<span id="test" class="kool-class" style="color: #00c0c3;" fs-test-element="test"><b>Whilst EDI work can be very rewarding, having the responsibility to drive EDI work can sometimes present challenges too difficult to overcome alone.</b></span>

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In today’s society, the pursuit of equality, diversity and inclusion (EDI) is often rightfully a critical imperative for organisations. However, for those that work in EDI roles, it is clear that whilst this work can be very rewarding, having the responsibility to drive this EDI work can also present a myriad of challenges. Unfortunately, no matter how hard an EDI professional works within an organisation, sometimes these challenges can be too difficult to overcome alone. This may lead to EDI professionals reevaluating their position and seeking a new role.

So what are some key considerations and signs that:

<ul>

<li>If you are an EDI professional, you may want to find a new EDI role; or</li>

<li>If you are a leader or senior manager, your organisation might be at risk of turnover of EDI staff.</li>

</ul>

<b>Support and Wider EDI Accountability</b>

Working in an EDI role offers the opportunity to make a real difference, but it is emotionally demanding. Regularly confronting complex systemic issues can lead to burnout where individuals are not provided with adequate support and are given too many responsibilities. Our experience tells us time and time again that to be effective and embraced by the wider organisation, EDI must be owned and driven by leadership. In fact, research by McKinsey & Company notes that, when reviewing comments received about EDI, ‘leadership and accountability as it pertains to EDI’ received the highest number of mentions across industries. The research also notes that strengthening leadership accountability would assist with creating a ‘systematic, business-led approach to EDI’. As such, a lack of backing from leadership can stall progress and ultimately place more pressure on those in EDI roles struggling to make headway despite doing everything they can. This not only impacts the health of the individual but hampers their effectiveness in fostering meaningful change.

<b>Work you can do ….</b>

We encourage everyone to regularly practise self-compassion, acknowledging that this can be difficult for many of us. It’s important for those in EDI roles to recognise that EDI work can face setbacks. However, we also encourage organisations to accept that without wider EDI accountability, EDI initiatives are likely to lack the necessary resources, authority and accountability to create lasting change. It is worthwhile organisations considering how to spread EDI accountability, upskill individuals and ensure adequate succession planning is in place.

<b>Genuine Organisational Commitment</b>

Often those who have chosen to work in EDI roles have done so because it aligns with their core values. EDI professionals regularly possess deeply held beliefs in fairness, justice, equity and inclusivity. If an organisation approaches EDI from an angle of simply ticking boxes, they risk being viewed as disingenuous and performative both by external and internal stakeholders. This risk may also occur where an organisation does not allocate enough resources or budget to carry out more than surface level EDI work. An individual working in such an environment may feel that they are compromising their values and this may limit their ability to make an impact.

An organisation where these values are actively embedded into the culture (rather than being treated as an afterthought) is much more likely to enable EDI professionals to leverage their skills and passion to drive meaningful change.

<b>Work you can do ….</b>

We would therefore encourage EDI professionals to seek out roles in organisations with shared values. We would also encourage organisations to strive to demonstrate a deeper organisational commitment to EDI.

<b>Tailored Approach</b>

To be most effective, an organisation’s approach to EDI should be tailored with a nuanced understanding of the organisation’s unique context, challenges and wider strategy. Any strategy and resulting initiatives should be rooted in both quantitative and qualitative data. Where an organisation does not consider this and wishes to use a cookie-cutter approach, those in EDI roles are likely to feel pushed to make rapid progress without the resources and information they need to succeed. Resulting EDI initiatives are likely to have a very limited impact - they could even completely miss the mark. Where employees do not see progress and do not feel that they have been given a voice, organisations also risk a wider loss of trust.

Finding a workplace that incorporates their unique context and insights gathered from stakeholders (or ensuring the organisation does so) is likely to set those in EDI roles up for a successful and fulfilling role within the organisation.

The good news is that many of the organisations we work with are taking steps to do all of the above and more. Organisations are working with us to set their EDI vision, upskill their EDI staff and provide these individuals with access to career development opportunities. So if you’re an EDI professional, know that there are great organisations out there that will give you the opportunity to make the difference that you desire!

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