In the equipment and industrial sector, where I work, change is coming slowly. As a recruiter, I'm committed to placing more and more marginalized workers in field roles. But it doesn't always work out. Qualified workers move on when they feel they're not being appreciated. Bias is often inadvertent, but effects exist regardless of intent. Favoritism and partiality are oft cited reasons for worker turnover, and underrepresented groups typically take the brunt of unfair behavior. That's why I always advocate for an open communication policy. Empowering underrepresented workers is a process, and it doesn't end when they land the role. Giving them space to voice their experiences and expedite change is key to keeping them on the payroll, so complaints and suggestions must be taken seriously. Avoiding the topic does no one any good, and you'll find that contributions fall alongside reporting if nothing is done to correct prejudice in the workplace early.
We implemented a DEI mentorship program that paired employees from underrepresented groups with senior leaders, creating a platform for them to share their insights and experiences. As a result, we saw increased collaboration, diverse perspectives in decision-making, and higher employee engagement across the board.