Pressure from customers, employees, and investors for financial services firms to improve their diversity and inclusion (D&I) programs has been building in recent years. Now it’s coming from political sources as well. Congress wants to know how their cultures have changed since the financial crisis — and it’s likely that no small part of the inquiries will focus on D&I.
While many of these executives will be able to point to initiatives like broadened hiring practices, financial services companies still have a way to go.1 The goal of improved D&I can be very easily overlooked in an environment where generating revenue is often the priority. With such a strong focus on growth, business line managers — the head of a local market, for example, or a product or a service line — often see short-term revenue targets as far more important than D&I goals. As a result, D&I programs are typically met with a certain cynicism when imposed by company leadership — or a diversity champion outside the key profit-making divisions.
1.WSJ, Goldman Sachs Implement Its Own ‘Rooney Rule’ in Diversity Push
To effectively drive sustainable diversity, financial services firms must create a truly inclusive environment. They need to make sure employees feel:
These objectives, however, are hard to achieve in organizations that are beholden to the fee-earners to deliver on short-term revenues. Front-line managers, who are supposed to oversee and guide these fee-earners, have limited effective resources at their disposal to influence them, either because the revenue generators are fairly autonomous or because the managers are reluctant to use any of the resources at their disposal for fear of rainmaker reprisal.
If firms want to make a real difference in their D&I, they need to:
Taken together, these measures can help set a firm on a path to becoming more diverse and inclusive, benefiting from all of the upside of diversity2 while also creating an environment that enables a more engaged, cooperative workforce. Improvements can help financial institutions better serve an increasingly diverse base of customers, avoid the perils of groupthink, and foster cooperation across functional, geographic, or service line silos. Further, a team that feels safe and supported will be more willing to raise potential issues and risks before they lead to loss of revenue or penalties from regulators.
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2. See PwC’s Diversity is the solution, not a problem to solve (June 2018)
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