Recognising and rewarding DEI contributions is not just about being equitable…

—it’s about creating an environment where everyone can thrive.

For many tech companies, diverse employees often take on additional DEI responsibilities alongside their primary roles—leading affinity groups, mentoring, and driving inclusion efforts.

This voluntary work is critical in shaping inclusive cultures, but it’s also frequently under-recognised. As a result, these employees face increased workloads without appropriate recognition, creating disparities in career advancement and fostering burnout.

What happens when companies overlook this ‘glue work’? Beyond personal tolls, there are hidden costs for businesses, from higher turnover rates to missed opportunities for innovation. So, how can organisations better support employees who balance tech responsibilities with DEI initiatives?

The Hidden Cost of Overlooking DEI Contributions

When companies fail to acknowledge or reward employees for their DEI efforts, the impact isn’t just felt by those individuals—it ripples across the organisation. High turnover rates, disengagement, and costly onboarding processes are all by-products of undervaluing this critical work.

1. Turnover and Recruitment Costs:
Companies that don’t invest in recognising DEI contributions are more likely to see higher turnover among their diverse employees.

Losing an employee can cost a company up to 213% of the employee’s salary.

This figure factors in the cost of recruiting, onboarding, and training new staff. For underrepresented employees who often take on extra DEI duties, these retention issues are even more pronounced.

2. Burnout and Disengagement:
Employees who juggle technical work and DEI responsibilities without adequate support are at higher risk of burnout. A study by the Harvard Business Review showed that 64% of women of colour in tech felt they were disproportionately burdened with DEI work, leading to feelings of burnout and disengagement. This disengagement often results in lower productivity, innovation, and morale—affecting the entire team.

3. Lost Innovation Opportunities:
Diverse teams drive innovation. According to McKinsey’s 2020 Diversity Wins report, companies in the top quartile for ethnic and gender diversity are 36% more likely to outperform their peers. By failing to support the very employees who foster these inclusive, innovative environments, businesses are missing out on creative solutions and competitive advantages.

Recognising the Importance of ‘Glue Work’

The term ‘glue work’ refers to the often invisible, behind-the-scenes tasks that hold teams and initiatives together, ensuring their success. In the context of DEI, glue work includes mentoring junior staff, participating in diversity hiring panels, organising affinity groups, and spearheading inclusion training.

Although essential, these activities are rarely tied to formal metrics or performance reviews and are frequently regarded as secondary to core technical responsibilities.

According to a 2022 study by Harvard Business Review, over 60% of employees who participate in DEI efforts report feeling their contributions are under-appreciated and unrecognised by their organisations. For women, who often take on a disproportionate share of this work, the burden can be even greater.

Steps to Recognise and Reward DEI Contributions

Supporting employees who balance tech and DEI work requires intentional strategies. Here are some practical steps companies can take:

1. Incorporate DEI Contributions into Performance Reviews:
Employees who engage in DEI initiatives should have these efforts formally evaluated during performance reviews. This can be linked to promotions, salary increases, or bonuses.

2. Create Part-Time DEI Roles or Rotational Assignments:
Formalise DEI work by allowing employees to dedicate a portion of their working hours to these initiatives.

At Salesforce, the company has formalised DEI roles within its employee base. Employees are not only encouraged but also evaluated on their involvement in DEI initiatives. This involvement is directly linked to career growth pathways, ensuring that glue work does not go unnoticed.

3. Offer Leadership Development for DEI Leaders:
Provide employees leading DEI initiatives with access to leadership development programmes. This will ensure that they gain skills applicable to both DEI and their technical roles, promoting career growth.

4. Establish Cross-Departmental DEI Support:
Ensure that DEI work is backed by senior leadership and incorporated into broader company objectives. Companies that embed DEI into their core business strategies with Employee Resource Groups (ERGs)—are better positioned to sustain these initiatives long-term.

Long-Term Thinking

One of the challenges with DEI work is the difficulty of measuring success. Unlike technical deliverables, the outcomes of inclusion initiatives may take time to materialise, making it hard to assess their effectiveness. However, businesses that invest in measurable outcomes often see long-term rewards. Here are some metrics companies can track to measure DEI progress:

– Retention rates of diverse employees: High turnover among underrepresented groups may signal that DEI efforts aren’t enough.

– Promotion and leadership statistics: Are employees who engage in DEI work also advancing their careers? If not, this may suggest that glue work is still undervalued.

– Employee satisfaction surveys: Regularly assess how employees perceive the company’s DEI efforts and its support for those who lead such initiatives.

– Mentorship programmes and sponsorship metrics: Track participation rates and outcomes of DEI-driven mentoring or sponsorship programmes, ensuring these initiatives translate into tangible career advancements for both mentors and mentees.

Beware: Prevent Burnout and Pigeonholing

Employees, especially those from marginalised backgrounds, may become pigeonholed as “the diversity expert,” limiting their opportunities to take on other strategic or technical projects that propel career advancement.

– Balanced workload distribution: Ensure that employees who take on DEI responsibilities are not overloaded. They should have the option to step back from these roles when needed, without fear of stigma or professional consequences.

– Rotation of DEI leadership: Implement rotational leadership within DEI committees to prevent individuals from becoming perpetually responsible for this work.

– Support from senior leadership: Employees must feel that their DEI efforts are backed by executive leadership, not an afterthought or personal passion project.