Organizations are experiencing mixed progress in diversity, equity, and inclusion initiatives. According to Brandon Hall Group research, while awareness and commitment to inclusion have increased in about one-half of organizations over the past two years, translating this into lasting, systemic change remains a work in progress. Only 27% of managers consistently demonstrate commitment to the principles of inclusion, and merely 45% of organizations report that individuals treat different ideas and opinions with respect.

Complexities

Brandon Hall Group research reveals several critical challenges in inclusion:

1. Lack of accountability ─ inclusion goals are frequently not tied to business objectives or leadership reviews.
2. Narrow recruitment approaches perpetuate homogeneous workforces. Biased talent management processes disadvantage minorities.
3. Exclusive cultural norms drive turnover among underrepresented groups.
4. Limited leadership diversity ─ only 45% report their leadership team’s diversity reflects workforce composition.
5. Traditional approaches to inclusion have given way to a focus on psychological safety, with 60% prioritizing this over improving equity.

Implications

While 49% of organizations report improved diversity in new hires, structural barriers persist. The research indicates many companies focus predominantly on awareness and training rather than building organization-wide strategy and embedding inclusion principles across the enterprise. This limited approach restricts potential for sustainable change. Organizations must recognize that success requires integrating inclusion and equity into every aspect of operations.

Critical Questions

Organizations must address several key considerations:

1. How can an inclusion strategy align more effectively with business objectives?
2. What approaches will ensure equity in recruitment, pay, and advancement?
3. How can organizations build cultures of psychological safety and belonging?
4. What role should leadership play in driving inclusion and equity?
5. How can organizations measure impact on business outcomes?

Brandon Hall Group Point of View:

Focus on Holistic Integration

Organizations must shift from viewing inclusion as a standalone initiative to embedding it throughout business operations. Organizations should consider shifting from traditional diversity approaches to equity, inclusion, intersectionality and belonging (EIBI) to ensure everyone has resources and opportunities to succeed. This requires examining and modifying company policies, practices and cultural norms while establishing clear accountability metrics at every level. The research shows organizations are twice as likely to focus on psychological safety and belonging than on improving equity of opportunity for under-represented groups, indicating a need for more balanced approaches that address both cultural and structural elements.

Build Inclusive Leadership Capability

Less than half of organizations report their leadership team’s diversity reflects workforce composition, highlighting a critical gap. Organizations should establish clear expectations for inclusive leadership behaviors, provide targeted development opportunities, and create metrics that directly connect leadership effectiveness to business outcomes. This includes training on recognizing and addressing bias, fostering psychological safety and promoting equitable advancement opportunities. The emphasis should be on creating sustainable behavioral change rather than simple awareness building.

Leverage Data Show Progress

While only 8% of organizations anticipate high AI impact on inclusion initiatives in 2025, this represents a significant opportunity for innovation. Organizations should implement analytics capabilities that go beyond basic representation metrics to identify systemic barriers, track inclusion indicators, and measure the impact on business performance. Organizations should develop comprehensive measurement frameworks that track multiple dimensions of progress, including recruitment outcomes, promotion rates, pay equity, and employee experience metrics. This data-driven approach enables more strategic decision-making while providing concrete evidence of inclusion’s business impact.

The post How to Emphasize Inclusion to Drive Business Impact appeared first on Brandon Hall Group.

Organizations are increasingly recognizing that traditional diversity and inclusion initiatives alone are insufficient to create lasting cultural change and career advancement opportunities. While 76% of companies claim to have formal mentorship programs, only 44% have structured sponsorship initiatives, and even fewer have comprehensive allyship frameworks. The disconnect between intention and implementation remains significant, with many programs lacking the necessary structure, resources, and organizational buy-in to drive meaningful outcomes. Most importantly, the siloed approach to these three critical elements — sponsorship, mentorship, and allyship — has limited their potential impact on both individual career progression and organizational culture transformation.

Complexities

According to Brandon Hall Group’s research, Improving the Business Impact of Diversity, Equity and Inclusion (DEI), organizations face several challenges in developing and sustaining effective sponsorship, mentorship, and allyship programs:

✦ As many as 56% of organizations have an established organization-wide DEI strategic plan, with 27% still in progress and 19% having no plan at all. This represents progress from 2022 where only 45% or organizations had a plan in place and 24% had no plan. However, there is still a gap, highlighting the foundational challenges in program development and integration.

