J.E.D.I. (Justice, Equity, Diversity, and Inclusion) has become a critical topic in the business world. A McKinsey report found that companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns than their national industry medians.[i] A Harvard Business Review article also found that diverse teams were more innovative and productive than homogeneous teams.[ii] J.E.D. I efforts are crucial for promoting a fair and inclusive society; however, efforts can get lost in semantics, poor policies, underdeveloped training programs and the lack of buy-in within organizations.

Markers of Poor Execution in J.E.D.I Programs:

1. Endless Meetings and Discussions: While discussions are essential for raising awareness and building consensus, they can quickly become a time-sink if not focused on action-oriented outcomes.[iii] Too much talk without clear action steps can lead to fatigue and disengagement, causing the J.E.D.I efforts to lose momentum.
   
   
2. Command and Control Approach: Diversity training has a limited impact, with its positive effects often lasting only a short period. Furthermore, several studies have indicated that such activity could trigger bias or lead to a negative response. Despite this, almost half of the midsize companies and nearly all of the Fortune 500 companies continue to use diversity training programs.[iv]
   
   
3. Inadequate Resources: J.E.D.I efforts require resources to be effective, including time, money, and personnel. Without adequate resources, making meaningful progress can be challenging. J.E.D.I initiatives may get lost in the shuffle of other priorities.[v]  “In today’s corporate culture, especially post-COVID-19, we don't often give our employees breathing room to attend events, seminars or meetings to learn and discuss these matters. This is a requirement -  to allow our employees to learn from one another, develop empathy for each other's experiences and build the trust required to have the conversations required to support these challenges in the workplace," commented Krista, who heads National Sales as a director with P.C. Financial.
   
   
4. Lack of Representation: Without adequate representation and inclusion of diverse perspectives, J.E.D.I efforts may miss the mark and fail to address the root causes of inequality.⁵ “People that are impacted by barriers (barriers that others may not notice or face) are best qualified to engage in the development of a barrier-free workplace. Marginalized people are often overlooked when leadership roles are equated with charisma or personality (although research shows that in dynamic environments, introverts and quiet people often lead better than extroverts); and this stereotype needs to change.” Confirmed Imran Zia, Director of Risk Management & Assurance with the Vancouver Fraser Port Authority.

Meaningful Actions & The Path to Success:

Organizations that lose track of J.E.D.I goals and execute poorly inadvertently alienate their people from each other, which sends the message that J.E.D.I is nothing more than a passive training program. Yet studies prove that companies benefit vastly from a more inclusive and diverse workforce. To create a culture that values and promotes diversity, equity, and inclusion, companies must focus on the following:

1. Leadership Commitment: Leaders need to prioritize J.E.D.I to make it a part of the organization's values and mission. Imran insisted, “Tone at the top matters; organization leadership ought to take a clear & firm stance, embed J.E.D.I. in the organization's values, instill an inclusive culture and hold themselves accountable for progress toward J.E.D.I. goals. There has to be an action-oriented approach that employees can see, feel and look up to.”
   
   
2. Continual Awareness Training: Employees must continually train on the importance of J.E.D.I. Instead of controlling the narratives in the workplace, they should be guided and encouraged. This training should include discussions on unconscious bias and how to address it in the workplace.
   
   
3. Accountability: Organizations need to hold employees accountable for creating a J.E.D.I culture, which can be done by including J.E.D.I in performance evaluations and recognizing employees who demonstrate a commitment to J.E.D.I. Imran stated, "We also need to move away from the illusion that J.E.D.I. is an 'H.R.' issue. J.E.D.I. initiatives should be ingrained into the design and execution of business strategy with visible/measurable actions on a day-to-day basis.”
   
   
4. Diverse Hiring: Organizations should prioritize diverse hiring to ensure that the workplace reflects the diversity of its community by expanding recruiting efforts to include marginalized candidates and establishing partnerships with community organizations.²
   
   
5. Celebration of Diversity: By celebrating diversity, organizations can create a culture that values and embraces differences. Krista suggests that organizations "Take existing group gatherings and introduce diversity elements. Ethnic foods, centring gatherings around various holidays and using as an opportunity to educate and celebrate with guest speakers and adding a J.E.D.I calendar in conjunction with other business event calendars.”

“We should also take an intentional approach when we deal with our work colleagues so that our actions create psychological safety, and we make equitable decisions regarding the processes we control, including pay, performance management, promotions, and work assignments.”, urged Imran. J.E.D.I is more than just about hiring and training diversity. It is about creating a space where principles of justice, equality, diversity and inclusion are the foundation of the organizational ecosystem.     

Expert Contributors:
 
Imran Zia - MSc, CPA, ACA, FCCA, CIA, CISA, CFE, CRMA, GRCP
Director, Risk Management & Assurance – Vancouver Fraser Port Authority, Canada

Imran is a proud winner of the Internal Audit Excellence Award from ICAEW (Institute of Chartered Accountants in England, Wales. Imran continues to contribute towards profession as a subject matter expert and as a thought leader. He also serves various professional bodies in different capacities. This includes serving as:

• President of Institute of Internal Auditors Vancouver Island Chapter, Canada
• Member of Harvard Business Review Advisory Council
• Member of ACCA’s Global Forum for Audit & Assurance
• Member of ACFE’s Global Advisory Council
• Past Chairman of ACCA’s Members Advisory Committee
• Member of the Board of Directors of Broadmead care

Krista Mancuso
Director, National Head of Sales – PC Financial

Krista is wireless communication veteran with a reputation for delivering results. As the National Head of Sales, Krista leads the entirety of the Pavilion sales channel. With 400 sales people under her care, Krista is known for her "people first" approach with her team and her clients.

[i] https://www.mckinsey.com/~/media/McKinsey/Email/Classics/2020/2020-02-classic.html
[ii] https://hbr.org/2016/11/why-diverse-teams-are-smarter
[iii] https://hbr.org/2017/07/stop-the-meeting-madness
[iv] https://hbr.org/2016/07/why-diversity-programs-fail
[v] https://www.forbes.com/sites/theyec/2023/04/03/10-reasons-why-dei-efforts-fail-and-how-to-ensure-they-succeed/?sh=188e68612696