So much to unpack and discuss, but bottom line, I agree with your assessment. This coming from a recovering diversity consultant. From the viewpoint of one who has seen what was supposed to be a gateway toward opening things up for non-white employees, I have seen this has become the yawn discussion at most management meetings.
Middle managers tend to be the roadblock for most so-called diversity initiatives that come down from the management ivory tower. Those who the title of Chief-of-anything sit in their management meeting nodding their heads in agreement at whatever the diversity consultant they hired has to say.
Sure they ask what passes for the intelligent question. Then, act astonished at the data from the PowerPoint presentation, showing the horrible numbers which reflect negatively on their hiring, firing, and promotion practices. Showing a disproportionate number of women, Blacks, Hispanics, Asians, and Native Americans being either; fired, denied promotions for no reason, significantly making less than their white counterparts. Even though they have the same level – or higher – degrees and experience.
The edicts come down from the C-suit, and for a brief moment, 6 – 9 months, the dust flys, some people are fired, others hired, and it looks as if things are changing, then some sort of outside situation arises and what started out as potential change for the good of the company comes to a complete stop. Any progress made degenerates to a level of nonexistence if the company is lucky but, more likely, resentment by those middle managers who are now in the C-suite.
So, it’s more than just the alphabet soup of diversity. It really is the abject failure to make it an actual part of its strategy from the beginning.
To your point, alphabetizing it does nothing for a company if it’s not part of the strategy to hire qualified people regardless of race, gender, or sexual orientation.