✦ Limited understanding of the distinct roles and responsibilities between sponsors, mentors and allies, leading to confusion and reduced program effectiveness.

✦ Only 20% of organizations consistently measure the impact of DEI on the business.

✦ Only 30% of organizations successfully embed DE&I values across the enterprise, and 28% have built effective networks of allies to advocate for DEI.

✦ Implementation challenges highlighted by only 35% of organizations reporting improved diversity in their talent pipeline.

✦ Difficulty in scaling programs across different business units and geographical locations while maintaining consistency and quality.

✦ Pay equity issues persist, with only 19% of organizations reporting improvements in pay and benefits equity.

Implications

The absence of well-integrated sponsorship, mentorship and allyship programs significantly impacts organizational performance and talent outcomes. Companies without these programs experience higher turnover rates among underrepresented groups, slower career progression for diverse talent, and reduced innovation potential due to homogeneous leadership perspectives. Furthermore, organizations risk falling behind competitors in attracting and retaining top talent, as emerging workforce generations increasingly prioritize inclusive cultures and clear development pathways. The financial implications extend beyond recruitment and retention costs to include missed business opportunities and reduced market understanding.

Critical Questions

Organizations must address these essential questions to effectively enhance employee self-awareness in DEI:

     How can organizations create clear differentiation and synergy between sponsorship, mentorship and allyship initiatives?

     How can technology be leveraged to scale programs while maintaining personal connection?

     How can organizations effectively engage senior leadership in active program participation?

     How can organizations ensure equal access and opportunity across all employee groups?

     What metrics and accountability systems effectively measure program success and impact?

     What strategies ensure sustainable program continuation beyond initial launch?

     What training and support resources are essential for program success?

Brandon Hall Group POV

01 Integrated Program Architecture

A successful approach requires an integrated framework where sponsorship, mentorship and allyship programs work in concert rather than isolation. Organizations should establish clear role definitions, expectations, and interconnections between these three elements. This integrated approach ensures consistent messaging, reduces program overlap, and maximizes resource utilization while creating clear pathways for career development and cultural change. Our research indicates that organizations implementing integrated programs see a 34% higher success rate in advancing diverse talent and a 42% improvement in cross-functional collaboration. The key is to develop clear handoffs between different program elements and ensure that participants understand how each role contributes to the larger organizational ecosystem of support and development.

02 Technology-Enabled Scale

Organizations must leverage digital platforms and tools to facilitate program matching, tracking, and measurement while maintaining the human element essential for relationship building. Advanced analytics can help identify participation gaps, measure engagement levels, and quantify program impact on key business metrics such as retention, promotion rates, and employee satisfaction. Digital platforms should incorporate features for goal setting, progress tracking, and feedback collection, while also facilitating regular check-ins and milestone celebrations. The key is to strike a balance between automation and personalization, ensuring technology enhances rather than replaces meaningful human connections.

03 Leadership Accountability

Executive sponsorship must extend beyond verbal support to include active participation and measurable objectives tied to leadership performance evaluations. Organizations should establish clear KPIs for leadership engagement in these programs and integrate them into succession planning and talent development strategies. This includes implementing quarterly leadership scorecards that track sponsorship activities, mentorship engagement, and allyship initiatives. Leaders should be required to report on their personal involvement in these programs during business reviews and demonstrate how they’re cultivating inclusive leadership practices throughout their teams.

04 Comprehensive Training Framework

Development of a robust training curriculum that addresses both skill-building and mindset transformation is essential. This should include unconscious bias training, cultural competency development, and role-specific skills training for sponsors, mentors, and allies, supported by ongoing learning opportunities and resource libraries. Effective training programs must go beyond traditional classroom settings to include experiential learning, role-playing scenarios, and real-world application exercises. The training framework should also include regular refresh sessions, peer learning circles, and access to external expertise when needed. Special attention should be paid to developing emotional intelligence and cross-cultural communication skills among participants.

05 Measurement and Impact Analysis

Organizations need to implement sophisticated measurement systems that track both quantitative metrics (promotion rates, retention, program participation) and qualitative outcomes (employee satisfaction, sense of belonging, cultural impact). Regular program assessment and adjustment based on data-driven insights ensure continuous improvement and demonstrated ROI. Our research indicates that leading organizations employ a balanced scorecard approach that includes:

✦ Quarterly tracking of promotion velocities for program participants versus non-participants

✦ Monthly engagement surveys measuring relationship quality and program satisfaction

✦ Semi-annual cultural impact assessments

✦ Economic impact analysis including retention cost savings and productivity improvements.

