Evaluating diversity, equity, and inclusion consultation requests

Abstract

Diversity, equity, and inclusion efforts have increased drastically as companies and institutions recognize their value in fostering innovative ideas for success. Individuals trained in these efforts can impart their knowledge and expertise in consultation, but this transaction should be mutually beneficial. Here we provide recommendations to maximize consulting opportunities.

Introduction

Recently, there has been a global surge to increase diversity, equity, and inclusion (DEI) practices in academia, industry, and policy. To answer this call to action, several minority-led groups—such as BlackInX and Community of Scholars [1-3]—have emerged to facilitate change and challenge practices that have commonly excluded historically underrepresented or disadvantaged groups. The leaders within these groups have become experts in implementing successful DEI practices, and as the burgeoning demand for DEI efforts persists, many established organizations (e.g., biotechnology and pharmaceutical companies) have sought out their expertise. As a result, many junior academic scientists who may not have a standard process for providing consulting services have had to navigate consulting interactions without guidance. Our goal is to advise junior researchers on best practices when considering DEI consulting opportunities. We have provided recommendations on how these researchers can protect their interests and create mutually beneficial relationships between themselves as consultants and their requestors.

Defining DEI Consulting

DEI consulting often involves advising an organization on strategies to increase the diversity of its employees and promote inclusive and equitable practices. This can include providing guidance on a wide array of approaches to improve company climate and increase recruitment and retention of employees from traditionally underrepresented backgrounds. Three of the authors have received requests from large pharmaceutical companies for advice on several challenges related to recruiting Persons Excluded from science because of their Ethnicity or Race (PEERs) [4]. These companies sought input on specific topics, such as how they can engage with minority-serving organizations and how they can identify and engage well-connected individuals to help recruit potential future hires. These requests were sent to the authors because they are members of the companies’ target demographic population and well-known leaders of advancing equity in academic science. Notably absent from these emails was any offer of compensation, monetary or otherwise. Although this type of request is often considered informal, the time and expertise required to provide a thorough response, and the access granted to a consultant’s resources, are deserving of compensation.

Evaluating Consulting Requests

Companies and institutions have been requesting input from early-stage researchers—especially PEERs—on DEI-related issues with increasing frequency. This input sometimes requires the preparation of formal presentations or detailed documents to properly disseminate successful DEI practices, which can be time consuming. A first step for new consultants is to carefully evaluate incoming requests. We believe these opportunities should be mutually beneficial, as consultants are sought out for their specific and valued expertise. This should start with the requesting company/organization clearly defining expectations on how the consultant can contribute, the intended use of their advice, and how providing the requested advice will benefit the consultant. If the company does not initially provide this information, the DEI consultant should request it and only move forward when these details have been adequately addressed.

DEI consultants should expect to be treated as independent consultants, similar to non-employees who advise on any other aspect of operations (e.g., marketing). When contacted for DEI consulting, consider if the company is being transparent about its goals, the challenges it is hoping to address, the length of the project, the estimated compensation, and the amount of time they expect you to commit. Importantly, you should discuss the company’s past DEI initiatives, if any, and their outcomes. It is perfectly acceptable—even advisable—to decline any invitation to consult if it does not meet certain standards of professionalism or acknowledge the worth of the consultant’s expertise.

Acknowledging Your Needs as a Consultant

When approached by a company or institution, assess the request through the lens of your needs. This includes considering your ability to address the question(s) and dissecting the proposed compensation to determine if the arrangement adequately serves you (Figure 1). To address your needs, it is important to understand the value of your DEI and/or career development expertise. Think about your story and your message and decide whether what you are being offered is appropriate for the value of what you will bring to the organization.

Figure 1:

An idealized process for handling a consultation request. The consultant first receives a request with terms they clarify with the requestor. The consultant considers and negotiates specific aspects of the consulting request, such as their compensation, expertise, and comfort. During re-evaluation, if acceptable terms can be reached, the prospective consultant accepts the request, schedules and completes the consultation, and follows up regarding their experience. If unacceptable terms are offered, the consultant may decline the request.

