The Problem with Performative DEI

Performative DEI or "Random Acts of Inclusion" are typically one-off events or gestures that aim to promote diversity and inclusion without being part of a broader, strategic plan. They are often reactive rather than proactive and can be seen as tokenistic, failing to address the root causes of inequality and exclusion.

While these actions may make individuals or organizations feel like they are 'doing something' about DEI, they often have little to no impact on creating an actually inclusive culture. These gestures can even be detrimental, providing a false sense of progress and diverting attention and resources away from more effective, sustainable solutions.

So, what are some examples of these random acts, and how can we ensure our efforts are creating meaningful change? Let's explore some common scenarios and their potential pitfalls, N.B. In no way should it be construed that any of these things are inherently bad. They just need to be part of a holistic approach that drives towards an outcome, rather than just way to use up time:

1. Tokenistic social media posts: Coming straight in at number 1... Sharing a single LinkedIn post on International Women's Day or Black History Month without any deeper commitment to supporting marginalized groups. I'll take your marketing noise and raise you "authenticity"...

2. Gathering Feedback without Action: Gathering feedback from employees without implementing meaningful changes or demonstrating a genuine commitment to continuous improvement. At Divrsity we're big fans of choosing two or three of the most important insights from the survey, making public commitments to progress on those three, and then delivering a measureable improvement. This is how to build credibility in your DEI initiatives.

3. Diversity Posters and Art: Displaying inclusive artwork or posters can send a positive message. Yet, if it's not reflected in company culture, it may come across as insincere or even ironic.

   Example: An office decorates its walls with vibrant posters promoting inclusivity and celebrating diversity. However, staff members feel that the posters are merely decorative and do not represent the reality of their day-to-day experiences, creating a disconnect between the physical space and the organization's values.

4. Diversity Celebrations: Marking significant days or months, such as Black History Month, Diwali, Pride Month or International Women's Day, can raise awareness and be fun. But if it's just a 'theme' for the day with no educational component, it risks becoming cultural appropriation with little benefit to employees from those cultures.. If these are isolated events, they may be seen as tokenistic.

   Example: An organization holds a week of celebrations for Black History Month, with cultural food, music, and talks. While staff enjoy the events, there is no ongoing commitment to showcasing and celebrating other cultures throughout the year.

5. Lackluster internal communications: Issuing DEI-focused newsletters or announcements that lack substance, authenticity, or impact on organizational culture.

6. Diverse Speaker Series: Inviting diverse guest speakers to share their experiences can be inspiring. However, without a broader context, it may simply highlight differences rather than foster true inclusion.

   Example: A company invites a series of Black entrepreneurs to speak about their success stories. While this inspires the audience, there is no further action taken to support diverse talent within the organization or address the barriers these entrepreneurs may have faced. Of course, these always come with the obligatory Social Media Post.

7. One-off Diversity Training Workshops: These workshops are often mandatory and may provide a basic understanding of DEI concepts. This can actually be highly beneficial for employees who weren't even aware of the issues. However, they can become box-ticking exercises unless there is strong follow-up and integration into ongoing organizational practice.

   Example: An organization runs a one-off, two-hour diversity training session for all staff, covering topics like unconscious bias and microaggressions. While attendees feel more aware of these issues, there is no ongoing support or discussion to apply this learning to their daily interactions.

8. Surface-level language changes: Replacing terms like "chairman" with "chairperson" without addressing systemic biases or power imbalances. See our article on Inclusive Language

9. Inclusive-sounding job descriptions: Using buzzwords like "diverse team" or "inclusive work environment" in job postings without backing them up with concrete actions or policies.

10. Using gender-neutral language in job descriptions but failing to address pay gaps or promote women into leadership positions: Language is important, but it's only one piece of the puzzle. True gender equality requires addressing systemic barriers that prevent women from advancing.

11. Diversity Quotas: Imposing quotas for diverse candidates can lead to tokenism and further marginalize already underrepresented groups.

    Example: A company sets a quota of 40% female candidates for promotion to senior roles. While this may increase the number of women in senior positions, it does not address the underlying biases that may have prevented female staff from being considered for these roles in the first place.

