HRZone and Diversity and Ability have teamed up to create a 3-part series entitled ‘Disability History Lessons for Future Proofing HR Practices.’ In part three, we examine common objections against EDI, and how to deal with backlash.
EDI (Equity, Diversity and Inclusion) has reached a critical point. The public debate on ‘wokeness,’ has intensified. Businesses (especially HR teams) are now navigating through a minefield that includes accusations of tokenism as well as fears of exclusion. The criticisms of EDI go beyond surface level; they are a reflection of deep-seated issues that need to be addressed. What is the solution? A welcome anticipatory that improves inclusion at work.
Common objections to EDI initiatives
Objection #1: EDI costs too much and takes too long
Many people believe that EDI requires a large investment. The AXS Passport, a tool developed by Diversity and Ability for its users, shows that the majority of adjustments are simple and free.
Grand gestures are not as effective as consistent everyday practices and will be met with resistance from both sides. People are always able to tell when someone is being insincere. Pinkwashing occurs when brands or organisations publicly support LGBTQ+ issues to appear inclusive, but do not back up their claims with meaningful policies or actions. In reality, equity, inclusion, and belonging can only be achieved by small, cumulative acts of people working together. There is no single policy that fits all.
Fear is the main reason for objections: fear of making a mistake or of being left behind. While these feelings are legitimate, they can be addressed in a productive way with empathy and facts.
Objection 2: EDI initiatives compromise merit-based hiring
How do you define merit in this context? EDI does not lower standards, but it ensures that potential is recognised.
Businesses that fail to adopt equitable practices risk missing out on talent. They do this by not providing the right tools and environment for people to flourish. London School of Economics published research in November that showed EDI initiatives were positively related to business innovation and valuation. EDI initiatives are a great way to uncover and maximize the potential of success.
Objection 3: EDI divides rather than unites.
When people feel that others have access to support, opportunities or tools they don’t, it is natural for them to ask “What about me?” These fears are a result of a scarcity mentality, which is the belief that resources or opportunities are limited.
Scarcity is not innate. It’s created. The issue arises when barriers are put up to prevent equitable practices. For example, only those with medical diagnoses can access assistive technology.
When organisations adopt truly equitable practices, they don’t just equalize the playing field for those who felt excluded in the past. They promote participation and choice to everyone.
Why do these objections occur?
Fear is the main reason for objections: the fear of making a mistake or of being left behind. Empathy and facts can help to address these feelings, which are legitimate. Understanding the “why” of resistance is crucial for businesses to design EDI initiatives which resonate with all employees.
Welcome to EDI Pushback: a new approach
A proactive welcome is more effective than a reactive one. Asking what can I do now to avoid someone having to ask later is the key.
Reactive approach
This is usually the route of legal compliance. This approach does not assume that disability and difference will be present, but instead waits until individuals disclose.
We must also understand that people are more likely to disclose information when the stakes involved are high, and not because they’re feeling safe. They feel unsafe and fear that their performance will be questioned or they may lose their job if not. We remain reactive when we react to the situation, allowing the individual to be the problem and the power to be confined within the leadership.
A welcome anticipatory shifts our approach, so inclusion is no longer a gate-keeper.
Proactive approach
It is encouraging to see that many organisations are moving away from a reactive approach and towards a proactive one. Leaders are trying to increase the number of marginalised individuals in their workforce. They also let those who have revealed themselves know about their shiny new EDI policies.
It is a positive step forward, but individuals must still feel comfortable enough to share their ideas and know what they can do to help. It’s still about the differences between individuals, and power is out of their control.
A warm welcome in anticipation
A welcoming welcome anticipates inclusion, so we don’t have to gatekeep. We actively remove the scarcity mentality by creating a baseline for inclusion. We create a feeling of power being distributed equitably. We can see that many of the things we do for individuals will benefit all.
Oft, adjustments that are perceived as giving an edge, like providing interview questions beforehand, are rejected. The solution is easy: give everyone the interview questions in advance. This has made a huge difference in the hiring process at Diversity and Ability. I have seen people at their very best and even the unsuccessful candidates always walk away with positive experiences.
Turning opposition into opportunity
One out of six people will be disabled in their lifetime. What are the potential losses if EDI is not successful?
EDI’s role is to create space. The same attention should be paid to criticisms or backlash as we do the rest of our work.
Businesses can turn resistance into dialogue by addressing objections and anticipatory welcoming. Rather than seeing EDI as a compliance tool, organisations that are forward-thinking should see it as a competitive advantage.
Do not let pushback stop you. Use it to create a workplace that is resilient and inclusive, ready for the future.
