Transforming DEI from a one-time initiative to a systemic and sustainable organisational strategy.

 

The past decade has seen a surge in Diversity, Equity, and Inclusion (DEI) training programs. While many of these initiatives have raised awareness, they often fail to create lasting cultural change. Why? Because training alone doesn’t address the systems, symbols, and micro behaviours that form the fabric of organisational culture — what I refer to as “the way we do things around here.” To make DEI sustainable, organisations must embed its principles into their policies, practices, and daily habits or rituals.

The Case for Systemic Integration of DEI

Research by Dobbin and Kalev (2016) highlighted that standalone DEI training rarely leads to sustained behavioural or systemic change. While such programs can raise awareness temporarily, they often fail to influence critical areas like decision-making or long-term outcomes. Without tackling systemic inequities embedded in recruitment, promotion, and performance management processes, organisations risk treating DEI as an optional add-on rather than an essential component of their operations.

Successful organisations adopt a different strategy: they integrate DEI principles into every layer of their systems. By aligning policies, processes, and practices with inclusive values, they create a culture where inclusion is not just a one-time initiative but a fundamental way of working.

Culture: Systems, Symbols, and Micro Behaviours

Organisational culture can be understood as the interplay of systems (the formal structures and processes), symbols (the messages leaders and organisations send), and micro behaviours (everyday actions and interactions).

Systems: Policies such as recruitment methods, flexible work arrangements, and performance reviews can reinforce or dismantle systemic biases. For example, blind recruitment processes help level the playing field by removing unconscious bias from hiring decisions.

Symbols: Leadership messages, storytelling, and recognition programs shape how employees perceive inclusion. For instance, when leaders publicly acknowledge and reward inclusive behaviours, they signal its importance.

Behaviours: Small, everyday actions—such as active listening, using inclusive language, or encouraging diverse perspectives in meetings—set the tone for how people interact. These behaviours are often the most visible markers of an inclusive culture.

When these three elements align, they create an environment where inclusion thrives.

Inclusive Habits: Small Actions, Big Impact

Inclusive habits are the building blocks of sustainable cultural change. They are small, consistent actions that reinforce inclusion at every level of the organisation.

Examples of Inclusive Habits:

  • Ensuring diverse representation in decision-making meetings.
  • Checking for bias when giving feedback or conducting performance evaluations.
  • Actively addressing inequities in workload distribution.

Tools such as Inclusion Moments and Inclusion Missions are designed to help organisations develop these habits. Inclusion Moments provide teams with quick, thought-provoking activities to spark conversations about inclusion. Inclusion Missions take this a step further by creating interactive challenges that embed inclusive behaviours into day-to-day routines.

Aligning Policies and Practices

DEI cannot be treated as a separate initiative—it must be embedded in policies and reflected in everyday practices.

Policy Integration:

  • Recruitment processes must be transparent and designed to attract diverse talent.
  • Flexible working policies should accommodate varied needs, from parenting to disability support.
  • Equitable promotion criteria should be designed to focus on potential, not just past performance.

Practice Alignment:

  • Inclusive leadership must be recognised, measured and rewarded.
  • Performance management systems should evaluate leaders on their ability to foster inclusion within their teams.
  • Decision-making processes should incorporate diverse perspectives at every level.

Symmetra Global’s Inclusion Foundations training provides organisations with not only the knowledge but the practical habits to ensure policies and practices align with inclusive values.

Measuring and Sustaining Progress

Embedding DEI is not a one-and-done project; it requires ongoing measurement, accountability, and leadership.

Data-Driven Insights:

Tracking inclusivity metrics—such as representation at leadership levels, pay equity, and employee engagement scores—provides valuable feedback on progress. Regular policy audits can also ensure that systems remain equitable and effective.

Accountability Mechanisms:

Leaders must model inclusive habits and hold themselves accountable for outcomes. Measuring and being held accountable to inclusive leadership capability is critical and transparency in reporting DEI progress builds trust and encourages continuous improvement.

Leadership as a Catalyst:

Leaders play a pivotal role in sustaining DEI efforts. By embodying inclusivity in their leadership shadow—the behaviours, decisions, and values they project—they inspire their teams to do the same.

Creating an inclusive organisation requires more than awareness training; it demands systemic change. By embedding DEI principles into policies, aligning them with practices, and fostering inclusive habits, organisations can transform their culture into one where everyone belongs.

As we move beyond training, the focus must shift to practical, everyday actions and systemic alignment that embed inclusion into the fabric of organisational life. Let’s redefine “the way we do things around here” and build workplaces where inclusion is not just a value but a lived reality.