These are symptoms of diversity fatigue, a phenomenon affecting workplaces around the country. Even as diversity and inclusion programs have made progress within individual organizations, some industries still struggle to weave a sense of belonging and inclusion into the company culture.
"So much of the diversity work is focused on awareness-building, and we've kind of been in that awareness-building phase for 30 years in some places," says Rod Githens, associate professor of leadership and organization development at the University of the Pacific. "You hear all these depressing stats over and over, and there's this perception that nothing is changing."
Part of the problem, Githens says, comes from a lack of transparency. Employees may see their organization "talking the talk," so to speak, by organizing diversity events and increasing awareness of its importance. But until leaders are "walking the walk" and making systemic changes, employees may not feel inspired to do the same.
"A lot of folks get the email that they have to go to diversity training and they roll their eyes because they're busy, and it's not connected to anything else in the organization, except for an email once or twice a year from the president or CEO saying diversity is a value," Githens says. "And unfortunately, that's what we see more often than not."
Symptoms of fatigue
Some human resources departments see diversity as primarily a recruitment problem, says Carolyn Broderick, a human resources analyst and member of the Society of Human Resources Professionals' Special Expertise Panel on diversity and inclusion.
"One of the things I see, and this probably causes fatigue among employees, is we tend to have great technique around recruitment, but once you get them in the door, how do you retain them?" she says. "You bring in the folks and then they don't stay. You say 'Oh, our numbers are so great,' and then you go over to retention side and you think, 'Oh, not so much.'"
Research shows that diversity programs which focus on legalese and compliance won't inspire employees to change. If they paint attendees as the "bad guys," they can even backfire.
"It has to be 'What can we do to reinvigorate this? To move this forward?' Not 'We're not seeing the results and now you're going to get punished,'" Broderick says.
The negative tone can even create a feeling of resistance among employees, Broderick says. Some come to resent the intrusion into their workdays, especially if it appears that only lower-level workers are tasked with much of the so-called "diversity work."
Fueling momentum from the top
C-suite buy-in can do a lot to alleviate this sense of malaise, Broderick says.
"In companies where [diversity initiatives] work, you have executive sponsors attending meetings, they get to know people and they really make it a priority, not just showing up at one event and doing a kick-off speech and then disappearing," she says.
When company leaders demonstrate they're dedicated to improving diversity and fostering a culture of belonging, they're communicating to their employees that this is a priority for the company.
Simply hiring a head of diversity and inclusion won't do that, Githens says. He recommends companies give their diversity and inclusion leaders some serious sway in company politics, rather than simply making these positions into figureheads or PR roles.
"Actually giving the person authority [sends] the message that this person or this function is going to have influence over the changes we're going to bring, rather than just being in an advisory role,'" he says.
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