DEI in the Corporate World: Embracing Diverse Perspectives and Respecting Differences

Anita Czupryn: When I first came across the acronym DEI, it reminded me of a divine concept. What exactly is DEI?

Magdalena Pawłowska: DEI stands for Diversity, Equity, and Inclusion. In organizations and companies, especially those with a large community, DEI initiatives aim to ensure that every employee or community member feels comfortable and accepted in the corporate environment, while also having the opportunity to fully express their identity.

How are DEI principles implemented and promoted in corporations, for example, in your company?

At Aon in Poland, the introduction of DEI was a dual approach, encompassing both a global corporate strategy and grassroots local initiatives. The global strategy includes goals, policies, and assumptions for developing the DEI area, considering its international character. At the same time, spontaneous employee initiatives emerged at the local level in Poland. We then formed the Inclusion & Diversity Council with engaged individuals. Currently, our actions are harmoniously integrated with the global strategy and also respond to the specific local needs of our employees. 

Could you provide examples of specific business and social benefits resulting from these activities?

I can use data, as Aon has developed a global report on this subject. The latest version was published last November [2023 – ed.], with new data soon to be released. The report indicates that companies with higher employee engagement levels often had a defined internal DEI concept. They also frequently implemented comprehensive policies covering various DEI areas and regularly monitored related outcomes. The report’s authors thus note that employee engagement and developing the DEI area in a company are interlinked. Of course, every company desires engaged employees, as it leads to higher retention, greater loyalty, and better customer service.

What are the most important values and goals related to diversity, difference, and inclusivity in your company?

As I mentioned earlier, DEI is an integral part of our strategy, encompassing the broadly defined work environment of employees. It is not something separate but permeates all areas related to our operations. We strive to build teams with diverse compositions. Diversity often forms the strength of teams working on problem-solving, customer service, or developing innovative solutions. Diversity must be supported by inclusivity and equality, ensuring all employees are confident they have equal opportunities for development and access to benefits. These are key values for us, implemented from the recruitment stage, through employment, to shaping the benefit policy for employees, and caring for work culture, distribution of promotions, bonuses, and other aspects.

What challenges might one encounter in implementing DEI, and what steps are taken to overcome them?

Challenges can take various forms. Initially, it is crucial to broaden general awareness about what DEI is, its scope, and whom it affects. Even at the stage of introducing DEI initiatives, one may encounter stereotypes or prejudices. In our case, initially, there was a misunderstanding when our council was associated only with supporting the LGBT+ community. This shows the need for education about the diverse areas DEI covers, such as gender, sexual orientation, disability, religion, parental status, mental health, or ethnic origin. An important step is also tailoring actions to local needs and being open to employee feedback. We avoid copying global trends or solutions, trying to adapt our initiatives to Polish realities. The basis is understanding the specific needs of employees and focusing on creating solutions that actually bring benefits in a given region.

Does the introduction of DEI principles, then, change the organizational structure of the company, as well as the recruitment processes and career paths of employees?

Indeed, introducing DEI principles affects many areas of our company. For instance, we measure data related to gender equality, focusing on the percentage of women in various positions. Building awareness is the first fundamental step that allows for appropriate action. Moreover, those involved in the recruitment process, from the HR department and managers, have been undergoing mandatory training for some time. The aim is to highlight the role of unconscious biases and learn to view potential employees more inclusively. This is one of many actions intended to sensitize the team to diversity and fairness in the recruitment process.

The problem is that biases, if not recognized, remain as such. How can we effectively address them?

That’s true. However, some tools and guidelines help avoid relying on feelings triggered by unconscious biases. We use tools that allow us to consciously assess candidates for our company.

How does DEI affect the company’s perception? I would like to understand how these positive influences translate into relationships with clients and society in general.

This is an important issue, especially in terms of employer branding, or how a company is perceived as an employer. Younger generations pay attention to how a company approaches diversity and inclusivity. It’s important whether these values are genuinely lived or just empty slogans. Many people want to see authentic company engagement because it can influence their employment decisions. Additionally, DEI actions are also part of the ESG (Environmental, Social, Governance) concept of sustainable development. Corporate responsibility in social areas is becoming increasingly important. Companies must report their activities in these areas more precisely, which becomes an important element of communication with clients and business partners. Many companies, including ours, regularly prepare summaries to show how they contribute to positive social changes.