These measurements should be reviewed regularly by senior leadership and used to make program adjustments and resource allocation decisions.

06 Cultural Integration

Success requires embedding sponsorship, mentorship, and allyship principles into the organization’s cultural fabric rather than treating them as separate initiatives. This integration should be reflected in company values, performance management systems, and daily operational practices. Organizations must move beyond viewing these programs as HR initiatives and instead position them as fundamental business practices that drive innovation, market understanding, and competitive advantage. This requires consistent communication, celebration of success stories, and regular reinforcement of program importance through multiple channels and touchpoints.

07 Sustainable Resource Allocation

Long-term program success depends on dedicated resources, including budget, staff, and time allocations. Based on our research, leading organizations typically allocate 2-3% of their L&D budget specifically to these initiatives and assign dedicated program management staff. This includes investing in program infrastructure, technology platforms, training materials, and external expertise when needed. Employers should also consider implementing time-banking systems where participants can officially allocate work hours to program activities without sacrificing productivity metrics. The most successful organizations create multi-year funding commitments and tie resource allocation to specific business outcomes, ensuring program sustainability through various business cycles.

The post How to Build Sponsorship, Mentorship</br> and Allyship Across the Organization appeared first on Brandon Hall Group.

Over 80% of organizations either have an organization-wide DEI Strategic Plan or are working on one — a clear sign that DEI is remaining top of mind for businesses. In fact, most companies indicate a high or medium need for improvement in most aspects of a healthy DEI culture.

Complexities

Despite the fact that DEI is top of mind and receiving strategic level attention, companies are struggling to deliver on the promise of DEI to the organization. In fact, most companies indicate a high- or medium-level need to improve on key characteristics of DEI culture.

Consequences

Once again, it would seem organizations are talking a good game about the value and importance of DEI imperatives, but may not actually be succeeding in the execution. It’s important, therefore, to treat DEI as a business need and show the power of DEI to drive business results.

Critical Questions

To create a business case for improving DEI, organizations need to assess several key indicators of a culture of diversity, equity and inclusion. Key questions include:

• What is the level of support from top leadership for DEI as a business priority now?
• What is the depth of the internal pipeline of diverse talent?
• What are the inclusion levels of women and minorities at the C-Suite and senior leader levels?
• What programs are in place to recruit diverse talent to the organization?
• What programs are in place to develop diverse talent in the organization now?

Brandon Hall Group POV

Based on qualitative and quantitative research, Brandon Hall Group identified several critical steps for building a business case for improving DEI:

Identify a champion and sponsors

HR organizations often struggle to articulate and quantify the value of an investment. Consider including a senior leader outside of HR to champion your DEI initiative and gain support across the business.

Determine leadership needs

Beyond a champion/sponsor, you will need a leader dedicated to the DEI initiative. Our research shows that organizations with the most successful DEI programs have C-Suite or senior- level leaders whose sole or primary function is to drive DEI initiatives.

Organizations without dedicated leadership struggle to make progress. Major change initiatives require ownership at the top.

Measure the effectiveness

Organizations must identify short- term and long-term goals, and how to effectively measure and report them.

Develop marketing and communication plans

A communication strategy should be developed to articulate the need for DEI initiatives to key stakeholders at all levels of the organization, from senior leaders all the way to the last person hired.

Develop a change management strategy

Any new initiative requires some level of change management to provide a transition to the future state. In most cases, change management begins at the leadership level and requires strong communication with employees about the level of importance

and benefits they gain from involvement. In the specific case of DEI, the change-management strategy should include involving stakeholders across the enterprise in diversity councils, ERGs and other initiatives. Our research shows that organization-wide involvement is critical to building a culture of diversity, equity and inclusion.

Determine the biggest business pain points DEI efforts can help improve

For example, if your leadership pipeline is not robust, targeted development programs for diverse employees address inclusion while expanding the leadership pool. Or, if engagement is not where you want it, employee resource groups on issues of interest to diverse employees provide them with opportunities to contribute outside their jobs and engender a greater sense of belonging to the organization.

The post How to Make a Business Case to Expand</ br> Diversity, Equity and Inclusion (DEI) Investment appeared first on Brandon Hall Group.

