“Everything is a battle.” Diversity executives hit the exits as company priorities shift.
By: Te-Ping Chen and Lauren Weber
Published: Jul 21, 2023
Two years ago chief diversity officers were some of the hottest hires into executive ranks. Now, they increasingly feel left out in the cold.
Companies including Netflix, Disney and Warner Bros. Discovery have recently said that high-profile diversity, equity and inclusion executives will be leaving their jobs. Thousands of diversity-focused workers have been laid off since last year, and some companies are scaling back racial justice commitments.
Diversity, equity and inclusion—or DEI—jobs were put in the crosshairs after many companies started re-examining their executive ranks during the tech sector’s shake out last fall. Some chief diversity officers say their work is facing additional scrutiny since the Supreme Court struck down affirmative action in college admissions and companies brace for potential legal challenges. DEI work has also become a political target.
“There’s a combination of grief, being very tired, and being, in some cases, overwhelmed,” says Miriam Warren, chief diversity officer for Yelp, of the challenges facing executives in the field.
In interviews, current and former chief diversity officers said company executives at times didn’t want to change hiring or promotion processes, despite initially telling CDOs they were hired to improve the talent pipeline. The quick about-face shows company enthusiasm for diversity initiatives hasn’t always proved durable, leaving some diversity officers now questioning their career path.
In the wake of George Floyd’s murder in police custody in May 2020, companies scrambled to hire chief diversity officers, changing the face of the C-suite. In 2018, less than half the companies in the S&P 500 employed someone in the role, and by 2022 three out four companies had created a position, according to a study from Russell Reynolds, an executive search firm.
Once mostly tasked with HR matters, today’s diversity leaders are expected to weigh in on new product development, marketing efforts and current events that have an impact on how workers and consumers are feeling. Warren and other CDOs said the expanded remit is playing out in a politically divided environment where corporate diversity efforts are the subject of frequent social-media firestorms.
Falling demand
New analysis from employment data provider Live Data Technologies shows that chief diversity officers have been more vulnerable to layoffs than their human resources counterparts, experiencing 40% higher turnover. Their job searches are also taking longer.
“I got to 300 applications and then I stopped tracking,” says Stephanie Lubin, who was laid off from her role as diversity head at Drizly, an online alcohol marketplace, in May following the company’s acquisition by Uber. In one case, Lubin says she went through 16 rounds of interviews for a role she didn’t get, and says she is now planning to pivot out of DEI work.
The number of CDO searches is down 75% in the past year, says Jason Hanold, chief executive of Hanold Associates Executive Search, which works with Fortune 100 companies to recruit HR and DEI executives, among other roles. Demand is the lowest he has seen in his 30 years of recruiting.
At the same time, he says, more executives are feeling skittish about taking on diversity roles.
“They’re telling us, the only way I want to go into another role with DEI is if it includes something else,” he says of the requests for broader titles that offer more responsibilities and resources. He estimates that 60% of diversity roles he is currently filling combine the title with another position, such as chief human resources officer, up from about 10% five years ago.
During the pandemic, some companies moved people into diversity leadership if they were an ethnic minority, says Dani Monroe, even when they weren’t qualified. Monroe served as CDO for Mass General Brigham, a Boston-based hospital system and one of the largest employers in the state, until 2021 and convenes a yearly gathering of more than 100 CDOs.
“These were knee-jerk reactions,” she says of the hurried CDO hires, adding that some of those elevations didn’t create much impact, leaving both sides feeling disillusioned.
On-the-job obstruction
American workers are split on the importance of a diverse workforce, surveys find.
Diversity chiefs also encounter obstruction from top executives, says Melinda Starbird, a human resources and diversity executive who has worked at AT&T, Starbucks and OfferUp, an online marketplace. Leaders sometimes associate diversity efforts with mandates, such as the equal-employment rules that apply to federal contractors. Those requirements for compliance can create executive resistance that bleeds over into other cultural or policy shifts, such as adding Juneteenth as a company holiday, she says.
“Even if you report to the CEO, it’s still a battle and it’s a smaller budget,” says Starbird, who was laid off from OfferUp in November during a broader restructuring.
Many diversity executives feel a lack of buy-in from their colleagues. In a survey of 138 diversity executives conducted this spring by World 50 Group, a networking organization for corporate leaders, 82% said they had sufficient influence to do their job, down 6 percentage points from 2022. Asked if they felt supported by middle managers, 41% said yes, an 8-percentage-point drop.
Since the Supreme Court overturned affirmative action in June, companies are anticipating spillover legal action could have an impact on them. Those that are still hiring CDOs want people who can help the board navigate the political and legal landscape of diversity work and figure out how to take defensive moves to shield them from litigation, says Tina Shah Paikeday, global leader of Russell Reynolds’s diversity, equity and inclusion practice.
“They recognize it would be smart to get ahead of that.”
People are more resistant to company-backed efforts to advance diversity when they are worried about their own jobs, whether because of impending layoffs or disruptions from AI, says David Kenny, chief executive of Nielsen, the media-ratings company.
Kenny was both CEO and CDO for a time, taking on the diversity role to emphasize how important it was to the future of the business. Even as CEO, it could be a tough sell. Efforts to restructure compensation to make it more equitable created a backlash.
“A lot of it is, ‘I’m losing my slice of the pie,’ ” he says.
[ Via: https://archive.vn/jHRFo ]
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The grift is over.
There seems to be a built-in implication that much of the movements around DIE in the last few years have been performative: organizations making the approved signals to keep the puritans at bay. Perhaps they've now figured out that these measures are, at best, unable to demonstrate their efficacy, or at worst, anti-productive. The number of DIE programs that can or even will quantify or demonstrate their effectiveness with metrics and data can be counted on one hand; the truly fanatical ones will scold you for even suggesting that you should. Or more likely, perhaps they've figured out that as an insurance policy, the impact to the bottom line is no longer worth the investment; throwing buckets of money to purchase indulgences during a moral-religious panic might have made sense in 2020, but not so much in 2023.
Study after study reveals that none of this social snakeoil - from the phrenology of "implicit bias training" to the Maoist struggle sessions of "white fragility training" - actually help, and reliably make things worse by making everyone fixate on identity politics rather than doing anything productive. Meaning DIE is nothing but expensive and destructive virtue signaling. If you want to destroy an organization from the inside, there's no better way than embracing DIE.
You're far better off sticking to your core telos, supported by liberal ethics like equal opportunity, colorblindness and the ideal of meritocracy. Or more formally, Merit, Fairness and Equality (MFE). Whatever results you get from a fair process are inherently fair.
"Diversity" in particular is always about superficiality and thinly-veiled racism, while "equity" requires someone in authority to artificially create preferred outcomes (establishing the perfect conditions for an authoritarian), rather than a system of fairly and consistently applied rules (equality).
I can name five people, men and women, where I work who have different ethic ancestry, who grew up within 40 miles of each other and have the same local accent.
And I can name five white men who grew up on four different continents with three different first languages, who have worked for over a dozen different organizations, from multi-national companies to military to non-profits to education institutions before immigrating.
"Diversity" apparatchiks don't acknowledge the diversity in the latter. Only, like any good racist, the bogus "diversity" in the former.
