two in three workplaces do no dei.
from the center for accounting transformation
about one-fourth of accounting professionals would like to increase their activity in dei programs, according to new research from the center for accounting transformation. however, only about 30 percent of accounting organizations implement dei initiatives.
findings reported during the webinar, “the dei journey of accounting professionals – a research study analysis.” see the webinar here.
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featured panelists included:
- jina etienne, cpa, cgma, cde; founder & principal consultant, etienne consulting
- mary bennett, mba, cia, cec; ceo, mlbennett consulting llc
- stephani mason, cpa, ph.d.; associate professor, school of accountancy & mis, depaul driehaus college of business & kellstadt graduate school of business
- claire costin, cpa, ph.d.; assistant professor, university of portland
underscoring the importance of linking dei efforts to business strategies to secure executive support, costin said, “many executives self-identified as bystanders in the dei journey, indicating a need for greater engagement at the top levels of organizations.”
donny shimamoto, founder of the center for accounting transformation, added, “we have made progress in diversifying entry-level positions, but the lack of retention at higher levels remains a significant issue.” the panelists discussed the critical role of creating inclusive environments to retain diverse talent.
bennett rebuked the idea that dei strategies are only concerns for large organizations. she said, “dei strategies should be customized based on the size and needs of the organization.” she added, “smaller firms can still implement effective dei initiatives by understanding their unique challenges and opportunities.”
“competent recruiters who understand dei principles are essential,” mason said. “just because someone was a good accountant does not mean they should be the face of the firm when it comes to recruiting. we need skilled recruiters who can engage a diverse candidate pool.”
“belonging should be viewed as the ultimate outcome of successful dei efforts,” etienne said. “creating an environment where all employees feel valued and can thrive is essential for long-term success.”
“progress in dei is a game of millimeters, not miles,” costin said. “the fact that we’re here talking about how to move forward means that we want to. and that’s hopeful.”
additional findings and recommendations:
- start small, think big: implementing dei initiatives doesn’t have to be overwhelming. begin with small, meaningful actions that align with your organization’s values and goals.
- focus on inclusion: beyond recruiting diverse talent, ensure your workplace culture supports and values all employees. inclusion and belonging are key to retaining talent.
- educate and empower: provide training and resources for all levels of your organization. empower passionate employees to lead dei efforts and give them a seat at the table.
- continuous improvement: recognize that dei is an ongoing journey. regularly assess your progress and be open to making adjustments as needed.