Many organizations rely primarily on C-Suite executives and dedicated DEI leaders to drive Diversity, Equity, and Inclusion initiatives. While this top-down approach is important, it often falls short of creating widespread, sustainable change throughout the organization. There is a growing recognition that a more holistic approach, involving allies and advocates at all levels, is necessary to accelerate DEI impact.

Enlisting and leveraging the support of champions is a tried-and-true approach for successful employee experience and change management efforts. It has been used in organizations for decades to aid in the adoption and acceleration of change efforts – whether technical or otherwise. Incorporating this approach in DEI efforts while simultaneously integrating DEI strategy into the larger organizational culture is the most sustainable path forward.

Complexities

Building a network of DEI champions presents several challenges that organizations must navigate. Identifying and engaging potential allies across various demographic groups and organizational levels can be difficult, requiring careful consideration and outreach. There’s also the delicate task of balancing the workload between DEI leaders, marginalized groups and allies to prevent burnout and ensure sustainable engagement.

Equipping allies with the proper knowledge and skills to effectively champion DEI initiatives is crucial but can be resource-intensive. Organizations must also work to foster a culture where speaking up against bias is not only encouraged but rewarded, which may require significant shifts in existing norms. Maintaining momentum and continuity of DEI efforts in the face of personnel changes poses another challenge, as does accurately measuring the impact of allyship and champion networks on overall DEI progress.

Implications

The implementation of a strong DEI champion network can have far-reaching implications for an organization. Such a network can significantly amplify the reach and effectiveness of DEI initiatives, extending their impact beyond what could be achieved by DEI leaders alone. Allies play a crucial role in raising awareness and building empathy among majority groups, which can drive meaningful cultural change throughout the organization.

For diverse talent, an expanded network of supporters can lead to more coaching, connections, and sponsorship opportunities, potentially accelerating career advancement. By weaving DEI efforts into the fabric of the organization through widespread allyship, these initiatives become more scalable and sustainable. This approach may also result in improved retention and engagement of diverse talent as the overall culture becomes more inclusive. When the responsibility for DEI is shared across a broad network rather than relying on a few key individuals, long-term progress becomes more likely and resilient to changes in personnel or leadership.

Critical Questions

• How can we effectively identify and recruit potential DEI champions from diverse backgrounds and positions within our organization?
• What training and resources are needed to equip allies with the necessary skills and knowledge to be effective DEI champions?
• How can we create a system to recognize and reward champion efforts without commodifying DEI work?
• What metrics should we use to measure the impact and effectiveness of our DEI champion network?
• What communication channels and collaboration tools would best support our DEI champion network?

Brandon Hall Group Point of View

Focus on Identification, Training and Ongoing Support First

To create a successful DEI champion network, organizations must adopt a holistic approach encompassing identification, training, and ongoing support. Effective champions come from diverse backgrounds and require continuous development. Identification should cast a wide net across the organization, using surveys, nominations and open calls for volunteers. Look for individuals who demonstrate inclusive behaviors or show keen interest in DEI topics. A formal application process ensures champions are diverse and committed.

Champions need comprehensive, ongoing training covering topics like unconscious bias, cultural competence and inclusive leadership. Utilize various formats and consider partnering with external experts for specialized sessions. Establish robust communication channels and collaboration tools to support the network. Implement a multi-channel approach with dedicated online spaces, regular updates, and periodic meetups to foster community.

View the champion network as a dynamic ecosystem requiring continuous nurturing. Regular assessment and refinement will ensure it remains effective and aligned with the organization’s evolving DEI needs and goals.

Long-term engagement

Sustaining long-term engagement requires regular network meetings, rotating leadership roles, and continuously introducing new challenges. Providing growth opportunities for champions serves as a powerful motivator. A tiered system of involvement can accommodate different levels of commitment. Organizations must strategically encourage allies to take on more significant responsibilities. This begins with clear communication of expectations and providing specific, actionable tasks. Creating accountability through personal DEI goals and regular progress reports ensures allies remain active and impactful.

The success of this strategy relies on viewing ally engagement as a dynamic, evolving process integral to the organization’s culture and operations.

Consider the value of a measurement framework:

By implementing a comprehensive measurement framework, organizations can gain a nuanced understanding of their DEI champion network’s effectiveness, identify areas for improvement, and demonstrate the tangible impact of DEI efforts on the organization as a whole.

