Building a solid DEI foundation requires long-term commitment

Joseph Searles says building a Diversity, Equity and Inclusion foundation at one’s business or organization should be viewed as a journey, rather than a destination.  

“It’s a long-term commitment,” says Searles, vice president and chief community engagement officer at Trillium Health. “There is no end point for this focus.”  

At the start of the DEI process, a business needs to review where it stands and if the commitment and readiness of everyone at the company is there in order to start such as endeavor, he explains.  

If a business is not yet ready to take such a step and goes about it haphazardly it can have unintended consequences and send the wrong message to employees, he notes.  

As part of doing due diligence, a business needs to look at its own cultural competency, define DEI and then use common language to help move the initiative forward. 

“Be intentional and have a plan,” he says. “Take stock where you are today and look at where you want to be in five years, in ten years, as an organization.”  

It is also imperative to have support at the top, he says, noting company leaders need to make DEI a priority and set an example for the employees.  

“Many DEI efforts fall flat without that high level of support,” he says. “CEOs are key in demonstrating that DEI is important to the organization and others will then follow.”  

Making sure everyone is involved is also key, he says.  

The company needs to work together to determine whether DEI is a part of their mission, their core and their cultural values. 

“Everyone has a role to play,” Searles says. “Everyone is responsible to help make it a sustainable, consistent part of the organization’s culture.”  

Searles also recommends that companies who are serious about DEI initiatives have a dedicated diversity officer on staff to oversee efforts, as well as a budget to provide the equipment and training needed to meet their goals.  

“They need to have the resources in place to develop the workforce,” Searles says, noting that some firms may believe they do not have the funds or resources, but they are necessary. “It’s essential to find a way to do it.” 

Having a strong DEI foundation can benefit a company in several ways, he says, adding that companies who do well with DEI set themselves apart from competitors.  

“When I see commercials on television where I feel I’m represented I have an immediate loyalty and interest in that brand,” Searles says.  

In addition, Searles points out that research shows that companies who embrace DEI efforts often perform better financially, see improved employee retention and experience an enhanced reputation in the community. 

Embracing diversity can also encourage different viewpoints and can spark innovation, he adds. 

For companies just getting started, Searles also recommends seeing what other firms have successfully done and how those efforts could be used at their own organization.  

“There are great companies in this community who have done wonderful work in this space,” he says.  

Keith Jenkins, vice president and associate provost for Diversity and Inclusion at Rochester Institute of Technology, spoke of RIT’s intentional DEI efforts that have spanned four college presidents. 

The efforts date back to the late 1960s when three events under then RIT President Mark Ellingson occurred: the National Technical Institute for the Deaf began operations and the Higher Education Opportunity Program was created, as was the Black Awareness Coordinating Committee.  

“That commitment from the top matters,” Jenkins says, noting that having the backing of college leaders has kept DEI at the forefront for decades.  

During Albert Simone’s leadership, RIT focused on a university-wide diversity plan, which, among other things, resulted in the creation of RIT’s Multicultural Center for Academic Success.  

During William Destler’s time as president, RIT reached out to the community, looking for ways it could help there, he says. That included the creation of Destler/Johnson Rochester City Scholars. 

David Munson, RIT’s current president, continues the commitment to DEI for students, faculty and staff, Jenkins says.  

Among the work done under Munson is the creation of an Executive Diversity Advisory Committee that comprises university leaders and looks at upward mobility opportunities for university employees.  

For businesses looking to implement their own DEI initiatives, Jenkins recommends that they benchmark themselves against what other businesses are doing to see where they stand. 

Setting goals and priorities is also key for organizations looking to implement DEI measures, Jenkins says.  

“You have to have a focus and establish goals,” he says.  

And while support at the top is imperative, it is also important to have everyone involved, Jenkins notes.  

“There should be diversity goals at every level,” he says.  

Doug Parton, vice president of talent and human resources at Partners + Napier, says it is one thing to have a DEI philosophy and another to bring it to life.  

“DEI isn’t just a box to check,” he says. “It is a business, and a moral, imperative.”  

Partners + Napier has created an internal team of 30 employees to work on issues related to DEI. The group is then split into four focus areas.  

One group is focused on community and looks at ways the business can give back. 

An example is the NeighborGood Design program which the advertising agency started last year to assist small-business owners of color with creative services to help tackle opportunity gaps. 

Another group focuses on talent and recruiting efforts, while the education group looks at ways the business can celebrate diversity and keep it front and center throughout the year, such as by bringing in guest speakers.  

The other group focuses on partnerships and ways the business can encourage vendors and clients to get involved, he says.  

Parton says an ongoing DEI commitment and focus requires measurable goals, as well as endurance.  

“You have to have a long-term vision, along with short-term goals,” he says.  

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