Make sure you understand why you, specifically, were approached. Determine whether the organization is seeking advice on a specific topic on which you have expertise or would like you to share part of your personal story or experience. The latter has high value and deserves to be compensated accordingly. Additionally, reflect on your limits. If you do not feel qualified to provide the expertise needed for the consulting requested, consider recommending a colleague better suited for the consultation. Lastly, to evaluate fair compensation, consider your monetary, personal, and professional needs.

Consultant Compensation

We recommend defining an hourly rate versus a project rate. Different projects (e.g., workshops or symposiums) may require more work and effort, and the compensation should reflect this. Your rate can vary based on the requesting organization and its budget (e.g., lower rates for non-profits or causes you are passionate about, pro bono for student organizations with small budgets). Depending on the organization and specific request, you may want to ask for alternative compensation, such as content, reagents, publicity, access to equipment that may benefit your research, an invitation to join a leadership position in the company’s committees or boards, and/or recognition of your contribution formalized enough to be included in your curriculum vitae. Most importantly, the compensation offered and received should be consistent with the expected level of commitment required to fulfill the request.

As you gain experience, you will need to adjust your compensation accordingly. Consider establishing your brand as a business. While the process of creating and registering your company (e.g., as a Limited Liability Company or 501(c)(3)) may sound daunting, the use of websites to aid in this reduces the challenge.

Important Considerations for Consultants

Young, exemplary DEI leaders are often asked to share their personal stories to inspire and motivate. If companies seek to profit from your lived experiences, brainstorm innovative ways that you can also benefit before committing. Personal experiences and stories can really resonate with PEERs with similar backgrounds and are, therefore, extremely valuable to companies looking to improve their diversity or workplace climate. Because your story is unique and powerful, we believe you should also be compensated for sharing it, similar to professional motivational speakers who build lucrative careers by telling their stories. As such, it is important to consider your long-term goals and how telling your story aligns with them.

One potentially profitable long-term goal might include a commissioned book detailing your lived experiences. Therefore, we believe it is important for younger consultants to be careful and intentional about how and where they share their personal stories, as oversharing may hinder such future opportunities. Ideally, you should share your narrative in a manner that illustrates its value but leaves space for additional discussion.

Lastly, some companies requesting consulting services that feature your narrative in some capacity will present contracts that, for example, allow them to claim exclusive rights to or take creative liberties with your story and dictate what may or may not be shared on social media or elsewhere. In these circumstances, make sure you have appropriate legal and professional advice before signing any contracts.

Moving Forward with Consulting Opportunities

As the DEI consulting expert, you should be invited to negotiate timelines, deliverables, recognition, and compensation. Your time is valuable, so ensure that your recommendations are actionable and will be implemented in the organization. Remember that, as a consultant, you control your time [5]. You may consider prioritizing deliverables using a structured schedule or Eisenhower matrix [5]. Compensation is also a consideration. The bottom line is that your knowledge and lived experiences are invaluable, and it is important to determine appropriate compensation for your time and effort when consulting on DEI. In working with organizations, do not hesitate to ask for records and invoices. It is also important to think about how your university may review your company, which, if formalized, will have to be listed in annual conflict of interest forms and risk-management plans must be followed, which are typically managed by your department chair. Notably, universities may limit the documented number of hours you use for consulting, depending on your rank.

If you plan to work with companies in the future, you should take note of whether the employer valued your opinion and followed through on your action plan. If you know a company acknowledges your needs as a consultant, this can signify a strong relationship to continue. As you gain experience, consider how you can help uplift others. Collaborating with a partner with complementary expertise can offset your workload and allow your colleague to gain consultation experience and compensation. To do this, have conversations with interested partners and establish formal, mutually beneficial agreements.

As you gain more consulting experience, maintain the relationships you build with company leadership. This may include expanding networks through private events and speaking engagements. Leveraging your consulting opportunities may lead to future work and other career development opportunities for you and those in your network. Finally, we highlight additional scholarly [6-12] and interactive [i-iii] consulting learning resources for further training.