource allocations, leaving CDOs disillusioned and unsupported (Melaku & Winkler, 2022).
Corporate leaders’ concerns about the financial implications of DEI initiatives, particularly during economic downturns, can result in reduced commitments and potential rollbacks on resources for diversity programs (Carter, 2022). This, in turn, can lead to a lack of support staff and the inability to effect significant organisational changes (Carter, 2022). Consequently, CDOs, who aspire to be transformational leaders, may find their efforts constrained.
Emotional and Mental Strain on CDOs
The emotional and mental strain experienced by CDOs is a significant challenge beyond the strategic and resource-related hurdles. The responsibility of navigating diversity and inclusion initiatives places immense emotional and mental demands on CDOs, who must deal with issues such as racial trauma and systemic injustices while also navigating personal experiences. This can result in an emotionally demanding task that risks burnout.
Furthermore, the overwhelming pressure to positively redirect ingrained biases within the organisation and the regular accountability demands contribute to excessive mental stress. In some cases, CDOs may face resistance or pushback from employees or other stakeholders who resist change or perceive DEI efforts as threatening their interests, creating additional barriers to obtaining the necessary resources and support to drive positive action.
CDOs may merely act as a buffer for organisational leadership, and the responsibility for DEI may stop with them. Overcoming resistance and fostering a culture of inclusivity requires a concerted effort from all levels of the organisation. The CDO role can lead to fatigue without organisational support (Carter, 2022; Melaku & Winkler, 2022).
CDO Turnover
The fast-paced nature of the CDO role further exacerbates the frustration, as CDOs may struggle to make a lasting impact within their limited tenure. Korn Ferry reported that the average tenure of CDOs at Standard and Poor’s (S&P) 500 companies is now less than two years, which is significantly shorter than the typical three-year tenure of other C-suite executives (Huang, Tapia, & Polonskaia, 2022). This high turnover rate among CDOs is attributed to their frustration with the lack of resources and support for DEI initiatives. The constant turnover in this position disrupts the continuity of DEI efforts and hinders the organisation’s ability to achieve long-term DEI goals.
Conclusion
The role of CDO has gained attention in recent years as organisations recognise the value of cultivating inclusive environments that embrace diversity and promote equitable opportunities for employees. However, CDOs face numerous challenges, such as limited resources, resistance from employees or stakeholders, and a skills gap. The fast-paced nature of the role can lead to frustration and a lack of motivation, with CDOs often struggling to secure the necessary funding and backing to implement effective DEI strategies. The absence of genuine strategic commitment and accountability within organisations can also dishearten CDOs, who may face resistance from unprepared stakeholders. This creates a vicious cycle of commitment and resources without results.
This blog emphasises the need for a concerted effort from all levels of an organisation to foster a culture of inclusivity and overcome the challenges CDOs face. To address these challenges, organisations must provide adequate support and resources and ensure CDOs have the necessary skills to drive positive action. Everyone is responsible for fostering a culture of inclusivity.
Our next blog offers actionable and sustainable solutions to empower CDOs and organisations on their DEI journeys.
About the Authors:
Rawiah F. Naoum is a DEI expert with a proven track record of success in creating inclusive and equitable workplaces. She possesses expertise in policy development, HR system implementation, and training delivery and is a doctoral researcher on the intersection of DEI, AI, and HR systems. As the DEI Program Manager at Includovate and the Incluodvate PRO Product Manager, she is committed to empowering organisations to foster diverse, respectful, and welcoming environments.
Dr Kristie Drucza is a passionate advocate for inclusion and founder of Includovate. Her PhD examined different strategies for building inclusive states, institutions and businesses in low-income countries. Her career has involved nearly 20 years of experience working on gender, disability and youth inclusion.
References
Anders, G. (2022). Who’s vaulting into the C-suite? Trends changed fast in 2022. Linkedin. Retrieved from https://www.linkedin.com/pulse/whos-vaulting-c-suite-trends-changed-fast-2022-george-anders/
Carter, E. R. (2022). DEI Initiatives Are Futile Without Accountability. Harvard Business Review. Retrieved from https://hbr.org/2022/02/dei-initiatives-are-futile-without-accountability
Huang , K., Tapia , A., & Polonskaia, A. (2022). Your Chief Diversity Officer Is Likely Leaving. Korn Ferry. Retrieved from https://www.kornferry.com/insights/this-week-in-leadership/your-chief-diversity-officer-is-likely-leaving
Melaku, T. M., & Winkler, C. (2022). Are Your Organization’s DEI Efforts Superficial or Structural? Harvard Business Review. Retrieved from https://hbr.org/2022/06/are-your-organizations-dei-efforts-superficial-or-structural
