The problem with “diversity and inclusion” roles

However, taking a look at Facebook, which has had a Global Head of Diversity since 2013, shows virtually no movement of the needle. Their head count of black employees has increased by 7, while they’ve shown an increase of 695 white employees in the same period. Google, who’s had a diversity program manager since 2011, has shown no significant progress.

This is not an indictment of those currently occupying diversity and inclusion roles. Anyone charged with catalyzing significant change within a culture that is often characterized as less than welcoming has an enormous task at hand.  And, while not completely resigning to the idea that this is a “pipeline” problem, sourcing candidates is a factor.

This is a nut many companies are trying to crack with less than stellar results. The idea isn’t that we should be at parity but that we should at least see some semblance of progress.

Which leads to a larger question: why, in such a metric driven product building industry, does the approach to diversity initiatives look so different from how products are made–how problems are solved?


via The problem with “diversity and inclusion” roles | Today Yesterday Tomorrow


Commentary: Great Read (the entire thing) on how to hack your way to more inclusive growth & looking at the design element as a way to do that. Of course with respect to the HR departments globally, they are probably the most conservative of all the departments in an organization (even in startups) but are also set up in ways to fail. That their often cross-purposes and designed-to-falter approaches that go unsupported are just the tip to the iceberg.

In places like the tech sector and its overarching egalitarian mythos or pathos, as is rightly pointed out by this author — you are literally in an industry built on metrics, how can you get it so wrong? A good question indeed.

 

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