The DEI illusion: Why diversity without belonging is a recipe for disaster

The Society for Human Resource Management's (SHRM) recent decision to prioritise inclusion and diversity (I&D) over equity has sparked mixed reactions. SHRM argues that dropping "equity" from its DEI approach will allow the organisation to simplify its efforts and concentrate on what they view as more actionable goals. While some applaud the decision for its clarity, others criticise it for potentially overlooking the essential role that equity plays in fostering a fair workplace.

Personally, I'm glad they shook things up, not because I necessarily agree or disagree with it, but because I believe DEI can feel stuck, even broken at times. Discussing and rethinking these issues can often serve as a catalyst for progress. After all, DEI is inherently about tough conversations, pushing for change, and making things better. Equity, most would agree, has been key to unlocking diversity in the workplace. I've seen firsthand how a lack of equity creates barriers, with factors like geography, education, social class, professional networks, and different abilities locking people out. Fortunately, DEI architects have tackled hiring bias and other issues, making significant strides towards a more level playing field.

But what happens after you bring a diverse group together with existing employees? Do they instantly become a dream team, leveraging their unique skills to drive success? This is where the vision of DEI often stalls.

Part of the challenge lies in ambiguous terms. SHRM's decision to remove "equity" or subsume it under "inclusion" highlights this issue. Their definition of inclusion remains unclear as well. As a Gen X ethnic minority, I've experienced numerous situations where I was "included" but did not truly belong. I attended meetings, but was essentially invisible. Often, "inclusion" is about fitting in, which is very different from belonging and is not productive. When you belong, you don’t have to change who you are to make others feel comfortable with you.

That's why six months ago, I shifted my approach to advising clients on DEI. They had policies, programmes, and good intentions, but felt stuck or even regressing. Some leaders didn't have a diversity problem at all—they had a belonging problem. There was no framework for current and new employees to learn how to work together. Cliques, silos, and poor teamwork led to low productivity and a poor return on investment (ROI). This is bad for business, and when decision-makers see no ROI, budgets and programmes get cut. Worse, the people you're trying to help end up feeling like tokens, the dreaded "diversity hire." Even worse, the sceptics of diversity feel vindicated that diversity doesn’t work.

Through conversations, I realised the missing piece was social-emotional learning (SEL). We needed to train teams in emotional maturity and relationship-building to create true belonging. Belonging is a skill. You can define it, measure it, adjust it, hold it accountable, and learn from it. Diversity is the first step, but the real power comes from getting everyone to function at a high level.

Imagine a team of chefs from all over the world, each with unique knowledge and skills. The potential for a culinary masterpiece is incredible. But if these chefs are emotionally immature, can't nurture relationships, and only accept their own way of cooking, you end up with a kitchen full of grumpy people wielding knives and fire. Not a recipe for success!

DEI has become divisive, which was probably inevitable. It's a raging fire in the US, and the smoke is spreading east. There are not only vocal DEI critics; there are people on the sidelines, some within your organisation, nodding in agreement. Those hearts and minds can be changed, but not through hope and good intentions. Announcing a diversity push without a plan for belonging is a recipe for short-term gains at best.

Here is the good news. Organisations can move faster than societies. A company with a thousand employees can implement belonging skills that benefit everyone, both inside and outside of work. An organisation that invests in creating belonging will see improved performance and innovation, and those employees can apply these skills in every area of their lives, affecting families and societies. The classic win-win.

So, don't sweat SHRM's approach too much. Focus on belonging, and people will be better equipped to demand equity, embrace diversity, and recognise how diversity can enhance their overall life experience.

Rafael P. Soriano is a partner at Akitsu Consulting.