DEI in APAC – Insights from the DIAN China Roundtable

I’ve recently had the privilege to represent Radius Networks, participating in a roundtable discussion centered around China and some of the responses to specific challenges around diversity, equity, and inclusion (DEI) initiatives and programming.

This insightful event, run by Community Business through the Diversity & Inclusion in Asia Network (DIAN), is a dialogue that is greatly needed in Asia Pacific. The uniqueness of APAC sometimes causes DEI programs in the region to stagnate And as DEI practitioners – whether HR and DEI leads or passionate volunteer employee network leads – we all know l that there should be no good reason to deny progress in countries where we can make impactful changes. There are, however, considerations which speak to the uniqueness and diversity of legislation in several Asian countries.

Here are some of the insights from the DIAN event -providing a good starting point for a meaningful dialogue as we continue to be catalysts for change:

• Data is a guiding light to equitable decision-making.
  Most, if not all organisations, rely on data to make decisions. Employee surveys, workforce composition data and post-event evaluation, are just some of the ways in which valuable data can be collected. Data privacy and survey fatigue aside, data collection is one of the most powerful and fair ways to produce actionable steps toward equitable decision making. . A key point to consider is whether we are collecting the right data or asking the right questions. Being intentional and simple are key in being able to gather the responses that are unbiased, straight-to-the-point, and most importantly, authentic.
• The importance of taking a step.
  One thing that’s more dangerous than analysis paralysis is the inaction that results from it. This is true for all types of organisations, including employee networks. When we want to move forward, even in personal endeavours, we want to make sure that we’re making progress. Progress, for some, can mean big milestones. But in DEI, taking small steps can be just as powerful. No matter how small a step may seem, it is still taking something forward as opposed to standing still. Another factor to consider with DEI programs is scalability. We want to reach as many people as possible, so if you have an idea, before even thinking about logistics, consider how it might be more successful if deployed to a wider audience. An example I heard on the roundtable was the introduction of menstrual leave and how managers are being enabled to support this. While this policy already exists in other organisations around the world, in Asia Pacific, it is relatively new and a positive, small step in the right direction.
• There is no need to reinvent the wheel.
  The development of DEI programs can take months or even years to create and execute, if done well It takes a lot of effort, time, and thought to be able to create a policy, guideline, event or program that makes meaningful impact. Unfortunately, when we have a grand idea, we sometimes forget that the world is vast and that there may be existing resources and subject matter we can build up on. During the roundtable, we discussed how employee resource groups (ERGs) can boost engagement and wellbeing. I was thankful to hear that many ERGs are partnering with civil society organisations and utilising existing resources that have been created by community members. Synergy among diverse groups of people and subsequent sharing of knowledge makes for a simpler, more streamlined approach to DEI.
• Role-modelling inclusive behaviour
  If we are advocating for inclusion, the responsibility of role-modelling isn’t limited to employee networks. All levels of the organisation should be given the opportunity to learn, then role-model behaviours that promote inclusion and belonging. Whether it’s communicating through diverse mediums to accommodate varied communication styles, making sure messaging reaches different locations and audiences, taking into consideration time zones which can easily be forgotten in scheduling meetings, or certifying to become mental health experts, these are all great steps forward that change the world one individual at a time.
• Recognition as positive reinforcement.
  The elephant in the room when it comes to reward and recognition is that for many Asians, it is ingrained in our value system that there is an advantage to humility and respecting authority, and that self-promotion can be seen as arrogance. A few participants in the DIAN roundtable validated this claim and even went so far as saying that they have a difficult time accepting and responding to recognition. This is where employee networks play a vital role. I find that networks have a higher probability of openness to trying new things and by engaging ERG leaders and building the habit of recognition, we are able to normalize the experience for all and create the impact we need.

As we look ahead in our pursuit of inclusion, each and every one of us, no matter how seemingly small, has a role to play. If we are able to sit down, take the time, make the effort, and be very intentional about the actions we are taking, then we increase the probability of creating a kinder, more thoughtful world.