Allyship at work: the future of DEIB

Allyship at work is important for the future of diversity, equity, inclusion and belonging. Here’s why. 

DEIB under the microscope 

It’s no wonder companies are putting diversity, equity, inclusion and belonging (DEIB) initiatives under the microscope. Workplace diversity, equity and inclusion practices are increasingly becoming part of the political debate, particularly in countries such as the UK and the USA. This focus has driven a discussion about resources, impact and political correctness, even to the point of putting the brakes on DEIB activity. 

Yet research from organisations and employees themselves continues to show support for DEIB interventions. For example, the Pew Research Centre found that the majority of US adults (56%) think focusing on increasing DEI is a good thing. This is particularly true for women. Women  are more likely than men to say it is extremely or very important to them to work at a place that is diverse when it comes to gender, race and ethnicity, age, and sexual orientation. Similarly, around half of all workers say it is important to them to work in places that are accessible for people with disabilities. DEIB is well supported by employees. 

Similarly, since McKinsey started tracking data on representation nearly 10 years ago, women and ethnic minorities have made substantial gains in the workplace. Across all industries they surveyed, they found that more diversity in boards and executive teams correlated to higher social and environmental impact scores; as well as greater diversity across the organisation and higher overall organisational performance. For example, the business case for ethnic diversity is consistent over time. For those in the top quartile of ethnic representation, there is a 39% increased likelihood of outperformance versus the bottom quartile. It seems there are clear commercial benefits to a focus on DEIB. 

Although companies are operating in a rapidly changing commercial environment, under sustained pressure to manage stakeholders, it need not be at the exclusion of DEIB goals. Financial performance can be achieved alongside the creation of a culture of equity and inclusion and the delivery of social impact expectations. Allyship can bridge the gap between these seemingly polar deliverables.  

Allyship programs are the future of DEIB 

Given the social and commercial benefits, not to mention the ethical imperative, it is likely that DEIB work is not going away. But what seems to be happening is the concepts and practices are being repackaged into a format that is more acceptable. Companies are focusing more on allyship as the new DEIB approach. 

Allyship programs are the future of DEIB, on the one hand, because businesses have the resources to drive DEIB change forward, right under their nose – leaders who can be engaged to take on the work of allyship. On the other hand, allyship provides a more inclusive and less divisive means to create the structures, cultures and practices that deliver healthy DEIB outcomes. 

For leaders, allyship is not easy or straightforward. Allyship is work. This work includes consistently and actively using power and privilege to advocate for underrepresented communities and people. Allyship requires a joining with others  to promote a common interest where all benefit. It means stepping into uncomfortable dilemmas that challenge notions of power through effort to support non-dominant groups.  

DEIB and the benefits of allyship 

The data goes someway to support the power of allyship as a key to DEIB.  

For example, around the world, among companies where men are actively involved in gender diversity, 96% report progress. Conversely, among companies where men are not involved, only 30% show progress. When asked in a study, 92% of people felt that allies have been valuable to their career.   

According to a recent HBR article, employees of organisations which foster strong allyship and inclusion cultures are 50% less likely to leave. They are 56% more likely to improve their performance, 75% less likely to take a sick day, and up to 167% more likely to recommend their organisations as great places to work.  

The power of allyship for DEIB

The reasons for the power of allyship  to deliver on DEIB goals include: 

Allyship provides education 

Allyship is often used as the vehicle to educate employees. Organisationally, it is perhaps seen as an unthreatening way to teach employees some often unpalatable lessons on to behave differently: how to manage microaggressions, how to speak up for those marginalised, to reduce bias in recruitment and assessment and to sponsor people with a different background or identity.  

Certainly, advocacy through confronting colleagues, backing up ideas or giving someone the opportunity to speak, along with practical supports as mentor, sponsor or advisor has been found to be both helpful and effective. But effective allyship needs to go beyond these basic activities. 

Allyship equips people to be human 

Allyship programmes also focus on skills such as vulnerability, emotional flexibility, openness, managing uncertainty and building trust. These skills help people to be better allies, as well as better leaders and colleagues. Not only that, but think tanks, such as the BMW foundation, identify these as 21st century capabilities required for leaders to manage and lead successfully in the future. It’s the work we do at Becoming International, helping leaders to step up as their authentic selves.  

Allyship makes use of organisational power dynamics 

Organisations are messy coalitions of diverse people with divergent interests, where resources are scare. Power differentials exist between those who can make key decisions, who control resources and rewards, who have information and access to insight, and who can leverage personal relationships, and those without this power. 

Allies can use this power for their own ends, or they can use their power to make a difference to those around them. True allyship programmes teach leaders the political skills to create and harness the natural informal coalitions of organisational life. That way, they create long lasting change for the benefits of employees, teams and communities.   

Allyship has the support of employees and has been shown to have positive organisational impact. Done with skill, it has the potential to unlock the DEIB conundrum. Allyship can create a long-term competitive advantage for employers who still see the benefits of diverse talent and inclusive cultures. And remind us there is still much work to do in this area.