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Model for Prioritizing DEI Work Based on "MERIT"

Model for Prioritizing DEI Work Based on "MERIT"

Merit-based procedures may include measurable characteristics. According to research on merit, incentives should be given out according to people's real efforts, that should be the equal across all groups, in order to be fair. This allows for the systematic codification and evaluation of real actions and rewards in a way that is consistent across groups. However, there are drawbacks to merit-based approaches, which can lead to inequalities when there is a lack of transparency and accountability in the incentive system, according to study.


Merit is also judged and used in a subjective manner. In other words, relying on their own individual experiences, people interpret and use merit in the workplace in different ways. Individuals also perceive the worth of DEI work differently, according to my study and interviews with business executives and DEI specialists, which indicates that some people actively and gladly engage in DEI work while others ignore it and do not.


Its effectiveness is threatened by the inconsistent codification and treatment of DEI work as an activity deserving of expenditure, visibility, and other advantages for all workers. It is discriminatory and sexist to say that DEI is vital while punishing individuals who seem to be especially inclined and eager to engage in it (such as women, women of colour, and racial minorities). Additionally, it is discriminatory to penalize individuals who desire to perform DEI work (by instructing them not to or by not compensating them for doing so) while encouraging and rewarding others who require persuasion to complete the task.


I provide a "MERIT" paradigm for appreciating DEI work, which takes into consideration both of the objective and subjective ideas of merit, in order to address these concerns and assist figureheads who are serious about performing DEI work in learning how to perceive it as merit-worthy.


M: Make DEI work and goals implementable, quantifiable, and supported by evidence.


That DEI work is abstract or impractical is a typical justification for not engaging in it. To disprove the commonly used justification that we should all be "colorblind" when it comes to race, executives must ensure that their organization's DEI goals are specific and quantifiable. This also implies that the DEI task that individuals are supposed to complete should be implementable such that it appears achievable for everyone. Leaders should present data on the price of racial color vision deficiency in relation to race work in particular, since this may go against entrenched prejudices and prevent them from advancing a DEI reform agenda aimed at enhancing racial equality and inclusion.


E: Promote internal and external DEI work.


Relegating someone or something to a minor or weak position within a community or group is the definition of marginalization. The CEO should lead these efforts to elevating DEI work in general and racial work in particular. To raise an individual or something, on the other hand, implies to "rise in position or rank." When taking on this duty, the President should not only allocate an adequate budget and volume of resources to handle DEI problems and possibilities, but also raise awareness of this activity and the individuals who will be required to carry it out. The latter will need more internal and external openness to be accomplished.


One approach would be for the President to demand a yearly DEI report detailing the organization's DEI efforts and any strides it has achieved in reaching its objectives.


R: Make it mandatory for managers and leaders to attend DEI training that are behavior-based.


Training on diversity is effective, yes. It cannot, however, solely be focused on raising awareness or altering views. Additionally, it must be behavior-based. Working in DEI is not intuitive. The kinds of behaviors that companies want to see must be imparted to people. CEOs should make it a requirement for leaders and supervisors to attend training aimed at enhancing their DEI-related abilities in order to demonstrate that DEI is important work.


I: Locate managers and non-managerial staff members who are prepared to act as DEI sponsors.


CEOs and DEI specialists shouldn't be the only figureheads advocating for the organization's DEI objectives and efforts. The appointment of executive sponsors or "champions" to DEI programs has been a long-standing practice among businesses with expertise in DEI work. However, many more recent hires and younger workers are enthusiastic with DEI work and seeking ways to assist their employers now. One possibility is to designate non-managerial staff members as DEI sponsors who may collaborate with DEI group and their management to carry out DEI objectives and activities in their teams. However, they ought to get compensation for their efforts.


T: Rather of viewing DEI work as ancillary, treat it as core.


To enhance DEI and end systematic racism, everyone has to change their attitudes and behaviors from viewing DEI as unrewarded "side labor" (i.e., peripheral job) to viewing it as worthwhile labor (i.e., core work). To do this, DEI specialists must have positions that reflect the significance of their job, such as Chief Diversity Officer, and reporting ties with the CEO. If DEI work is to be treated seriously, leaders, supervisors, and workers who have historically regarded it as "extra" labor need to be assessed on how well they accomplish this task.


Yes, everyone must take action to combat DEI and systematic racism. But in order to guarantee that DEI programs and attempts to erase systemic racism are durable long further than the peaks and valleys of the present news cycle, executives — such as the President — ought to view the activities being performed as MERIT-worthy.