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new study from Harvard Business Review Analytic Services and SHRM – the Society for Human Resource Management – in association with Trusaic , examines the actions businesses are taking to improve Diversity , Equity and Inclusion ( DEI ). The research suggests two key factors are driving forward progress : commitment from the executive ranks and a commitment to better data .

While a majority of survey respondents ( 65 %) say DEI is a high strategic priority , two thirds

WHEN THE CEO SETS THE STRATEGY AND FREQUENTLY COMMUNICATES PROGRESS , THE COMPANY IS 6.3 TIMES MORE LIKELY TO HAVE A DIVERSE LEADERSHIP TEAM AND TO BE A LEADER IN ITS INDUSTRY SEGMENT .

( 67 %) admit their organisation is , at best , only somewhat successful in creating a diverse , equitable and inclusive workplace .

Even among leader organisations , almost half acknowledge they are behind where they should be in improving DEI . Most laggard organisations report DEI initiatives are more ‘ style over substance ’.

The findings reveal that momentum for change must begin in the C-suite :

• Half of laggard organisations say they are frustrated by a lack of commitment from leadership and 72 % say they are held back by a lack of diversity at senior levels of the organisation .

• Just 77 % of leader organisations have visible executive support compared to 34 % of laggards .

• When the CEO sets the strategy and frequently communicates progress , the company is 6.3 times more likely to have a diverse leadership team and to be a leader in its industry segment .

• DEI leaders are significantly more likely than followers or laggards to set goals for levels of diversity among senior executives and board members .

Measuring and tracking DEI metrics are essential to accelerating DEI progress . Leader organisations regularly monitor DEI metrics , communicate progress to key stakeholders and use data to identify interventions and course-correct :

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