The post How to Build a Network of DEI Champions appeared first on Brandon Hall Group.

In the years since 2020, many organizations have taken action to improve inclusive practices, discuss social issues and support employee activism at work and in the communities they serve. But most did it without a strategic plan ora blueprint for a comprehensive approachfor becoming a more diverse, equitable and inclusive organization.

A Brandon Hall Group study shows that most organizations either have a DEI-focused strategic plan or are actively working on it.

Complexities

DEI is unique as a business driver because it often involves significant culture change. DEI has suffered from lack of executive-level leadership — critical for culture change — and the absence of a comprehensive approach. Recently, the focus has been on embedding DEI initiatives across the enterprise in a variety of way. For longevity and sustainability, this is a good approach. However, a lack of singular focus by a key leader on DEI efforts could signal a lack of organizational priority.

Consequences

Lack of leadership and strategic planning for DEI created a disconnect between its high level of importance and the impact of DEI on the business. For example, less than one-third of organizations address pay transparency issues by gender and race/ethnicity, have a diverse talent pipeline or a leadership group that reflects the composition of the workforce, according to Brandon Hall Group research.

Critical Questions

For DE&I to have significant business impact, there must be an organization-wide mission, vision and strategy. Key questions organizations should address include:

• Do we have an organization-wide strategy around DEI aligned with key business objectives?
• What role should governance play in our ongoing DEI Strategy?
• How do we ensure DEI remains a priority even while the approach and expectations may be shifting?

Brandon Hall Group POV

Regularly Review and Evaluate the DEI Strategy

DEI requires a holistic approach. It starts with developing and communicating strong values, building a robust talent strategy, dedication to continuous learning and a commitment to organization-wide engagement. Evaluate your DEI Strategic Plan against these commonly utilized elements. Percentages indicate organizations that include that item in their own DEI strategy.

Add a DEI Council to Improve Governance, Accountability

Having governance for your DEI strategy is crucial for several reasons:

✦ Accountability: A governance structure ensures that there is accountability for the implementation and outcomes of the DEI strategy.

It assigns responsibility to specific individuals or teams, making it clear who is responsible for driving the strategy forward and measuring its success.

✦ Strategic Alignment: Governance helps align the DEI strategy with the overall business strategy and objectives. It ensures that DEI initiatives are not siloed but are integrated into the organization’s core processes, decision-making and culture.

✦ Resource Allocation: Effective governance ensures that adequate resources (financial, human and technological) are allocated to support the DEI strategy. It helps prioritize initiatives and ensures that they have the necessary support to be successful.

✦ Monitoring and Evaluation: Governance structures often include mechanisms for monitoring progress, measuring outcomes, and evaluating the effectiveness of DEI initiatives.

This data-driven approach allows for continuous improvement and adaptation of the strategy based on lessons learned.

✦ Stakeholder Engagement:

A governance structure can facilitate the engagement of various stakeholders, including employees, leadership, board members, and

external partners. It provides a platform for diverse perspectives to be heard and incorporated into the DEI strategy.

✦ Sustainability: Governance helps ensure the long-term sustainability of the DEI strategy by institutionalizing it within the organization’s processes

and culture. It helps maintain focus and commitment to DEI even in the face

of leadership changes or competing priorities.

✦ Legal Compliance: In some cases, having a robust DEI governance structure can help organizations meet legal requirements related to non- discrimination and equal opportunity. It demonstrates a proactive approach to creating an inclusive workplace.

Overall, having strong governance for your DEI strategy helps ensure that it is effectively implemented, monitored and adapted over time to drive meaningful change in the organization.

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InStride, a social impact, tech-enabled services company, enables employers to provide tailored, career-aligned and no-cost/low-cost education programs for their employees. The company partners with enterprise employers to connect workforce goals with education to drive retention, fill critical roles and advance DEI goals. Here are highlights from an analyst briefing with Brandon Hall Group.

Personalized Learning Paths for Employee Growth

InStride’s platform empowers employees to explore personalized learning paths that align with their career aspirations and skill development needs. This approach ensures that educational investments are relevant and impactful for both employees and the organization. Whether an employee is looking to upskill in their current role or make a career transition, InStride’s platform provides the tools and resources to support their learning journey.

Global Academic Network and Comprehensive Support

InStride — founded in 2019 with Arizona State University (ASU) and TPG Rise, a global fund committed to positive social and environmental impact — has established partnerships with a diverse network of academic institutions worldwide. Besides ASU, this includes Central State University, a historically Black university, the City University of New York, The University of Memphis and many others.

