One of the most basic tools IT leaders have available is to encourage and/or to provide professional development opportunities for DEI training. Many colleges and universities have created or are considering the creation of a Chief Diversity Officer (CDO) position to increase numbers of underrepresented groups on campus via recruitment and retention efforts for students, faculty, and staff. Some of these efforts include homegrown DEI training programs. For institutions that do not have a CDO or internal DEI training programs, there are any number of groups and organizations that can be contracted to provide such services.

Providing training on DEI topics is an important part of moving the needle toward cultural change. And based on our findings, many IT professionals are taking advantage of these programs. More than half (57%) of our respondents told us they participated in a DEI workshop or training program in the past two years, and this was consistent across genders and ethnicities. This is promising, as it suggests that either institutions are offering workshops to employees or employees are seeking out these learning opportunities on their own—maybe both. Our results indicate, however, that although the majority have attended a training program, participation is not being widely promoted from the top down. Only about a third (36%) of respondents reported that their supervisors encouraged them to participate in a DEI workshop or training program.

Why might so few managers be encouraging their staff to participate in DEI training? One reason might be that the regular workflow of an IT unit simply cannot accommodate the time and resources required to incorporate DEI measures or attend outside programs. Another might be that leadership simply does not see DEI as an IT issue that can and/or should be addressed by the IT organization. Yet another reason might be that managers prioritize other, more technical professional development opportunities for their staff to improve IT skill sets germane to carrying out the work to be done.1 Finally, if DEI initiatives originate from other parts of the institution, managers may feel as if the topic is already covered elsewhere and does not need to be replicated within the IT unit. Regardless, we suggest that managers seriously consider making the time and space available for their staff—either as individuals or as a team—to engage in DEI training. We know that DEI training is most effective when leadership makes it a priority, articulates clearly the benefits of such training,2 and offers flexible and multiple opportunities for staff to attend. Fostering an inclusive work environment starts with the organizational leaders, and, as we have noted previously, should not be considered an HR-only responsibility.3