This Popular Belonging Practice is Having the Opposite Effect
Affinity groups are often cited as evidence of a company's commitment to diversity, equity, and inclusion, but their effectiveness can be limited by the lack of proper support and compensation. This is a recurring theme in corporate consulting work, where team members express frustration with unpaid and uncredited work related to DEI initiatives. The reliance on affinity groups to address diversity and inclusion issues can actually exacerbate inequality, as companies fail to recognize and reward the emotional labor and expertise of those who organize, facilitate, and report on these efforts.
If companies want to attract and retain employees from diverse backgrounds, they must ensure that they are not sidelined or hesitant to offer their perspectives. Affinity groups should be well-funded, and employees should have the right to participate in them without fear of repercussions. Those who lead these groups should also be compensated for their efforts, as their work can save employers significant costs associated with lost productivity, managing conflicts, and turnover.
As the dynamics of the workforce shift, employers must respond to the expectations of workers who demand a more inclusive work experience. Companies must recognize the drivers of inequity and take steps to address them, including proper compensation and recognition for DEI work. By doing so, they can create a more diverse and inclusive workplace that benefits everyone.