InStride provides diverse employees with access to a wide array of high-quality programs across various disciplines while allowing employers to customize education offerings to meet the specific needs of their workforce. InStride goes beyond simply connecting employees with educational opportunities; the company provides comprehensive support throughout the entire learning journey. From program design and implementation to ongoing coaching and support, InStride ensures a seamless and successful educational experience for employees.

Data-Driven Insights and Measurable Impact

InStride’s platform provides robust data and analytics capabilities, enabling organizations to track program participation, completion rates and skill acquisition. This data-driven approach allows employers to measure the impact of their education investments on key business metrics, such as employee engagement, retention and performance. By demonstrating the tangible benefits of workforce education, InStride helps organizations make informed decisions about their talent development strategies.

Driving Social Impact and DEI Initiatives

InStride is committed to driving positive social impact through education. The company’s solutions are designed to promote diversity, equity, and inclusion (DEI) in the workplace by providing equitable access to learning opportunities and fostering a culture of continuous growth and development. InStride’s focus on DEI aligns with the growing recognition that a diverse and inclusive workforce is essential for innovation, productivity, and overall business success.

Addressing Critical Business Challenges

By providing a personalized, accessible, and impactful learning experience, InStride helps employers address critical challenges such as skill gaps, talent shortages, and employee engagement. The company’s solutions are designed to meet the evolving needs of the modern workforce, preparing employees for the jobs of the future and ensuring that organizations have the skilled talent they need to thrive.

Proven Results and Continued Innovation

InStride’s impact is evident in the results achieved by its partners. Organizations that have implemented InStride’s workforce education solutions have seen significant improvements in employee retention, engagement and performance.

For example, a company in the healthcare industry has 600+ participants, with the majority being entry-level frontline workers. Retention rates for participants have been three times higher than non-participants, with the biggest impact being in hard-to-fill critical roles the organization targeted. 80% of participants surveyed after the first year of the program said they had an increased desire to grow at the company.

InStride’s programs have helped organizations attract and retain top talent, particularly among underrepresented groups. With a focus on delivering measurable business results and driving social impact, InStride is well-positioned for continued growth and innovation in the workforce education landscape.

The post InStride: Empowering a Diverse Workforce</ br> Through Education appeared first on Brandon Hall Group.

Organizations recognize the importance of cultivating a diverse, equitable and inclusive culture where all employees feel a sense of belonging. Research shows that diverse, equitable and inclusive workforces perform better. However, many groups continue to face barriers and discrimination in employment. Many organizations have made substantial progress, but there is still plenty of room for improvement. Companies have implemented DE&I programs and policies, but achieving the desired outcomes of these efforts remains a challenge. In short, a significant opportunity exists to continue driving forward in this area.

COMPLEXITIES

Given the continued scarcity of candidates, it remains challenging to recruit and retain diverse talent, especially at leadership levels. Unconscious biases still come into play during hiring, promotion and day-to-day interactions. Ongoing development opportunities and cultural awareness are needed to mitigate the possible effects of these biases. At times, the lack of representation and inclusion can make underrepresented groups feel isolated or unsupported. While Employee Resource Groups may help, culture change is critical. Pay and opportunity gaps persist despite efforts to close gaps, requiring robust auditing and accountability. Organizations must focus on connecting DE&I efforts to business results by making the case clear and compelling. This is the surefire way to gain top leadership commitment and investment.

CONSEQUENCES

Organizations must make diversity, equity, inclusion and belonging core strategic priorities. This requires commitment from leadership, dedicated resources, and accountability. Organizations that fail to act risk falling behind and failing to attract and retain top talent, especially among younger generations who expect DEI&B commitments. The risk of DEI&B falling off the priority list is dire and organizations simply cannot afford for that to happen.

Even if the attention is being shifted to other areas, efforts to ensure that DEI&B remains a lens through which the company looks must remain in the forefront. Doing so will act as a strategic lever. The work in this area works as a strategic lever since these issues will continue to emerge from within other areas that are on the company’s radar. For example, ensuring that talent development opportunities reach employees in underrepresented, underserved populations. Focusing on DEI&B as a business imperative should persist not only for ethical reasons but also for increasing competitiveness. This can be accomplished through fostering innovation and reflecting market diversity.

