The Illusion of Inclusion: Stop Over-Engineering Authenticity

Many people view workplace diversity, equity, and inclusion (DEI) efforts as positive, but skepticism is growing. While I recognize the benefits, there are real challenges that need to be addressed. Qualifications and experience are not determined by race, age, sexual orientation, or gender. They are based on skills, knowledge, and expertise. Because of this, diversity can and should develop organically, ensuring that opportunities are accessible to all based on merit.

Inclusion, however, requires a more strategic and intentional approach. It is not just about representation. It is about creating an environment where all employees feel valued, heard, and empowered once they are part of an organization. Achieving true equity and inclusion demands thoughtful policies, leadership commitment, and a culture that actively removes barriers to participation and advancement.

That being said, let’s be honest. Most corporate DEI programs aren’t delivering the real, lasting change they were meant to. Instead, they have turned into PR campaigns, checkbox exercises, and endless training sessions that feel more like corporate theater than genuine inclusion.

And guess what?

The new generation of employees isn’t buying it.

They can tell when DEI is more about optics than action. When it is more about saying the right things than actually making workplaces inclusive.

And here is the real problem.

The more it feels like you are trying to manufacture authenticity, the less they will trust you and the faster they will leave.

The issue isn’t just that DEI isn’t working. It is that it is being treated as a side project rather than a core part of business performance. If we want to make inclusion real, we need to stop thinking of it as just a moral initiative and start treating it like any other business function. De

fining key behaviors, measuring them, and holding people accountable.

Why Performative DEI Fails

• It’s All Optics, No Substance. According to Harvard Business Review, 76% of employees believe their company’s DEI efforts are more about PR than real change. Posting about diversity on LinkedIn isn’t enough…people want to see actual shifts in hiring, leadership, and culture.
• Training Without Accountability. Research by Harvard sociologists Frank Dobbin and Alexandra Kalev shows that mandatory diversity training often backfires…not only does it fail to improve diversity outcomes, but it can actually make some employees more resistant to DEI efforts.
• Diversity Without Real Opportunity. McKinsey’s research found that companies relying on surface-level DEI initiatives (like Employee Resource Groups or hiring quotas) don’t see real improvement in retention or career growth for underrepresented employees. If diverse employees don’t see real paths to leadership, they leave.
• No One Is Held Responsible. A study published in the Academy of Management Journal found that companies without accountability mechanisms in place see little to no improvement in workplace inclusion. If no one is actually expected to foster inclusion…or if there’s no consequence for failing to….why would anything change?

The Solution: Making DEI a Performance-Driven Imperative

Most DEI efforts operate separately from how we measure business success. But if we’re serious about inclusion, we need to treat it like any other performance metric…by setting expectations, tracking results, and holding people accountable.

1️⃣ Ditch the Performance, Define the Behaviors

Talking about inclusion isn’t enough. If we want DEI to be real, we need to define what it actually looks like in daily workplace behavior.

 In addition to simply stating: “We value diversity.” It’s important to clarify what this actually looks like “in action”. 

✅ You can add: “We expect leaders to actively mentor employees from underrepresented backgrounds and ensure diverse voices are included in decision-making.”

 In addition to simply stating: “We promote inclusion.”

✅ You can add: “Managers will be assessed on how they create psychologically safe spaces, encourage open dialogue, and challenge bias within their teams.”

Why this works: A study by Deloitte found that…

companies that embed inclusive leadership behaviors into performance reviews are 3.8x more likely to have highly inclusive workplaces.

Action Step: Make inclusion part of leadership competencies, promotion criteria, and annual performance evaluations. If it matters, it should be measured.

2️⃣ Listen Beyond Labels: Make Inclusion About Individuals, Not Just Identities

One of the biggest DEI mistakes? Reducing people to categories instead of seeing them as individuals with unique strengths, ambitions, and perspectives.

Nobody wants to be seen as a “diversity hire.” They want to be recognized for their skills, contributions, and leadership potential.

• Why this matters: McKinsey found that employees who feel valued for their unique perspectives (rather than just their demographic identity) are 3.5x more likely to contribute innovative ideas.
• Red Flag: If diverse employees are mostly stuck in entry-level roles with no clear growth path, your DEI strategy isn’t working.
• Success Indicator: When employees from all backgrounds feel heard, supported, and empowered to lead—not just included in a diversity report.

Action Step: Redefine DEI to include individual career growth, ensuring that employees from all backgrounds have clear pathways to leadership.

3️⃣ Stop Over-Engineering Authenticity: Real Cultural Shifts about Leadership Taking Appropriate Action

Here’s the thing…employees pay attention to what actually gets rewarded at work. If leaders aren’t expected to create inclusive cultures, and if there’s no consequence for failing to do so, DEI will always be a side project rather than a real priority.

Make it part of leadership evaluations. McKinsey found that companies that track DEI progress at the leadership level are 2.6x more likely to see improvement in diverse leadership representation.

Tie it to promotions and bonuses. A study by Catalyst found that leaders who demonstrate inclusive behaviors drive team innovation and performance by up to 17%.

Set clear expectations. If a company expects strong financial performance from its leaders, it should expect strong cultural leadership too.

Why this works: When inclusion impacts career progression, leaders take it seriously.

Action Step: Make sure DEI isn’t just something HR “owns”…it should be embedded in every leader’s job expectations and performance reviews.

Final Thought: The Future of DEI is Business-Critical, Not Just Ethical

The workplace is changing, and employees aren’t going to stick around for performative DEI. If inclusion feels forced, disconnected, or inauthentic, people will check out, or leave altogether.

The companies that will thrive in the future are the ones that:
✅ Embed inclusion into performance management.
✅ Define and measure inclusive behaviors, not just diversity numbers.
✅ Hold leaders accountable for real cultural change.

The empty statements needs to evolve…and that’s a good thing. We’re entering a new era where DEI isn’t just a corporate buzzword but a real driver of workplace success. For years, I’ve focused on performance management frameworks and the power of observable behaviors in shaping workplace culture. And I’m more optimistic than ever. By doubling down on what truly moves the needle…clear expectations, accountability, and everyday actions, we have the opportunity to build workplaces where everyone can thrive, not just survive.

Tony Ragoonanan is the Founder of  V-Formation Training & Development. As a Performance Management Specialist and Emotional Intelligence Trainer, he helps individuals and organizations to align people, frameworks and outcomes. Outside of this, it’s all about family,  football, and fitness!!

868-681-3492 | tonyr0909@gmail.com