Recognising 'Inequity in Equity Work': Tips for Equitable Decision-Making

From corporate boardrooms to non-profit organisations, many are recognising the need to prioritise equity in their work. However, even in the process of doing "equity" work, there can be inequities that arise in decision-making processes.

One area where this is particularly evident is in decision-making processes related to engaging "experts" in the field of diversity, equity, and inclusion (DEI) work. Unfortunately, people of colour are often overlooked, undercharged, or expected to provide services in exchange for "exposure” rather than remuneration. This reality is harmful and perpetuates existing inequities, reinforcing the systemic racism that exists in many industries.

It is crucial to recognise that those who have lived experiences of marginalisation have valuable perspectives and insights to bring to the table. In addition to formal qualifications and professional experience, practitioners with lived experience draw from a distinctive knowledge base that is unique. Engaging with these individuals and compensating them fairly for their time, energy, expertise and knowledge is not only the right thing to do, but it also leads to better outcomes in equity work. However, this is often not the case, as people of colour are frequently passed over in favour of white "experts" who lack lived experience or deeper insights of the intersectional inequalities of the very issues at hand.

In addition to compensation, it is also essential to consider the power dynamics at play in these decision-making processes. Often, the power rests with those who hold more privilege and influence, which can lead to decisions that perpetuate inequities rather than addressing them. To truly make progress in equity work, it is essential to shift the power dynamic, recognise the racial wage gap and work to centre the voices of those who have been historically marginalised.

I am reminded of a scenario where a local government interviewed a number of consultants to deliver DEI training for senior leaders. After interviewing several candidates, the client made a selection. The chosen candidate, who does not provide DEI training, then looked for a DEI expert to subcontract the work to, and as fate would have it, the request eventually circled back to the (only person of colour) consultant interviewed, but unfortunately not deemed the right "fit" by the client. Talk about a twist of irony!

I have observed this dynamic not only in the private sector but also in the community and non-profit sectors. I have observed how grassroots organisations led by people of colour struggle to obtain funding and often do much more with very little, while predominantly white-led organisations that "work with people of colour" enjoy greater access to funding. This speaks to the discrepancies inherent within funding bodies and decision-making processes.

It is important to note that carrying out equity work does not, and should not solely depend on individuals who have personal experiences of inequity. In fact, creating truly equitable and inclusive workplaces, communities, and societies requires genuine allyship. The purpose of this article is to acknowledge and highlight the inherent inequality in a system that does not provide a level playing field.

Professionals of colour continually engage in discussions about these issues. It is essential for those with the privilege to recognise this reality and take action to address it. When individuals truly embody and live by the principles of equity, they can acknowledge that certain opportunities come more easily and choose to "pass the mic" as stated by a post I read recently.

There are practical strategies that organisations can implement to address inequities in decision-making processes related to engaging "experts" in the field of equity work. These include:

1. Develop a diverse network of equity experts: Organisations can develop a diverse network of equity experts by actively seeking out and engaging with people of colour who have lived experiences of racial marginalisation. This can involve reaching out to community organisations, attending conferences and events that focus on equity, utilising social media platforms to connect with individuals, and actively seeking referrals.
2. Create a fair compensation structure: It’s important for organisations to develop a fair compensation structure that values the expertise and time of equity practitioners. This may involve paying people of colour for their time, expertise, and experience in the same way that white "experts" are compensated. Compensation should be fair and transparent, and organisations should avoid asking equity experts to work for "exposure" or at a reduced rate.
3. Implement participatory decision-making processes: Organisations can implement participatory decision-making processes that involve people of colour and other marginalised groups in decision-making related to equity work. This approach involves centring the voices of those who have been historically excluded from decision-making and recognising their expertise and experiences. By creating more equitable decision-making processes, organisations can ensure that their equity work is more effective and sustainable.
4. Prioritise lived experience: Organisations can prioritise lived experiences and recognise that this brings a distinctive knowledge base that informs practice and is an important aspect, in addition to any formal credentials that people may hold.
5. Provide training and education: Organisations can provide training and education to their staff and leadership on equity issues, including the ways in which systemic racism and other forms of oppression impact decision-making processes. This can help to raise awareness of the biases and barriers that may exist within the organisation and create a more inclusive and equitable culture.

It is crucial for workplaces to acknowledge that engaging the expertise of people of colour should occur from the beginning, rather than being a reactive measure to address the shortcomings of previous consultants. I have personally witnessed and heard from other people of colour about this practice where we are often engaged to mitigate or build upon the foundation that should have already been laid. This approach not only demands more time and effort but also results in other problems that can have a negative impact on the success of future implementations, no matter how effective or beneficial they may be. The delicacy of DEI work means that when it is not done well or comprehensively from the start, it can make it much more challenging to motivate staff and get the buy-in needed to make a positive impact.

It is important to recognise that while the focus on equity, diversity, and inclusion is undoubtedly a positive development, it is essential to acknowledge that there are still many inequities that exist in the field of equity work itself. By centring the voices of those who have been historically marginalised and compensating them fairly for their time and expertise, we can begin to shift the power dynamic and make real progress towards equity for all.

By implementing these strategies, organisations can begin to address the inequities that exist in decision-making processes related to engaging equity practitioners. By centring the voices of people of colour and compensating them fairly for their time and expertise, organisations can create more effective and sustainable equity work that truly addresses the needs of the communities they serve.