When diversity initiatives fail to gain traction, some companies consider adopting a "colorblind" strategy of treating all employees equally regardless of race or ethnicity. Some may find this method attractive because it avoids the potential for conflict when efforts are centered on categories like race and gender. Many companies' current diversity efforts don't help more women or people of color advance, but they still make white men feel like they aren't being treated fairly, according to some studies. Colorblindness is not the solution, however. It will probably backfire, causing more harm than good to the inclusion efforts it is meant to improve.

The elimination of employee resource groups in some firms is emblematic of the trend toward colorblindness (ERGs). They cite three factors for the shift: Thirdly, millennials, a rapidly expanding segment of the workforce, refuse to be defined by the demographic classifications around which ERGs are organized. Finally, (1) ERGs leave out white men, who play an essential role in inclusion efforts. These are difficulties that many inclusive businesses have faced, but they can't be solved by adopting a colorblind policy.

Colorblindness is detrimental to businesses and their employees. When demographic differences are minimized, employees from marginalized groups are less invested in their work, and they are more likely to perceive bias from their white coworkers. Furthermore, white employees may be more biased due to the mental effort required to appear colorblind, or they may avoid intergroup collaborations that can spark innovation and enrich their work because of the fear of being labeled as racist. Individually and institutionally, "colorblindness" is a demonstrably ineffective method of diversity and inclusion. Multiculturalism, the polar opposite of colorblindness, promotes the value of diversity by embracing individual and cultural differences.

The move towards colorblindness is especially worrisome given that it was made to cater to the predilections of only one sector of the workforce: millennials don't like demographic "pigeonholes". Studies on how millennials and members of Generation Z feel about social differences abound: For instance, most millennials think their generation is "post-racial." In contrast, nearly half of white millennials say racism against whites is just as widespread as racism against minorities. Despite the importance of understanding these points of view and considering how best to address them, the data show that they do not reflect reality in the workplace or elsewhere. Organizations need to consider how the millennial and Gen Z generations view diversity, but they shouldn't blindly follow those views if they're not supported by evidence.

A shift toward colorblindness in the case of ERGs would also deprive businesses of the many benefits that have been associated with these groups. By boosting customer insights, employee engagement, and talent development, ERGs propel business objectives. Similarly, ERGs offer separate settings to address the issues, challenges, and possibilities unique to a given population. Instead of segregating workers into smaller groups based on their identities or motivations, effective ERGs serve as one of many channels through which the whole person can be seen and heard in the workplace. At their best, ERGs serve as touch points for engaging white men and other allies in diversity efforts, automate the feedback process from employees to decision-makers, and provide a voice for underrepresented groups within an organization. When employee resource groups (ERGs) fail to contribute to greater organizational diversity and inclusion, the problem lies with the ERGs' implementation rather than the idea itself. 

Businesses want to be inclusive of all employees, but how can they strike a happy medium?

Leaders and members of the majority group must contribute to diversity and inclusion initiatives. When members of minority groups are punished for advocating for diversity, allies from the majority group who do not experience the same backlash are crucial to the success of inclusion initiatives. If it's a problem that different communities need their areas to congregate, but having allies involved is also vital, what can be done? There is no need for a "either/or" approach to work. The most efficient ones need to do both.

To actively include allies, ERGs have three fundamental options. There should be a three-pronged approach to getting supporters involved: (1) a direct call to action, (2) the provision of resources to help people become effective advocates, and (3) a behavior-based strategy for making change. To highlight allies, create high-touch opportunities for ERG members to connect and engage allies one-on-one, and articulate the ally value proposition, Intel's GLBTQ and Allied Employee Resource Group (ERG) launched a global campaign. One-quarter of Pinterest's Blackboard ERG members do not self-identify as black, but the group still works hard to involve allies.

Companies can do more to involve their leaders if they provide the resources and channels necessary to link employee resource groups (ERGs) to a more central, leadership-approved point of contact. For example, Lyft's president, John Zimmer, has an "Open Door" policy and welcomes ERGs' frequent input. More importantly, Zimmer has promised to attend at least one general membership meeting of the ERG every three months. In addition, other Lyft executives show their commitment to the ERG by regularly participating in ERG events and taking on specific roles.

A colorblind approach isn't the best way to achieve organizational diversity goals, although it's essential to include everyone. To paraphrase one of a top executives: "hot political topics" about race, gender, and other demographics are misleading. Instead, they are valid identities that should be given room to flourish.

Image courtesy of rrvviiii @rrvviiii

About Jim Woods

Jim has a passion for accelerating talent across organizations. While this passion has fueled his work in leadership assessment and development, it has crystallized in the area of Diversity, Equity & Inclusion. 

Jim's experience spans many industries, including public, finance, consumer, retail, pharma, industrials, and technology. 'Organizational & people agility,' 'design thinking,' and 'digital transformation' are some critical themes Jim works with clients on across the globe.

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His consulting experience includes assessing, training, coaching, and developing leaders. In addition, he has delivered work in defining competencies and success profiles, designing and conducting assessment centers, integrating talent analytics, and designing and facilitating development roadmaps.

Jim is a certified coach and facilitator for Woods Kovalova Group's virtual leadership assessment and development tools, including leadership accelerators and WKG Potential. Jim holds an MS degree in organizational development and human resources. He served as an adjunct professor at Villanova University; taught fifth-grade math and science.