Working in DEI isn’t easy. There are many complicating factors: the competing needs of different employees; budgetary restrictions and other practical limitations; lack of time, especially if nobody is in a dedicated DEI role; issues with buy-in from other staff members; the list can go on and on.

This is why many DEI strategies end up boiling down to filling in forms, ticking boxes, and vague goals with little guidance on why or how to accomplish them. And of course, this is not helpful for anybody in the organisation – least of all those who might need strong DEI policies the most.

When you don’t have clear processes, accountability, and timelines in place (or if these things keep changing), DEI work can often lead to DEI burnout and DEI fatigue in the people who are trying to engage with it. So, how can you make sure that change actually happens in a way that encourages people rather than tiring them out?

Clear goals based on data

It’s a bit of a cliché by this point, but SMART goals are frequently recommended for very good reason: vagueness and impracticality causes a huge amount of stress, and so should be avoided at all costs.

If you aren’t familiar, a SMART goal has to be:

• Specific: everyone involved should know what the aim is and what steps are expected to be taken towards it
• Measurable: there should be clear indicators of progress so the people involved can keep track of how they’re doing
• Achievable: the goal should be something that is realistic for the timeline set, the number of people working on the project, and the resources they have available
• Relevant: it should be clear to everyone why the goal is important to the team or organisation
• Time-bound: not just in terms of a final deadline, but also dates for regular check-ins and progress reports

Any SMART goal for your DEI strategy should be based on the data you currently hold about your organisation, rather than on what people have assumed. Identify the challenges first by speaking to employees and analysing your demographics; then set your goals based on reality.

Assign responsibilities and hold people accountable

Another obvious thing which is often missed is that when a group of people decide on a course of action, it is imperative to verbally state who is responsible for which tasks. Otherwise, people will either assume someone else is doing it, or forget about it entirely.

So: make sure that named people are accountable for clear action points. This could be separate individuals, a small working group, or a specific team with the manager asked to delegate appropriately.

If there are concerns around capacity for your DEI project and if there’s going to be DEI burnout, there’s no harm in looking into hiring someone new. They could be on a fixed-term contract if it’s a one-off project, or you could create a new role to oversee implementation. A lot of people are overworked, so in most cases you will get to where you want to be faster if you create a dedicated position.

Frequent reviews and debriefs

Making sure that there is 360º communication between the people in charge of the project, the people who may be delegating tasks, and the people doing those tasks is crucial. Not only does it help everyone to know where all of the moving pieces are at, and therefore what the overall position of the project is, but it also allows for:

• Feedback to be given on what is and is not working, what may be feasible, and any unforeseen obstacles
• People to discuss and agree on any necessary changes to the existing strategy as time goes on
• Help to be requested and offered when problems and solutions are encountered during the project

It also helps with accountability: if people know that they’ll be asked to report back regularly, they are more likely to prioritise their actions and speak up if they encounter challenges. With these three pillars in mind, you’ll be in a much better position to avoid DEI fatigue and create and develop an DEI strategy that makes real change. But, if you want more detailed or bespoke guidance, you can always reach out to us at Diversiti UK