External awards can be a great way to reward employee resource groups (ERGs) and promote your commitment to EDI. But there are a number of pitfalls to consider when choosing which awards to enter.
In extreme cases, organisations might use an inclusion award to cover deeper issues of discrimination and bias; a smokescreen that allows the company to avoid addressing underlying problems. Actions that are not reflective of the lived experience of diverse employees can do more harm than good – particularly if awards are used for attraction and recruitment when the workplace culture fails to live up to advertised promise.
From our experience, just a few simple steps can help employers strike the right balance:
- Engage your ERGs in deciding if the award will be valuable. Often the feedback on entries is a valuable input to improving processes, practices and culture. Employers should dedicate resources and budget to address all developmental feedback received in entering awards or lists.
- Celebrate ERG Achievement: Choose awards which recognise the achievement of ERG goals. There is a win-win when there is alignment between the employee network strategy, priorities and EDI strategy, and the celebration of the achievement of a goal set by the ERG themselves.
- Find a Values Match: Look for awards that match your organisational culture & can be used to embed values even further. Awards and accolades can be used to set the bar on expected behaviour, especially when cases of inappropriate behaviour are dealt with consistently and swiftly.
Employer awards for inclusion can be a double-edged sword. While they can help to encourage diversity and inclusion in the workplace and celebrate ERG successes, they can also be problematic if they are seen as performative. The wishes and lived experience of employee networks should always be considered to ensure the greatest impact of any external recognition award or list entry.
