The Narrow Lens of Diversity: When Bias Creeps into Inclusion Efforts

In recent years, organizations have invested heavily in diversity, equity, and inclusion (DEI), with ambitious aims to create fairer, more equitable workplaces. Ideally, these efforts are meant to go beyond surface metrics and simple gestures, aiming to reshape organizational culture to embrace varied perspectives and experiences. Yet, what if the leaders spearheading these initiatives are themselves unconsciously carrying biases? What if DEI efforts, despite the best intentions, remain too narrowly focused to achieve true inclusivity?

This issue is complex and, for many, uncomfortable to acknowledge. DEI leaders from various backgrounds—Black, white, and beyond—can unintentionally steer these efforts in ways that exclude some groups, even as they work to empower others. Often, they focus on select demographics or personal experiences while overlooking groups with different, yet equally significant, challenges. This limitation goes beyond individual shortcomings. It’s a systemic issue—a type of selective empathy that, ironically, can hinder inclusivity (DeRue & Ashford, 2010).

The intentions behind DEI initiatives are almost universally noble. But intentions alone aren’t enough to create a truly equitable workplace. Real diversity requires addressing historical injustices while simultaneously fostering a culture where everyone—regardless of background, gender, or socioeconomic status—feels valued. A narrow focus that elevates some voices while marginalizing others risks creating resentment and division, undermining unity and the spirit of DEI (McKinsey & Company, 2020).

This is not a critique of DEI’s goals but a call for introspection in how those goals are pursued. Leaders in diversity must be vigilant about examining their own biases, however subtle and well-intentioned. This vigilance requires understanding that diversity encompasses more than just race and gender; it includes cognitive diversity, socioeconomic status, geographic origins, and countless other factors. Fostering empathy across these dimensions, rather than limiting focus to a select few, is essential to truly inclusive DEI efforts (Bourke & Dillon, 2016).

Inclusion, ultimately, isn’t about elevating one group above others. It’s about creating a space where everyone belongs and each person has a voice. When DEI initiatives are guided by this broader vision, they can transform organizations, promoting fairness and progress that go beyond mere symbolism.

Case Study: The Cost of Overlooking Socioeconomic Diversity

Consider a large technology company headquartered in San Francisco, widely recognized for its DEI efforts. This organization had made significant strides in racial and gender diversity within its workforce. However, a closer examination revealed a persistent gap: employees from lower socioeconomic backgrounds—regardless of their race—were struggling with the company’s culture.

As the company’s own data on retention and employee engagement indicated, those from less privileged backgrounds often felt isolated and experienced imposter syndrome. Many faced unintentional bias in performance evaluations and advancement opportunities. Recognizing this gap, the organization expanded its DEI framework to include a focus on socioeconomic diversity, launching initiatives such as mentorship programs for first-generation professionals and inclusive bias training that addressed class-based biases.

Within two years, these changes led to a 15% improvement in retention rates among employees from lower-income backgrounds. More importantly, engagement scores rose across the board, indicating a broader cultural shift. This case illustrates the risks of a narrow DEI focus: when companies fail to address the diverse spectrum of employee experiences, they miss the opportunity to build a truly inclusive workplace (Westphal & Milton, 2000).

The Risks of Selective Empathy

One of the biggest challenges in DEI efforts is the phenomenon of selective empathy—the tendency to empathize more with groups we personally relate to or that align with our experiences. This can lead DEI leaders, like any others, to prioritize certain aspects of diversity over others, especially when personal identity and professional role intersect (DeRue & Ashford, 2010). For example, a DEI leader with a background in gender activism may unconsciously focus on gender representation while inadvertently sidelining issues related to socioeconomic diversity.

Addressing selective empathy requires active awareness-building. Training programs that encourage leaders to broaden their perspectives can help mitigate the effects of unconscious bias. Equally, a diverse leadership team that encompasses multiple forms of diversity—cognitive, experiential, racial, and socioeconomic—can provide a more comprehensive approach to DEI, ensuring that no single dimension dominates the agenda.

