DEI: WHAT PRIORITY IS IT GIVEN AT THE TOP? By KATHLEEN HOFFELDER
NJCPA SENIOR CONTENT EDITOR
Great strides are occurring within organizations to make hiring practices and promotions more diverse, equitable and inclusive. But to achieve broader, comprehensive change, discussions should start with the main influencers at the top — the board.
Organizations that discuss diversity, equity and inclusion (DEI) from a topdown approach tend to put in place more permanent diversity policies and engage more internal departments. A 2020 EY report, “How Boards Can Lead on Racial Diversity, Equity and Inclusion,” states that boards are the ones that can play a big role in leading the DEI charge. According to the report, boards can lead their companies through “business and social change in ways that promote sustainability, performance and value for the benefit of the company, its investors and other key stakeholders.” The report suggests that companies should be examining the ways that racial diversity, equity and inclusion intersects with corporate value and other areas of board oversight, including corporate strategy, risk management, human capital and culture. Bill Bradshaw, CDP, director of inclusion and diversity at Withum, says DEI should fit into an organization’s goals and objectives. “When companies align their DEI priorities with business objectives, it’s easy
to see where they should focus their efforts. Whatever decisions the firm makes around processes, people, benefits, philanthropic engagement, client work, etc., should tie back to the pre-established vision and goals,” he explains. Making DEI practices part of an organization’s culture will also help create a more equitable work environment. “Like many other organizations, we realized that we could be doing more. Several efforts and elements of our culture are now specifically focused on DEI, and we expect that to grow in the coming years,” says Lea Chown, senior manager in the human resources group at Friedman LLP. NOT JUST TALK Withum put its policies into action with the recent launch of unconscious bias training. More than 75 percent of its team members voluntarily participated. As Bradshaw explains, “Our two-part training, which consisted of an e-learning module and facilitated dialogue, expanded on what unconscious bias looks like in the workplace and how acknowledgment creates a more-inclusive culture.” Team members received tools to recognize, mitigate and dive into themes surrounding bias. So, what was the outcome? Upon completion of the training, Bradshaw says the team members acknowledged the need to pause and self-reflect before making hiring decisions and staffing client engagements. Similarly, Bowman & Company LLP kick started its DEI initiatives by assembling a Diversity & Inclusion Committee. The
COMMENTATORS (in order of appearance)
10
WINTER 2021/22 | NEW JERSEY CPA
BILL BRADSHAW, CDP
LEA CHOWN
ROBERT E. BIDDLE JR.
CRYSTAL COOKE
Director of Diversity and Inclusion Withum
Human Resources Senior Manager Friedman LLP
Principal Bowman & Company LLP
Director of Diversity & Inclusion Association of International Certified Professional Accountants
