The terms “diversity, equity, and inclusion” (DEI) have become popular buzzwords as more organisations seek to improve workplace culture and belonging. However, in order for DEI work to be truly effective and relevant, it must be implemented within the framework of intersectionality.
The concept of intersectionality acknowledges the interconnected nature of our social identities. It recognises that aspects of our identity, such as race, gender, socio-economic status, and sexual orientation, to name a few, interact to shape an individual’s experiences of privilege and oppression. People do not experience discrimination or privilege based solely on one aspect of their identity; rather, these varying aspects of identity intersect to create a unique experience.
DEI work becomes more comprehensive and nuanced when approached through the intersectionality framework. For instance, a company may overlook that women of colour face additional discrimination due to their race when it only focuses on increasing gender diversity in leadership positions. We have witnessed how this has played out in Australia when we look at the lack of racial diversity in initiatives targeting “gender equality” in areas such as leadership.
It is imperative that organisations adopt an intersectional strategy that considers the various identities of stakeholders and employees in order to ensure that DEI work is relevant. DEI efforts must therefore be tailored to the unique experiences of various groups and the ways in which diverse identities interact. To do this well, it is vital to recognise the key role that ‘race’ plays. In the Australian context, I have observed how the concept of intersectionality continues to be used by focusing on varying aspects of identity but often ignoring race.
The history of intersectionality itself is firmly rooted in racial justice. Its origins are based on the civil rights movement in the United States, which sought to address the systemic oppression of Black people and was concerned with race as the driving factor for oppression. While the US historical context is different, its colonial foundations are not dissimilar from that of Australia. In Australia, racial injustice is an issue that has been and continues to be ignored. The fact that Australia is yet to truly recognise and reconcile with its violent and racist colonial foundations is part of the dynamic.
By taking an intersectional approach to DEI, organisations can create more inclusive and equitable workplaces that support the needs and experiences of all employees and stakeholders, ultimately leading to more productive and successful outcomes. Siloing initiatives leads to ineffective interventions that pigeonhole people and create concerning ideologies.
I once met with an organisation looking to engage our training services for leaders and staff. The plans were brought to a halt when a key senior executive believed and boldly aired their view that they felt it was irrelevant to look at DEI in their workplace because they were (in their words) “already funding some Indigenous mentoring program”. This kind of thinking is not only dangerous but furthers the notion that DEI efforts can be checked off with a single program or initiative. This troubling perspective also sees the work of addressing barriers experienced by marginalised groups as charity work.
Aside from the myriad other concerns associated with this kind of thinking, it fails to recognise the complex and ongoing work needed to create truly inclusive workplaces and misses the reality that inequality is a systemic issue requiring a systemic approach.
DEI interventions are never truly effective unless integrated into all aspects of the organisation, including hiring practices, leadership development, performance evaluations, and decision-making processes. It’s also important to recognise that DEI work is not just a “feel-good” initiative; it’s a business imperative. Therefore, organisations must take a holistic and intersectional approach to DEI to create meaningful change and promote a culture of inclusivity and equity. Rather than providing individual solutions like mentorship programs, for instance, a business that recognises the ways in which racial and other differences intersect to impede economic opportunity can take structural measures to address those issues.
Organisations can develop strategies that address the underlying causes of systemic inequality that are more comprehensive, acknowledging the complexity of social identities and their interactions. Only in doing so can true gains in creating workplace equity and inclusion be achieved.
