Our current way of working has presented many challenges for companies to retain their workforce. In addition to flexible work options and secure employment, employees are also looking for concrete and substantial gains in the areas of diversity, equity and inclusion (DEI) to stimulate their professional decisions. through increased attention to systemic corporate racism. Yet it is unclear whether companies are equipped to meet the demands of their workforce and effectively convert those resources into DEI strategies. Some companies may believe that the mere presence of events or activities (for example, a keynote speech on racism) will cause monumental changes in their corporate culture or resolve deep-rooted racism. Others can invest more resources by bringing in DEI experts and introducing long-term programming. Regardless of the approach, each of these strategies can assume that those charged with implementing DEI strategies have the prerequisite skills to sustain and elevate racial equity.

The increase in DEI-focused roles must be accompanied by supportive and learning opportunities in order for companies to deliver on their promises to help eradicate systemic racism. Interestingly, conversations about retraining and upskilling rarely view DEIs and people-focused roles as requiring lifelong learning, especially when it comes to developing skills that actually promote racial equity. A skill refers to an ability to do an activity or job well that can be acquired through experience, training, practice, and continuing education. Retraining and upskilling can be used to further advance racial equity in the workplace.

Diversity managers and others in DEI positions can benefit from retraining efforts, particularly because too often employees are promoted into DEI positions without experience or support to develop, experiment, and pivot their strategies. DEI. Coupled with inadequate resources and unrealistic expectations, this creates a revolving door for DCI leaders. In order to make progress on racial equity, DEI members must be equipped with new skills to hold high positions, such as reporting directly to the CEO and leading company-wide strategic change. Retraining can include training and practice in data analysis and experimentation with different approaches that directly influence business products and services. Individuals can develop skills through various programs such as those offered by TMI Consulting, the world’s first diversity and inclusion focused B Corporation, through their TMI Academy. Companies will also benefit by investing in the skills of DEI leaders by retaining top performers.

DEI is often subsumed within human resources (HR), so professional development in this area is also necessary to strengthen racial equity efforts. Skills enhancement aims to expand an employee’s skill set to enhance their current job role. Dr. Tolu M. Wuraola, JD, PhD of Magnitude & Bond Consulting finds that HR managers need additional training to ensure their work is aligned with racial equity principles. She shared that “few, if any, of the HR professionals I have encountered in my DEI work are familiar with DEI concepts and principles beyond legal compliance,” which blocks progress on equity. racial. Dr. Wuraola named three skills that can help build skills around racial equity:

• Equity Literacy: an awareness and deep understanding of the concepts of racial equity and an understanding of where and how biases and inequalities persist.
• IED Indicators: an ability to collect, analyze, report and track intersectional data and use it to inform strategy and resource allocation for groups.
• Facilitation and confidence building: an ability to make room for marginalized groups with compassion and to intervene when racist incidents and conflicts arise.

Several ILR School professors have co-developed an online course through eCornell to provide a space for HR professionals to develop and hone their skills to create more inclusive hiring practices. Dr. Wuraola further acknowledges that some of these skills may go beyond the current function of most HR professionals, but are necessary to bring about real change: “All of this may or may not be in the job description. role of an HR professional, especially in large, global organizations that have entire teams whose work is solely focused on solving DEI challenges, but these professionals need to be equipped and empowered to do this work in the workplace. absence of a formal DEI professional.

Dr. Wuraola further states that DEI and HR professionals certainly need to be “better positioned (position-level, well-resourced) to effect meaningful change” across the organization. This would require an overall shift in viewing DEI and HR as mere operational roles that focus primarily on onboarding, paperwork and complaints, to change makers whose work shapes and guides culture and organizational strategy.