Collecting data, in general, is important for making well-informed decisions and there is no doubt about the benefits of collecting diversity data. For instance, knowing the backgrounds of those who work in your organisation can help organisations set DEI goals and make the necessary adjustments to ensure everyone feels included. Diversity data can inform action plans, help HR leaders understand why some people may be more likely to progress than others and track progress. Many Employee Resource Groups and Networks created to support people with protected characteristics would not exist today without this data. The Parker Review is a great example of this, which uses gender and ethnicity data from organisations to encourage greater diversity in UK boards.
However, many organisations still struggle to get diversity data from employees, and they may look to leaders to set an example by disclosing their own diverse characteristics, seen or unseen. However, it’s important to identify what might prevent employees at all levels from revealing less visible diverse characteristics such as hidden disabilities or sexual orientation.
Do they need to? And how can organisations create spaces where employees feel comfortable sharing these characteristics in the first place?
What Are the Barriers to Data Collection?
Whilst some diverse characteristics may be more overt, there are still a vast number of these characteristics that are less visible. The perceived negative consequences of opening up about these characteristics may be a barrier to raising awareness.
1. Lack of Trust
According to the CIPD, employees can feel hesitant to respond to requests for diversity data due to a lack of trust in their employer. This is mainly because they are uncertain about how their data will be stored and used.
2. Perceptions of Capabilities
Harvard Business Review highlights one of the barriers to sharing hidden diverse characteristics for leaders is a fear of how their colleagues may perceive them. Specifically, being viewed as less capable. Leaders fear that this may ultimately impact progression opportunities or even threaten job security. As a result, leaders may find themselves having to mask these characteristics.
3. Tightrope Bias
Tightrope bias is when a behaviour is viewed as unacceptable for people from non-dominant or underepresented groups compared to the flexibility given to those from dominant groups. In an article by Fortune, women may find themselves walking on a “tightrope” where they have to balance between being seen as overly feminine in order to appear likeable but less competent. Or masculine and competent, but less likeable.
When tightrope bias intersects with diverse characteristics such as neurodiversity, female leaders find themselves having to mask their neurodiversity. This is in comparison with their male colleagues whose neurodiversity, when disclosed can sometimes be used to advance their careers.
4. Perceptions of Professionalism
Leaders may feel that sharing aspects of their personal lives such as their diverse characteristics may be perceived as ‘unprofessional’. This is also where personal culture can come into play. Leaders may come from cultures where sharing is the norm whilst other cultures value privacy. If leaders decide to share their diverse characteristics and experiences, how others interpret this depends on their own culture. Being able to find the balance between over-sharing and being authentic can help leaders feel more comfortable opening up.
There is also the question of whether leaders should be asked to disclose these characteristics in the first place. Leaders must manage the responsibilities of their roles. In conjunction with the expectation to disclose diverse characteristics and overcome bias or discrimination that may come along with it, this can have a mental and emotional impact.
How to Get Diversity Data
1. Be Transparent
Sharing why getting diversity data is important can help employees make well-informed decisions and build trust. According to a report by the Financial Services Commission being transparent about how data is collected, stored and managed may also encourage employees to disclose. Employees should also be assured that their data will be kept confidential.
2. Utilise Employee Engagement Surveys
This can shed light on whether some groups are more engaged than others by analysing demographic trends (for example if men are more likely to complete these surveys than women). It can also be useful to take an intersectional approach towards data collection. For example, if looking at gender it can be useful to see how the results differ across age or ethnicity.
3. Anonymise Data
Assuring employees that their data is anonymous is another way to build trust. One of the barriers frequently mentioned is the fear of disclosure impacting career progression. Although you may not know who has a protected characteristic, anonymised data can still be beneficial in tracking trends and making predictions.
Conclusion
Getting diversity data is important and employees must be comfortable doing so voluntarily. That is where authenticity can truly shine, and psychological safety is important in achieving this. Everyone within an organisation should feel they can share aspects of themselves without fearing how they may be received.
School for CEOs Inclusive Leadership services help senior leaders become more confident in having open conversations about inclusion. Our Reverse Mentoring Programmes help create a space where mentors from underrepresented groups and mentees can feel more confident sharing aspects of their identities. This encourages people to become allies and create a positive catalyst for change.
If you would like to learn more about our Inclusive Leadership work, follow the link here: https://www.schoolforceos.com/what-we-do/inclusive-leadership/
Or mail info@schoolforceos.com and speak to a member of our team.