Metrics That Matter: Measuring More Than Representation

True inclusion requires metrics that capture the depth of employee experiences, not just superficial representation. Companies aiming to evaluate their DEI impact should consider both quantitative and qualitative metrics, as suggested by Bourke and Dillon (2016). Key metrics might include:

Retention and Promotion Rates: These reveal whether employees from underrepresented groups are advancing at the same rate as others. High turnover among certain demographics often signals that inclusion isn’t as strong as it appears on the surface.
Inclusion and Belonging Surveys: Well-designed employee surveys can offer insights into psychological safety, engagement, and a sense of belonging, all of which contribute to true inclusivity.
Qualitative Insights from Focus Groups and Exit Interviews: Open-ended questions and discussions allow for deeper insights into employee experiences. If certain groups report feeling overlooked or unsupported, this can provide valuable information that isn’t captured by quantitative data alone (Chrobot-Mason & Aramovich, 2013).
Leadership Accountability Measures: DEI isn’t only the responsibility of DEI officers—it’s a company-wide commitment that leaders must uphold. Holding managers accountable for fostering inclusive cultures, with DEI performance metrics in their reviews, can ensure lasting impact.

Moving Beyond Symbolism: Building a Genuinely Inclusive Culture

A truly inclusive culture involves creating a workplace where every employee is valued and heard, not just those who belong to visible or prioritized groups. Organizations that adopt a broad approach to DEI often report stronger engagement and retention rates, as employees recognize that diversity isn’t just a checkbox but an embedded, integral value.

When organizations embrace diversity in its fullest form, they see improvements in both workplace culture and performance. DEI isn’t simply an ethical duty; it’s a business imperative that can fundamentally transform organizations. Only by taking a comprehensive view—one that goes beyond selective empathy and narrow focuses—can companies fulfill DEI’s promise to create workplaces that are equitable, inclusive, and forward-thinking.

The Inclusive Impact Framework™: Your Solution to Meaningful DEI

For organizations ready to move beyond surface-level efforts and implement a DEI strategy that drives real transformation, Woods Kovalova Group’s Inclusive Impact Framework™ is here to help. Our proprietary system redefines diversity by addressing its full spectrum—cognitive, socioeconomic, experiential, and geographic—while fostering empathy-based leadership and ensuring systemic equity.

Our Inclusive Impact Framework™ moves organizations from mere compliance to genuine cultural shift, providing tools like Empathy Training for Leaders™ and Systemic Equity and Access Audits (SEAA) that transform DEI from a checkbox initiative into an empowering, organization-wide movement. With proprietary metrics such as Inclusive Impact Metrics (IIM) and DEI Pulse™, our framework allows your organization to track true inclusivity, from psychological safety to engagement scores.

If your organization is prepared to elevate its DEI strategy and embrace a future of genuine inclusivity, connect with us. The Inclusive Impact Framework™ by Woods Kovalova Group is designed to create lasting impact, drive innovation, and foster a workplace where every individual has a voice and feels valued. Contact us today to discuss how our framework can transform your organization, positioning you at the forefront of DEI progress and business success.

References

Bourke, J., & Dillon, B. (2016). The diversity and inclusion revolution: Eight powerful truths. Deloitte Review, 22, 82-97.
Chrobot-Mason, D., & Aramovich, N. P. (2013). The psychological benefits of creating an affirming climate for workplace diversity. Group & Organization Management, 38(1), 6-26.
DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35(4), 627-647.
McKinsey & Company. (2020). Diversity wins: How inclusion matters. McKinsey & Company.
Sweeney, L., & Bothwell, J. (2022). Challenges and resilience among diversity and inclusion professionals. Journal of Business Ethics, 169(4), 15-28.
Westphal, J. D., & Milton, L. P. (2000). How experience and network ties affect the influence of demographic minorities on corporate boards. Administrative Science Quarterly, 45(2), 366-398.