But this ESG approach also has its critics. There are voices that companies wave noble banners, but in reality, they are mainly concerned with profits, influence, or power. There are also arguments that this socially sensitive capitalism creates a threat to capitalism and democracy itself. What is your opinion? Is this a real change in corporate rhetoric and practices, resulting from new market trends, or just a business strategy element?

I think it’s both. Of course, the priority of every company is to achieve budgetary goals. But if social and environmental activities are not just a strategy on paper, if goals in these areas are realized and measured like financial goals, it can bring measurable results. I still believe in this.

You may also like: South Korea: Sorrow in the Land of Chaebols

Let’s assume a company or enterprise announces its commitment to DEI, but in reality, it shows hypocrisy, not adhering to its declarations. How should the effectiveness of DEI actions be measured?

First and foremost, actions should follow words. Some actions are visible to the naked eye. If a company declares gender equality, support for people with disabilities, and an open and tolerant work environment, simple questions can be asked. What is the composition of the company’s board and senior management? Is the workplace adapted to the needs of employees with disabilities? What policies and reporting mechanisms have been implemented? However, measuring effectiveness is not so easy; it all depends on the set goals. So, I’ll give a few examples. When introducing benefits with employee diversity in mind, a company should tailor them to the specific needs of different groups. For example, for middle-aged employees, medical insurance and healthcare programs can be created that consider age-related specific needs. We monitor the effectiveness of these actions by observing how many employees use these benefits. Mentoring programs combining the experiences of older and younger employees can also be an effective DEI action. Measuring the effectiveness of such a program includes analyzing the number of innovative initiatives that have emerged thanks to it and assessing the engagement of participants. Another example: building awareness in the organization through educational webinars. We then assess employee engagement, collecting feedback to find out if such education is valuable for the team, and which topics are most interesting. Additionally, at Aon, our annual employee engagement surveys also provide current information on the effectiveness of DEI actions.

Do you think corporations should engage in social issues, or should they remain neutral and focus on profit? What are the benefits and risks associated with engagement in such matters?

In my opinion, corporations should not remain indifferent to social issues, especially if they want to be profitable. Supporting employees and caring for their well-being is a key element in achieving business goals. In large corporations, where employment in various companies of a global group exceeds a thousand people, the employee community is a significant component of the company’s success. Diversity of employees, treated as an advantage, requires consideration and satisfaction of diverse needs and responsible management of strategy and benefits. Engagement in social issues increases employee loyalty and helps create a positive company image. However, such engagement carries risks, especially in the context of changing social and political trends. Therefore, corporations need to make these decisions consciously and focus on enduring values.

I would like to refer to your experiences and approach to diversity and equality. How do you think these values translate into social benefits, and how do they strengthen interpersonal bonds?

I believe the advantage of DEI in a company is the opportunity for every employee, regardless of individual characteristics or minority affiliation, to feel comfortable in the company and the community it creates. When employees share their experiences, it builds the team and eliminates barriers. Diversity also brings diverse perspectives, leading to more creative and optimal solutions to work-related problems. It’s valuable to be open to different viewpoints, as it makes our work more interesting. However, the foundation is respecting differences. That means openness to different perspectives and respect for others. Indeed, there is a risk of polarization around diversity issues, as we see in politics. In business, it’s important to promote more constructive debate and respond to what’s happening in the company. Of course, creating a community based on respect and diversity is not easy, but we rely on universal values, hoping that respect for others is a fundamental value for everyone.

It seems natural for people who are themselves open. But there is a risk that in a company, as in politics, polarization can occur around these DEI issues. What then? How do you promote more constructive debate on the subject?

We must always keep in mind our fundamental premise – respect for others. This means respecting differences. But once we recognize differences, the next step is to consider if they are associated with inequalities and, if so, how we can counter them. I mentioned earlier that initially, our I&D Council was labeled with a “rainbow tag” because, in the minds of some employees, our entire activity focused on supporting one group. That was an important lesson for us. It made us take a step back and focus on education, ensuring our employees understand that our actions are not limited to supporting the LGBT+ community. We see challenges faced by parents and caregivers, the health needs of women, and the mental health of men, and we want to create a welcoming environment for people with disabilities. It’s also about giving everyone space to express their specific needs. We want to be a connector – sensitive to employee voices, which we combine with the strategy developed by our leaders. So theory and practice always go hand in hand.

Translation: Klaudia Tarasiewicz