Evolving DEI Initiatives Put Pressure on Middle Management

The U.S. workforce is becoming more diverse. But meeting diversity, equity and inclusion (DEI) initiatives and realizing their often-touted benefits takes more than hiring diverse people and putting diversity-friendly policies in place. Leveraging workforce differences – turning them into strengths – takes deliberate management.

Inclusive managers are openminded to perspectives different from their own. They are encouraging and supportive, and create a culture in which every opinion is valued. But diverse workforces can sometimes be complicated and difficult to manage. Inclusion does not usually happen organically.

Our broadening definition of diversity only complicates matters further. Moving beyond race, age, and gender, the discussion seeks to embrace infinite forms of diversity, with economists predicting this diversity will keep growing.

Do managers’ education and experience prepare them for this task? Coaching can help managers learn the basics of inclusion. Additional training helps them navigate delicate conversations and model behavior that supports each unique employee.

The next natural progression in the ongoing DEI conversation is equipping middle managers to navigate evolving workforce differences. But first let’s take a look at how we got here.

How diversity has evolved in the workplace

A look back on the evolution of diversity in the workplace begins in the 1940s with a move to desegregate the U.S. Army. At about the same time, World War II brought a temporary wave of women into a depleted workforce. In 1964, the Civil Rights Act prohibited workplace discrimination on the basis of race, color, religion, sex or national origin. Then the feminist movement of the 70s brought a more permanent wave of women into the workforce in the 80s and 90s, peaking in 1999 with 60% of women employed.

Despite this progression, there have been setbacks and clear evidence that diversity was merely a box to be checked. It took until the 2000s for organizations to fully grasp the benefits of diversity. And with this realization came attempts to not just fill quotas, but to create more inclusive workplaces. Since then, the emphasis on diversity has expanded to include individuals with disabilities, age diversity, and most recently, gender identity and neurodivergent thinking. Here are some of the newest diversity categories:

• Neurodiversity – Gaining momentum is the employment for adults with autism and other learning and mental health differences. Managing neurodiverse individuals can be difficult, requiring patience and precise directions and feedback.  Without these considerations, these workers will likely have difficulty contributing to the organization to their full capacity. Unless managers have had first-hand experience with these unique thinking styles, they will struggle to support them as needed. Read more about neurodiverse individuals at work here.
• Supporting employee’s mental health – The peace and sanity of employees have been slammed in the past couple years raising the incidence of work-related stress, anxiety and depression. Organizations have responded, taking intentional steps to support workers’ mental health with flexible work hours, time off and even employee assistance programs (EAPs) for short-term counseling. Supervisors can be instrumental in building mental health into the workday and model the talk, behavior and empathy that is desired. Read more about supporting employees mental health here.
• Remote workers – With the growing wave of remote and hybrid workers, managers are called upon to adjust to how they manage. Different employees have different living conditions and different preferences. Many women still face pressure to balance home and work life. Some workers lack a quiet space to focus on work. These are all considerations that can impact how successful a remote worker is.  Read more about managing remote employees here.
• Gender identity and gender expression – When a workers’ gender identity doesn’t conform to society’s norms, they may feel they can’t bring their authentic selves to work. As awareness increases, many organizations have responded with more inclusive practices, such as gender-neutral restrooms, adding employee health benefits for transitioning individuals, and using inclusive language for non-binary and transgender employees. But hostility and discrimination remain. Managers and leaders are instrumental in creating teams and standards that enable these individuals not to have to be “on guard” at work. Read more about LGBTQIA individuals in the workplace here.
• Multigenerational workforce – Workers of different ages bring different life experiences, voices and skills to a company. Leaders need different strategies that cater to and celebrate workers of all ages and this can take tremendous flexibility in management style.

Sign up today for a live, virtual seminar: Diversity, Equity, Inclusion and Accessibility.

Supporting middle managers who lead diverse talent pools

Demographic realities and diversity advantages are driving organizations to embrace diversity. But getting the best from unique talent takes more. “A firm may aim to hire for diversity, but it still must be careful that its culture does not continue to promote and reward conformity,” says ASIS International. Organizations need strong managers who understand and read people, know what motivates each person, and ensure workers feel respected and valued. These management skills are rare but coaching and development help managers adapt and learn how to get the best from increasingly diverse talent.