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Diversity Equity and Inclusion - Slaying Dead Dragons
- Sep 5, 2023
- Latest Journal
My profession, like many others, is trying to ram in the above, in some order, but usually with inclusion last. We are now being told we have to “Support Diversity, Equity, and Inclusion” - but what does it actually mean?
People love to stick three words together and pretend that the whole is greater than the sum of the parts – so let’s look at each element from the viewpoint of anyone who’s worked in a commercial environment.
Diversity – any senior manager in business will support diversity on three conditions:
1) The diverse quality is positive.
2) The diverse quality is of value to THAT organisation.
3) The quality is not shared by other staff members to an adequate degree.
Accordingly, a company might hire an accountant, lawyer or actuary to utilise their skills. However, the current trend is to fetishise diversity. It is often cited that racially diverse companies (it is almost always focused on race) are more successful. But these are typically large multinationals, drawing talent from many parts of the globe. Moreover, these companies often have histories rooted in colonialism and possibly slavery - are these qualities to promote?
Equity – this differs from equality, apparently, in that it takes account of and compensates for the deficiencies of others – which all sounds fine. However, it has been opined that this is a Marxist concept. Consider the following quote from one of thousands of promotions:
“Why Isn’t Equality Enough? It’s a Question of Fairness
Traditionally, equality was considered to be fair enough. You are provided with an opportunity, the same opportunity that everyone else has, and that should be all you need to succeed. But there’s a problem with this.
Equality, while on its face a good thing, can perpetuate a homogenous culture. Why? Because we feel comfortable with sameness. Relying on the comfort of the status quo, research shows that we are most likely to hire people just like ourselves. And it stands to reason that we are also likely to apply this same approach to inclusion and advancement. So, while we may think we are treating people equally, we may inadvertently be turning away candidates who are different from ourselves, such as underrepresented groups, without even realizing that we’re doing it. That’s why intervention is needed—in the form of equity.” *
So the “clever person” – who may never have worked in a commercial environment – demands the right to dictate who is hired, and how they are treated, on grounds other than those I have described – and demands the right to define “fairness”.
It’s interesting to look at Karl Marx’s take on this:
“To each according to their needs, from each according to their abilities”.
The problem is, of course, that everyone thinks that their needs are adequately or inadequately met. So, whatever it is, if you’ve got too much, you give some away. Hence, no-one keeps a surplus. However, resources are usually limited. Accordingly, someone (the Marxist) assesses needs and abilities, then forcibly takes stuff off some, and gives it to others.
Democracy has shown that people don’t like this. Hence, the Marxist needs to use violence to achieve their aims, including the destruction of democracy.
No-one suggests that the “DEI expert “(usually from HR) is going to hang multitudes of people, like Lenin did. However, they can seriously impair a meritocracy. Pressure is brought to bear to recruit an inferior candidate. Anyone with experience of business knows that this fails more often than not. Pressure is then brought to bear to retain them, despite their underperformance, to “keep the diversity numbers up”. This degrades the culture and creates resentment. Something I’ve seen in the real commercial world.
What’s left – oh yes… I nearly forgot…
Inclusion.
This sounds lovely. However, must businesses operate a hierarchy, based on drive, skills, and ability. These last two are likely to be lower for junior employees.
I’ve seen it several times. A junior has what they think is a world slaying idea (eg, a new product) for which they spend time developing a presentation, and then are quickly told that “we tried that three years ago, and it flopped”. Or it’s too expensive to develop. Or it’s actually illegal (I’ve seen all of these).
Note, none of this means that juniors shouldn’t be encouraged to get involved. However, if, say, there is, eg, a group Zoom call, seniors will probably dominate. If you’re a junior, there are good techniques for you to learn, to get points in, and impress.
DEI is often supported by the “nebulous generalised smear” – an implication that some groups suffer(ed) due to the prejudices of others, and should effectively be compensated.. The fact that those supporting these views have to go back thirty years or west four thousand miles to find examples gives you an idea of their validity.
The “off the shelf” course providers often descent into farce. The cartoons are noteworthy – eg, implying that you might recruit someone in a wheelchair, and not modify your office to accommodate them. Decide whether you want your staff spoken to as if they are six-year-olds. HR departments are often particularly keen to use this.
In short, why don’t we go for, Holistic DEI, which involves,
Diversity – fine, as long as meritocracy is prioritised.
Equity – Reward performance, and the right people will be happy.
Inclusion – according to abilities (thanks, Karl!)
PS – I am 68, male and white. My entire permanent staff (one) is 27, female and black.
Sorry we don’t fit the stereotype!
A good exposition of the pros and cons is given here:
https://en.wikipedia.org/wiki/Diversity,_equity,_and_inclusion
*These are from consultancies, who are looking to charge fees for their services!
Author
Mr Peter Crowley
Windsor Actuarial is an independent firm of actuarial consultants with considerable expertise in corporate pensions. Established by Peter Crowley in 2005, their excellent actuarial and pensions consultancy is complemented by cutting-edge software and technical support.
Website: www.windsorac.co.uk
