STRATEGIC INSTITUTIONAL DIVERSITY EQUITY INCLUSION MANAGEMENT

(SIDEIM)

STRATEGIC

because the work should align with the enterprise strategy. Good strategy should help us decide what is most important, it helps us make investments behind what we say is most important. Good strategy is built on best practices derived from research and data - and for too long, DEI has been framed as anything but strategic.

INSTITUTIONAL

because the work is about improving organizational functions, systems, processes, and policies rather than community organizing outside of the organization or through an exclusive focus on mindset or awareness efforts.

DEI

Diversity is the mere presence of difference (especially as it relates to protected class identities in a workplace); Inclusion is about opportunities for engagement and collaboration of differences; and Equity is about access and the distribution of power to ensure Diversity and Inclusion are structurally valued.

MANAGEMENT

because leaders must be able to communicate the strategy and metrics, but they must also facilitate the execution and demonstrate meaningful progress and lasting change like any other vital function in an organization.

SIDEIM Centers Three Distinct Fields:

The field of business management seeks to scientifically derive principles about the relationship between people, product/service, and process in order to drive successful outcomes (profitability is understood as the central desired outcome); this analysis relies on a variety of sub-fields (accounting, marketing, human resources, etc.).

The field of social science is chiefly concerned with measuring and understanding people, culture, and social phenomena (like power and resultant conflict or cooperation) at various levels (individual, interpersonal, groups, institutions, and societal systems); this analysis also relies on a variety of sub-fields (political science, sociology, history, psychology, etc.).

The field of legal research and practice is concerned with constructing and realizing philosophical notions of justice, fairness, equality, and equity under the rule of law developed through court rulings (precedence) and legislation.

 Exploring the Intersections

 
A triangle-shaped venn diagram showing how Strategic Institutional DEI Management (SIDEIM) is located at the intersections of the field of Business Management, Social Science, and Law.
 

  • SIDEIM

    is concerned with a rigorous analysis of systems, policies and practices that impact people and interventions. A SIDEIM orientation improves an institution's ability to innovate around people processes to drive greater success by thinking outside the constraints of current functions to create lasting equitable culture and competence

  • Advocacy & Public Policy

    brings together an analysis of stratification, power, and people needs, with an examination of the history and framings of justice and fairness within a society

  • Compliance

    brings together principles of management science that guide organizational performance and the legal frames that regulate an organization’s practices

  • Organizational Development

    brings together the analysis of stratification, power, and people needs with an analysis of institutional performance (health/growth)

  ACTIONABLE SPACES FOR SIDEIM

People Process Innovation

Casita model of actionable spaces for auditing and advancing DEI. The house sits on a foundation of compliance & people relations and has 5 pillars of policies and practices that uphold the roof of culture and climate.

SIDEIM offers principles and standards to evaluate an organization's commitment to excellence and equity demonstrated through its policy and practices that impact people.

Organizational innovation around culture and climate (the roof) should be guided by research and data (the arrow) and be centered on institutional policies and practices (the pillars) that structure the key interactions amongst people.

Swipe below to see definitions of the various components.

  • Compliance & People Relations

    How an organization identifies, prevents, and address harm that may, or may not, rise to the legal level.

    Policies are found in Handbooks, Bias Reporting Systems, EEOC Processes (Title VII, IX, ADA) and other people related policies and practices.

  • Attracting & Recruiting

    How an organization develops, conducts, and evaluates its hiring process. Areas for consideration include, but are not limited to:

    • Recruitment Marketing/Branding Strategy

    • Funnel & Recruiting Partner Development

    • Application, Interview, Selection, Confirmation Process

  • Onboarding & Alignment

    Naming & practicing the important values & behaviors for success. Areas for consideration include, but are not limited to:

    • Orientation and Onboarding Processes

    • Ongoing Values Engagement

    • Stay & Exit Surveys

  • Learning & Development

    Building practices for people to learn about their work/teams/organization and vice versa. Areas of consideration include, but are not limited to:

    • Compliance training

    • Skill-based Professional Development

    • Stretch opportunities for advancement

    • Leadership Development

  • Financial/Resource Allocation

    How the organization names and invests behind its most important strategic priorities. Areas for consideration include, but are not limited to:

    • Compensation Practices

    • Procurement/Supplier Diversity

    • Professional Development Funding

    • Technological Advancement

  • Community Outreach

    The quality of the relationship with internal & external communities. Areas for consideration include, but are not limited to:

    • Employee Resource Groups

    • Culture of Volunteerism

    • Diversity of community partners

    • Connection to communities served

  • Culture & Climate

    Climate is a snapshot of the environment.

    Culture involves seen and unseen factors; often longer term/enduring norms based on institutional knowledge, tradition, and tenured influencers.

  • Research & Data

    Refers to best practices, competitive set/benchmarks, quantitative and qualitative methodologies, data capture and analysis, and regular or ad hoc reporting.

  • KPIs & ROI

    KPIs (Key Performance Indicators) are used to measure initiatives.

    ROI (Return On Investment) measures results relative to effort.