Importance of Patience and Communication in DEI Work: Insights from a DEI Practitioner

Guillermo Gutierrez, Director of Diversity, Inclusion, and Equity, ManpowerGroup

Could you Share a Little about your Role and Responsibilities at Manpowergroup?

One of the things I love about my job is that there isn’t a typical day. My team of four works on various corporate programs, initiatives, campaigns, and projects related to diversity, equity, and inclusion (DEI). Our focus is on increasing representation, especially for women and people of color, but we also work on creating an inclusive culture.

We collaborate with other functions in HR, such as talent acquisition, to attract and hire a diverse pool of candidates. Additionally, we offer learning programs and resources to our leaders, managers, and employees to increase awareness and understanding of diversity and inclusion in the workplace. We also partner with our compensation team to conduct pay equity analyses and address any disparities.

Communicating our DEI efforts to stakeholders, including our executive team and clients, is another important aspect of our work. We share analytics on our progress and limitations and support our business leaders in speaking to our clients about our initiatives. We also have a community impact component where we partner with organizations working toward equity and opportunity in the communities we serve.

What are Some of the Latest Trends that have Emerged in the HR Space with a Specific Focus on DEI?

One thing that’s become increasingly clear is that many organizations that made verbal commitments to DEI two years ago have not followed through. Some have even laid off their DEI teams or cut their budgets. While some companies have maintained their momentum and made DEI a priority, others have gone back to business as usual. This is a significant issue because research shows that diverse organizations tend to be more innovative and profitable. Some companies are feeling pressure from clients, employees, or legal frameworks to prioritize DEI, but progress has not been equal across the board.

For those committed to DEI, a few foundational practices have been effective. First, tying executive compensation to DEI goals can create accountability. The easiest way to measure progress is through data on representation, but companies are also linking rewards to inclusion surveys, employee engagement, and other indicators that reflect the company’s culture and the employee experience. Second, bringing in diverse talent is important but also challenging, as the representation tends to decrease at higher levels. Retention, engagement, and development are also critical, as turnover tends to be higher for diverse talent in some industries. Companies are focusing on creating opportunities and addressing systemic issues that create barriers to inclusion and mobility.

While progress has been uneven, there is still hope for a more inclusive future if companies continue to prioritize DEI and hold themselves accountable for progress

Third, education and development around inclusive behaviors and leadership have become more practical and constructive. Instead of just raising awareness of bias and microaggressions, managers are being trained on how to have conversations, demonstrate empathy and curiosity, and create a culture of inclusion.

Finally, transparency and communication are essential for accountability. If companies truly believe DEI is important, they must share their progress with employees and external stakeholders to hold themselves accountable.

The ultimate goal is for everyone in the organization to have a mindset of inclusion, equity, and diversity in decision[1]making, vendor selection, marketing and communication, financials, and other processes. This requires embedding DEI into the organization’s culture and operating system, so it’s not dependent on individuals. While progress has been uneven, there is still hope for a more inclusive future if companies continue to prioritize DEI and hold themselves accountable for progress.

What would you advise Fellow Peers and Colleagues to Devise Seamless Diversity and Inclusion Strategies?

As an HR professional, my advice to others is to be a true business partner, which means understanding the organization and its operations. This is essential for effecting change and embedding DEI into systems and practices. To do this effectively, we need to listen to people who understand the business and are able to connect DEI work to the goals and approaches that will drive progress.

It’s equally important to remember that DEI is about people, and every company claims that people come first. Therefore, we need to attract and retain a diverse workforce, but we also need to understand the roles and functions within the organization. For example, if we were speaking to a manufacturing organization, our presentation would be different than if we were addressing warehouse employees or the finance team. By understanding the business, we can earn our place at the table and collaborate to provide a different perspective and change the conversation.

Another important consideration is meeting people where they’re at. As a DEI practitioner, I always think about these issues, but not everyone does. Sometimes we may feel impatient with others who don’t understand the importance of DEI, but it’s crucial to take the time to communicate and engage in a way that brings people into the dialogue. By doing this, we can work together to see the bigger picture and find solutions that work for everyone.

Finally, developing a broad network across the organization is critical for success. By connecting with people in different departments and roles, we can stay informed about what’s happening and identify opportunities to promote DEI. Even if our team is small, we can effect change by being advocates and building buy-in from others. For example, if we want to focus on supplier diversity, we need to connect with the people who own those practices and understand their perspectives. With a strong network and the right mindset, we can make a real impact and drive positive change for the organization.