What are effective methods for implementing diversity and inclusion policies in higher education?

I have found it necessary to map out goals, objectives and strategies, that will support the vision. DEI is not a check list but it's about cultural change in practices, policies and systems. It's also important that goals that we set are measurable and KPIs well defined.

Once upon a time, at an organization I worked with, there was a culture of bullying going on across the campus. One division did not believe it was an issue for them. The leadership team invited HR to facilitate a discussion without management in the room. It turns out the leadership team was wrong about the bullying culture that was present in the division as well. What happened next fostered a culture around communication, expectations, and improvement. There was training offered to everyone in the division around the Bias in the Workplace. There were task forces created to address the top issues of Communication and Career Pathways. The leadership instituted new methods for employees to be able to deliver anonymous feedback. It worked!

Diversity and inclusion sustain needing diversity and inclusion and, therefore, function contrary to attaining authentic equity. For example, diversity and inclusion serve conveniently to sustain the “race” fiction and its producer, racism, of which no one is inherently immune. The question here is problematic.

- use data to show the benefits of diversity to leaders - train against implicit bias alongside facilitating cross cultural communication - acknowledge micro aggressions - have growth opportunities for diverse talent to enhance their skill sets - describe actionable inclusive acts so others can model

One thing I've found helpful is conducting anonymous surveys of both students and faculty. Through this method, we gather valuable insights into the campus climate, pinpoint specific areas of concern, and begin to understand the nuanced challenges that may not be immediately apparent. For instance, in a recent assessment, we discovered that many LGBTQ+ students felt uncomfortable openly discussing their identities in certain academic departments. This information was crucial in shaping our policy approach, leading us to implement targeted training for faculty in those departments and create safe spaces for open dialogue. Without this anonymous survey data, we might have missed this important aspect of our diversity and inclusion efforts.

Communication is important when developing metrics and goals. Those impacted should be a part of the process. Without doing so, some people within your organization, especially people from minoritized or underrepresented groups, may feel tokenized. Many of the tools that we use in our leadership toolbox may be turned toward DEI challenges and initiatives. We are just not used to using those tools with DEI in mind. Start by adding DEI to the agenda, invite experts in to share perspectives, and hold training sessions where your teams feel like they may need support. DEIJB work is a journey, not a destination. Everyone is at a different starting point on the map. You may want to go to different places, but unless you talk you'll be lost.

An example I've seen in higher education involves addressing gender equity within STEM departments. Objective: To increase the representation of women in STEM faculty positions. Outcomes: 1. Specific: Increase the percentage of women STEM faculty members from the current 25% to 40% within the next 5 years. 2. Measurable: Conduct an annual gender diversity audit to track the number of women faculty hires, promotions, and retention rates. 3. Achievable: Implement targeted recruitment strategies, mentorship programs, and professional development opportunities to support women in STEM fields. 4. Relevant: Align with the institution's commitment to fostering D&I 5. Time-bound: Aim to achieve the 40% representation goal within the next 5 years.

Think of stakeholders as more than just the historically underrepresented. It's important for those groups to have a voice, but leadership should be just as committed. Authentic buy-in at the top goes a long way towards changing organizational culture. An example I've seen work well is establishing a working group that includes executive level leadership who are willing to co-champion the DEI work.

One thing I've found helpful when performing stakeholder engagement is to increase communication channels and not rely on the traditional channels you have historically used. An example of this would be to provide a blog posting that you manage and monitor to share information but also receive essential feedback in a very short period of time. Email should remain a source of communication and often times, stakeholders can feel these emails are being sent by an automated system with little to no response. A blog or other form of chat, allows interaction and can help you prioritize feedback by how many stakeholders comment on one topic.

Be careful that your stakeholder engagement is not just performative. Ensure that you have buy-in from your teams in the direction you are going. Engaging in any work, especially DEI work, without transparency and responsibilities clearly defined can lead to a bigger challenge within your organization. Peter Drucker told us "Culture eats strategy for Breakfast." The existing culture of your organization/department or team will triumph over any initiative that ignores it. Start with the end vision in mind, make sure everyone is on the same bus, going in the same direction. Make sure you include those being impacted and enjoy the journey!

DEI initiatives and policy development are NOT just boxes to be checked. They are never "one and done." By stating that DEI policy is important, you must have follow through on your commitment and revisit your data regularly. Data metrics are important because they can indicate challenge areas. They should not be the ONLY metric used when evaluating success. In quantitative studies and research over the last century, there is such a thing as the "t-test" and "p-values", used to determine "Statistical Significance" or "merit" which can be very subjective. If your data analysis does not return the "right" p-value, then it may be abandoned. What if those abandoned studies had more to show? Use many methods, it can be harder but worth it!

Celebrating achievements is important not only to the organization but to the public as well. You are offering validation to those people who are impacted by the contributions and signaling that DEI work is important to you and your teams. Be careful not to contribute to a cultural problem by jumping on a cultural party bandwagon that tokenizes and mocks different cultures. One time for Latinx Heritage Month, my boss asked if we had any great ideas. One manager suggested having a "taco party." Others jumped on the idea, too. When I was asked...I said we should feature a speaker on the impact of the Digital Divide on the Latinx community and their educational outcomes, and we can serce tacos too! They chose my idea :)

It is also important to look for what is not being said. Just because people are not explicitly stating something is wrong does not mean it is not going on. Power dynamics are real in an organization. Use exit interviews, take a look at the data, and ask yourself who is moving on and for what reasons. You might be trying to hire with inclusive practices, but have a challenge retaining people from diverse backgrounds; this signals that there is a greater challenge with the existing culture within your organization, and whether or not people feel like they belong, Maya Angelou said, "Do the best you can until you know better. Then when you know better, do better."