BRANDON HALL GROUP POV

Foster an inclusive workplace by making it a business imperative that top leaders can own, and therefore, drive accountability. Communicate regularly on diversity representation and program participation to show commitment and increase accountability. Connect DE&I to business goals and articulate the business case and competitive advantage of a diverse, equitable and inclusive culture.

Empower leaders to make a positive impact on inclusion efforts. Develop leaders to be inclusive, but ensure that leaders at all levels, across the enterprise are part of the training on inclusive leadership. Set diversity goals for leadership roles and develop diverse succession pipelines. Review hiring practices to ensure a diverse slate of candidates is being considered. Require diverse interview panel members and enforce a more objective and standardized interviewing process to reduce unconscious bias and increase the likelihood of more valid hiring decisions. Set an expectation that leaders participate in training on unconscious bias, microaggressions, and cross-cultural communication on an ongoing basis. Build relationships and collaborate with organizations supporting underrepresented groups. Celebrate multicultural differences and promote inclusive behaviors daily.

Measure, measure, measure. Hardwire the collection of data that will inform leaders as to whether progress is being made. Identify outcome metrics that indicate inclusivity, in particular, compensation and benefits equity, and use them as performance metrics tied to the business objectives. Make it a goal to close gender and racial wage gaps. Share diversity metrics and monitor progress as you start to see the needle move.

Embed inclusive leadership principles in business practices such as onboarding and annual business objectives/plans. Encourage leaders to foster inclusion on their teams through communication, recognition, and professional development. Create programs to support the advancement of underrepresented groups through mentoring relationships and sponsorship by leaders. Highlight and reward individuals who demonstrate exceptional skill in promoting diversity, equity and inclusion.

Consider what approach would be most effective given your organizational culture. Research shows that diverse and inclusive workforces perform better. However, many groups continue to face barriers and discrimination in employment. A significant opportunity exists to continue driving forward in this area. Leverage your Diversity Council as an oversight and strategic group determining direction and guidance. Also leverage your Employee Resource Groups as the people who will take the priorities and bring them to life; put them into action. To encourage buy-in and garner the support of the workforce for inclusion efforts, allocate the resources needed to fund and empower these groups.

– Marie Barnes, Principal Analyst, Brandon Hall Group

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The diversity, equity and inclusion movement started as a reaction to injustice. But it really is a business imperative whose ultimate success depends on embedding the values of DE&I holistically across organizations, so everyone accepts differences between people as a strength that drives innovation, collaboration and evolution.

Research by Brandon Hall Group and other organizations shows that DE&I drives better business results. For example:

• Companies with a diversity focus are 2.6 times more successful at retaining their workforce.
• Inclusive teams prove to be 35% more productive.

But the fact is that most employers can’t prove that all the DE&I training and other initiatives they have launched over the past three years are having a positive impact on their organizations. Measurement of DE&I initiatives in general, including assessing the impact DE&I training has on culture change and the business, is not a core competency for most employers.

A 2023 study by Brandon Hall Group, Improving the Business Impact of DE&I: Creating a Culture for Success, shows that:

• 35% of organizations do not measure the impact of DE&I training at all.
• Only 20% said they were good or excellent at measuring DE&I training effectiveness.
• 56% said measuring the impact of DE&I training is their highest priority for improvement.

EI Powered by MPS, a Brandon Hall Group Smartchoice® Preferred Provider, stresses the assessment of learning impact in all training programs, including DE&I.

DE&I training goes beyond equipping a workplace with an array of employees from diverse demographics. It aims to foster an environment of:

• Inclusive communication
• Cultural sensitivity
• Diverse problem-solving
• And unconscious inclusion rather than unconscious bias

This training crucially enables organizations to build a workplace culture free from discrimination, encouraging diversity, equitable treatment, inclusive decision-making and educational efforts to foster understanding.

However, DE&I training must be strategically designed to ensure effectiveness. It must:

• Address the needs and challenges unique to the organization
• Encourage practical applications of DE&I principles
• Incorporate engaging learning formats, emotional intelligence, and humanization to motivate learners and promote active participation

Let’s dig into the methods organizations can employ to create compelling DE&I training and measure its impact on the organization and the business.

