Despite investment in DEIP programs, many companies still fail to create truly representative and secure environments.
A diversity, equity, inclusion and belonging (DEIP) has already established itself as a strategic business agenda for Brazilian companies looking to innovate, attract talent and ensure sustainability. However, a contradiction marks the Brazilian corporate scenario: although many organizations invest in programs and training, the cultural transformation is still at a standstill. The discourse is moving forward, but the practice seems to be stagnating.
But, after all, what prevents companies from leaving the field of intentions and building truly inclusive working environments? The answer, in most cases, lies in structural obstacles that often go unnoticed, such as one-off initiatives with no real impact.
Inclusive Culture in Brazil: between intentions and results
According to search “Diversity, Equity and Inclusion in Organizations” from 2024, According to a study carried out by Deloitte Brazil, the maturity of DEIP practices in the country still faces challenges. In addition, a recent study conducted by Robert Half and Labora, pointed out that 70% of Brazilian companies still don't have metrics to combat ethicism, one of the most common prejudices in the world. working environment.
This data reveals the difficulty companies have in translating good intentions into measurable results. The specialist in inclusive training and CEO of Profera Educação, Victor Lambertucci, points out that the progress of inclusion depends on a change of mentality, not just a checklist.
“The most common mistake is to treat education and inclusion as an isolated HR project, rather than as a pillar of the organizational culture. We need to break the myth that diversity is about meeting a quota. In fact, it's about recognizing and valuing the potential of each individual, creating an environment where everyone feels safe to be who they are and deliver results.”, says Lambertucci.
Below, we list the five main factors holding back the progress of the inclusive culture in Brazilian companies, as well as presenting objective solutions to overcome them.
1. Disconnect between discourse and practice
The DEIP They are well thought out, the communications are impeccable, but the day-to-day reality does not reflect what is promised. This gap between theory and practice generates mistrust and frustration, undermining the credibility of any initiative, no matter how noble the intention.
How to overcome:
- Total integration: A inclusion should be a core value, not an add-on. It needs to be integrated into all the company's processes: from recruitment and selection performance evaluation and succession policies.
- Transparent communication: If there are failures, acknowledge them. The vulnerability of recognizing that the process is an ongoing journey can strengthen trust, as it demonstrates a genuine commitment to learning and evolving.
2. Leadership without real representation
A top leadership is the main example for the rest of company. If decision-making positions continue to be concentrated in the same profiles (usually white men), the message is that despite the diversity programs, access to positions of power is still restricted.
Although ethnic and gender diversity has increased in companies, there still needs to be a greater effort to ensure that these groups occupy leadership positions in an equitable manner.
How to overcome:
- Hiring and promotion targets: Set clear targets for hiring and promoting professionals from representative groups, especially in leadership positions.
- Reverse mentoring: Encourage top leadership to be mentored by talents from different groups. This can create a new perspective on the challenges and opportunities of inclusion, while promoting the development of new leaders.
- Inclusive succession plan: Develop succession plans that prioritize the diversity of profiles, ensuring that the “pipeline” talent pool is truly representative.
3. Lack of preparation and information
Many teams are given the mission of promoting inclusive culture, But they don't have the knowledge or the tools to do it in a structured way. The good will is there, but the “how to” is a big unknown.
How to overcome:
- Continuous training: Invest in programs that go beyond the basics, covering topics such as non-violent communication, unconscious biases and microaggressions.
- Tools and resources: Create an internal portal with guides, glossaries and materials to help employees understand and practice the inclusion.
- Shared responsibility: Encourage the creation of affinity groups e diversity committees that can support and generate new ideas, making the process more participatory and organic.
4. Uncharted unconscious prejudices
Unconscious biases are mental shortcuts that can lead to misjudgments. They operate in the shadows and can sabotage the best initiatives of DEIP, This influences hiring and promotion decisions and even the way people interact on a daily basis.
A survey by Indeed, conducted in 2024, revealed that 70% of recruiters admit to having unconscious biases in their companies, which reinforces the urgency of dealing with the issue in a structural way.
How to overcome:
- Training: Promote workshops to map the most common prejudices in the company and how they impact the decision-making process.
- Self-awareness: Encourage reflection and self-criticism. The first step to changing a bias is recognizing it.
- Process structure: Review processes to make them more objective. For example, use blind screening of CVs to avoid the influence of names or age.
5. Lack of effective metrics
Many companies only measure participation in events and training, without evaluating the real impact of these actions. A lack of metrics clear rules prevent organizations from identifying what is really working and where they need to adjust their strategy.
A report by Great Place to Work (GPTW) 2023 pointed out that diversity and inclusion have lost traction in companies' priorities, which may be partly due to the lack of measurement of the impact of these initiatives.
How to overcome:
- Define inclusion KPIs: Define key performance indicators (KPIs) that really matter, such as retaining diverse talent, engagement and a sense of belonging among employees.
- Data analysis: Cross-reference data from diversity with other business metrics, such as productivity, turnover and employee satisfaction, to understand the correlation between diversity and performance.
- Climate and engagement surveys: Include specific questions about inclusion in internal surveys to measure employees' feelings and perceptions on the subject.
The founder and CEO of PlurieBR, Laura Salles, emphasizes the importance of going beyond the superficial:
“To build a inclusive culture, You need to go beyond the selection box. You need data that proves that the company is a safe environment and where people feel a sense of belonging, respect, voice and representation”, highlights.
Building a inclusive culture is an ongoing job that requires the courage to face the discomfort and vulnerability of recognizing that there is still a lot to be done. By identifying and overcoming these obstacles, companies not only improve their results, but create working environments more just, innovative and humane, benefiting everyone.