12. Diversity Recruitment Targets: Setting targets for diverse recruitment can be hugely beneficial, but don't forget to address Bias in the recruitment process and, if there is no strategy to retain and promote these employees, it becomes a shallow numbers game that does not address systemic issues of inequality.

13. Creating a "diversity committee" without clearly defined goals, resources, or decision-making power (see example in the Intro): Committees can be effective if they are empowered to drive real change, not just act as symbolic gestures. Define outcomes... achieve outcomes...

14. One-off mentorship programs: Launching short-term mentorship initiatives that lack structure, resources, or long-term commitment to supporting mentees' growth.

15. Unrepresentative and under-resourced employee resource groups (ERGs): An organisation might create an 'Employee Resource Group' (ERG) for LGBT+ staff without any consultation, and then fail to listen to the group's needs, provide resources, or give them a real say in company policy changes. See our article on ERG Best Practices

    We regularly hear things like "we've just set up a women's group". This might be incredibly valuable, but a) is it the most valuable thing that we could be spending our DEI focus/budget and b) what is the purpose.

16. Inclusive Marketing Campaigns that do not reflect employee lived experience: Launching inclusive marketing campaigns can show a commitment to diversity. However, if not reflected in internal practices, it may be seen as disingenuous.

    Example: A brand launches an inspiring social media campaign featuring diverse models and narratives. However, staff members feel that the company's internal culture falls far short of this inclusive image, creating a disconnect between its public face and private actions.
17. Token Representation: Including one or two individuals from underrepresented groups on a team or in leadership positions without addressing systemic barriers can create the appearance of diversity without fostering an inclusive environment.

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Beyond Performative DEI: The Power of Data-Driven DEI Strategies

So, how can organizations move beyond performative DEI and create meaningful change? The answer lies in adopting a data-driven approach, starting with a comprehensive Diversity and Inclusion survey platform like Divrsity.

By understanding the specific needs and experiences of their workforce through anonymous, secure surveys, organizations can identify areas of improvement and track progress over time. This data-driven strategy ensures that efforts are focused on the areas that will have the most impact, creating a more inclusive culture that benefits everyone.

Here are some of the benefits of a data-driven DEI strategy:

1. Identifying Root Causes: Surveys can uncover the underlying issues and biases that random acts often fail to address, providing a deeper understanding of the specific challenges faced by different groups within the organization.
2. Measurable Impact: With baseline data, organizations can set specific, measurable goals and track their progress over time, ensuring that efforts are having the desired effect and making a tangible difference.
3. Informed Decision-Making: Data provides concrete evidence to inform strategic decisions, helping leaders prioritize initiatives and allocate resources effectively for maximum impact.
4. Customized Solutions: Every organization is unique, and data allows for tailored strategies that fit the specific needs and culture of the company, ensuring a more effective and sustainable approach.
5. Employee Engagement: Involving employees in the process through surveys and focus groups empowers them to have a say in shaping the organization's DEI journey, fostering a sense of collective responsibility and ownership.

And some specific examples of how Divrsity empowers organisations to move beyond feel-good gestures:

• Uncover Hidden Biases: Our surveys can reveal unconscious biases that may be influencing hiring decisions, performance evaluations, or everyday interactions.
• Identify Systemic Barriers: We help you pinpoint policies and practices that are inadvertently creating disadvantages for certain groups.
• Measure Employee Engagement and Satisfaction: Understand how different employee demographics experience your workplace culture and automatically identify areas for improvement.
• Automatically generate a EDI Strategy: Our AI analyses the survey and verbatim data and automatically generates a completely bespoke EDI Strategy that you can further customise for your organisation.

Sign-up and run your EDI Survey on the Divrsity platform

More Blog Articles

• If you're a company director, then you should read our comprehensive guide to Diversity and Inclusion for UK Company Directors
• We also offer insights into meaningful changes that you can make to improve the employee experience for the 17% of your organisation that is Neurodiverse, those experiencing menopause, or those with Caring Responsibilities
• Since we're asking such personal questions, learn how Divrsity is Obsessed with Anonymity
• We love EDI Surveys, but there are Legal and Ethical considerations that you should consider
• How does the Divrsity AI work?
• Use Collective Surveys to survey employees who don't work at a desk
• Learn why we created Divrsity
• Or explore one of the articles in our Diversity Dictionary Series: Intersectionality, Ableism, and Transgender