6 Ways to Make DE&I Training Effective

DE&I training plays a pivotal role in building an inclusive environment in the workplace. However, organizations must strategically design DE&I training to guarantee effectiveness. The principles and values of DE&I must be embedded across the enterprise. Parameters that can help organizations improve the effectiveness of their DE&I training include:

• Understanding an organization’s culture. Organizations can support the integration of DE&I principles into policies, processes, recruitment, performance evaluations and decision-making. Training content should address the needs and challenges unique to the organization because understanding an organization’s culture creates transformation. Organizations should also encourage employees to apply the concepts they have learned in their everyday work.
• Utilizing practical approaches for inclusion. Organizations should use practical approaches for inclusion, such as combining in-person workshops, online modules, videos, podcasts and webinars, to ensure accessibility and engagement across the diverse workforce.
• Tying learning to the business. Leadership support is vital not only to support the training but also to lead by example. Getting senior leadership to demonstrate their commitment to DE&I can send a powerful message and encourage employees to take DE&I seriously.
• Using engaging learning formats. Interactive videos, simulations, gamification, microlearning, case studies, group discussions, role-playing and experiential exercises are better options than presentations and courses to engage participants and encourage active learning.
• Embracing emotional intelligence in design learning. This is especially useful in today’s high-stress work environment. Focusing on empathy, emotions, and self-awareness not only helps connect meaningfully with the learners but also creates a healthier, happier and more productive workplace.
• Humanizing the learning. When employees are provided with a safe space for open dialogue, questions and discussions, they can better share their perspectives and experiences without fear of judgment or reprisal. Therefore, for DE&I training, the focus should be to create an atmosphere that makes everyone comfortable.

Measuring the Impact of Your DE&I Training

After you build training programs designed to be effective, you must assess whether you have attained your goals. While many organizations still struggle with measuring impact, Brandon Hall Group research shows that high-performing organizations leverage these processes and get strong results:

• Learner feedback. Organizations must regularly seek learner feedback and employ insights to fill in any gaps and inform future training initiatives. This ensures continuous improvement in addressing the needs of learners. There are certain types of feedback that organizations can seek from their learners. These include:
  • Pre- and post-learning surveys. Pre- and post-learning surveys help assess the impact of the training and measure the changes in knowledge, attitudes and behaviors. The comparison of responses from the pre- and post-learning surveys allows organizations to evaluate the effectiveness of the training program and identify areas of improvement.
  • Individual interviews. These help gain personalized and detailed insights from the participants.
  • Focus groups. Focus groups foster group dynamics and can stimulate conversation, encourage participants to build upon each other’s ideas and uncover a range of perspectives and experiences which lead to more nuanced and holistic feedback.
  • Cultural assessments. These assessments help you understand cultural norms and values, facilitate dialogue and collaboration and enhance cultural competence, which helps inform decision-making and track progress.
• Cumulative Results. The compilation of the data from the various forms of feedback can provide insights into the learners’ perceptions such as whether:
  • They have the same access to development and career opportunities
  • More training is required
  • Training is effective in resolving any discrimination in the organization.
• Data Analysis: Analyze the data collected to determine if learners can develop the expected knowledge and if they feel more comfortable approaching workplace diversity after the training. This takes time. However, because DE&I is all about transformation of cultural and individual growth in an organization, it is essential to create an evaluation process that can measure the efficacy of the learning.

Measuring the impact of an organization’s DE&I initiatives will provide strategic insights for short- and long-term outcomes. Collecting and analyzing feedback helps organizations identify the strengths and weaknesses in their DEI training programs and make necessary adjustments.

By taking the time to measure diversity training effectiveness, organizations can enable a continuous improvement cycle that ensures that training initiatives evolve and remain relevant over time. The best results come from continually making improvements — from the leadership down.

Key Takeaways: A Continuous, Systematic Approach

• The workforce — already more diverse than ever before — will become even more diverse in the years ahead. A systematic and continuous approach to DE&I can translate into positive change, creating a workplace culture where employees from different backgrounds, cultures, and personalities can establish a strong sense of belonging.
• DE&I training is the foundation for embedding the concepts, principles and values of diversity, equity and inclusion across the enterprise. By adopting a policy-driven and leadership-backed DE&I training strategy, organizations can build a more engaged, productive and harmonious workforce.
• To ensure that DE&I training meets its objectives, organizations must evaluate its effectiveness through continuous feedback, analysis, and improvements.
• With DE&I training and its accurate measurement, organizations can harness the unique strengths and perspectives of their diverse workforce, translating it into a significant competitive edge.

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