Guest Commentator: Amie Kromis, DEI Director, North America, Essity @EssityUSA
Why should businesses be mindful of sustainability, and what role do DEI efforts play in creating a more sustainable future for all people to live, work, and play?
Sustainability isn’t just about protecting our natural environment; it’s also about improving our social environment. The United Nations Global Compact defines social sustainability as “identifying and managing business impacts, both positive and negative, on people.” With this renewed framing, the link between benefiting society and protecting people is inherent in sustainability. The heart of DEI (diversity, equity, and inclusion) focuses on dignity for all, workplace respect, and leveling the playing field. But how do we move from theory to tangible action? Here are a few ways to gain momentum within your teams and workplaces.
Reimagine a Circular Economy as a Cultural Feedback Loop
Circular Philadelphia defines a circular economy as “reusing materials as long as possible, sharing resources, designing out waste, and regenerating natural systems.” A similar approach can be adopted in social sustainability, in the form of a cultural feedback loop. Hearing and understanding the voices of individuals in your organization is the first step to enacting meaningful change. This cultural feedback loop can arise in many forms, based on the size and resources of your organization. Can you incorporate DEI-focused questions in your employee engagement survey? Can you engage pulse surveys or focus groups? These will help you record a baseline to monitor progress and identify actions relevant to your population. By reimagining the offerings and experiences of your existing talent base, you can transform how you inclusively and equitably design, serve, and support DEI.
Celebrate Those Who Invest in DEI Work
Once you absorb the voice of the people from the cultural feedback loop, you will then need to plant those seeds of feedback to produce future fruits. Be cognizant of crafting your informed strategy and initiatives with the social infrastructure needed for your DEI work to be viewed as valuable. You may ask why.
Harvard Business Review uncovered a reality within DEI where “members of traditionally marginalized groups are more likely to do this undervalued work and be burdened by it.” Add a layer of research that details how women are two times as likely to invest time in DEI, but only 40% of women leaders feel formally recognized for their DEI contributions. By not aligning words with actions, a dilemma is created. There is no internal incentive for DEI related to career progression or recognition. As a result, you risk diluting the DEI work within your organization and eroding morale for top talent. You must not only say DEI adds value. You must also show how it manifests through your feedback loop.
