Dr. Marcelle Laliberté on the DEI landscape in Europe, the opportunities beyond legal requirements and the importance of culture and context.
Dr. Marcelle A. Laliberté, the inaugural Chief Diversity Officer at HEC Paris, one of the top business schools in Europe. She is an esteemed academic and practitioner with a Doctorate in Education from the University of Pennsylvania (USA). Her research explores DEI dynamics, women’s visibility in STEM fields, and the effects of governance reforms on university leadership. Dr. Laliberté’s managerial expertise in various sectors informs her work at HEC Paris, where she’s held leadership roles including Head of Academic Affairs, Dean of Students, and co-chair of the Diversity Committee. Currently, she’s extending her DEI research into the emerging space economy and how DEI can be a leverage for innovation. A respected collaborator with non-profits such as Women in Aerospace, Women in Governance and a school board member for the Franco-German Lycée in Buc, France, she’s also a sought-after speaker and teacher on DEI intersections within research and industry.
Dinal: What are some of the key cultural factors that influence diversity, equity, and inclusion work in Europe in comparison to other regions? How do these cultural aspects shape the implementation of DEI strategies by organizations?
Dr. Laliberté: In Europe, as in countries worldwide, when I consider cultural factors, I take a step back by reviewing three components of DEI which are: individuals, groups and the contexts in which they operate. Individuals interact with groups set against local contexts, be it city, regional or national. In Europe’s particular situation, it is comprised of 27 member states with diverse cultural backgrounds where supra and subnational minority groups can exist and where many Europeans speak at least one or more languages in addition to their native tongue. Cultural factors influencing DEI work are varied given the continent's rich and diverse history and culture. A growing awareness of the diversity within European societies themselves, increased by immigration and the rise of multicultural societies, is also a major cultural factor.
As an example, part of me wants to say that DEI implementation is shaped by solid literature or narratives emanating from the US. The US offers many interesting insights, but that context piece I mentioned above plays a pivotal role. In other words, those shared resources may dominate but may not be adapted to different contexts. We have observed that some large corporations with headquarters in the US will implement policies influenced by US research and context, leading organizations in other countries to struggle with implementation and adaptation.
“We have observed that some large corporations with headquarters in the US will implement policies influenced by US research and context, leading organizations in other countries to struggle with implementation and adaptation.”
Personally, I have been conducting research on frameworks of analysis that recognize the individual (social identities and position), the group (shared history, dynamics, organization culture, behaviours, etc.), and the context in which they belong or in which they are situated (allowing us to explore societal and legal frameworks at play).
These dimensions shape the implementation of DEI strategies in Europe and elsewhere globally by necessitating an approach that considers each country's specific history, societal attitudes, and legislative environments. European-based organizations must be sensitive to these nuances to navigate and implement DEI strategies effectively.
Dinal: In terms of legal aspects, what are the major regulations and frameworks that guide diversity, equity, and inclusion efforts in Europe? What opportunities or challenges do these frameworks present to organizations' diversity initiatives?
Dr. Laliberté: One of the more challenging aspects lies in understanding the differences between guiding values and how they are reflected in both national and European laws/regulations. For example, France operates under the principle of universalism. The focus of universalism is deeply rooted in the national identity dating back to the French Revolution. The fundamental idea is that all citizens are equal and should be treated as individuals, not as members of particular ethnic, religious, or social groups. This principle is foundational to the concept of "laïcité," or secularism, which underpins French political and social life.
This concept of universalism has implications for tracking identities such as ethnic origin. For instance, because the State perceives everyone as equal and does not recognize ethnic or racial divisions, collecting census data on race or ethnicity is illegal in France. This policy reflects the country's commitment to universalism and the belief that categorizing citizens by their ethnic background would conflict with the national ideal of unity and equality.
“While they provide a minimum standard, policies also provide opportunities for organizations to exceed the law's minimum standards, become leaders in DEI initiatives, and find alternative solutions to achieve desired results.”
Alternatively, countries’ national initiatives can influence European policy. France, for example, implemented a target of 40% women on boards in 2011 with the Copé-Zimmerman Law. Today’s CAC40 boards have gone from 10% in 2009 to 45% in 2019. This influenced other member states to enact laws around representation, most recently Germany for example. At the EU level, the European Parliament adopted a new EU law that requires companies to have 40% of the underrepresented sex among non-executive directors or 33% among all directors by 2026. The supra and national dynamics show yet another example of the rich differences within the EU and the bridges made to help all member states in their journey.
These two examples showcase some of the challenges and opportunities for organizations. While they provide a minimum standard, they leave room for interpretation by individual member states, leading to variations in how DEI is implemented. On the other hand, they also provide opportunities for organizations to exceed the law's minimum standards, become leaders in DEI initiatives, and find alternative solutions to achieve desired results.
Dinal: What specific strategies or approaches have you seen be successful that balance cultural norms but also move the needle forward to advance more inclusive workplaces? Can you give an example?
Dr. Laliberté: My experience of living abroad for over 15 years has taught me that context and culture within an organization are key when engaging with DEI work. It's critical to understand these elements while also remaining true to my values as I work with different groups and organizations. One effective, albeit challenging, strategy is fostering open dialogue within an organization. By creating an environment where employees feel safe to express themselves authentically, we invite a diverse range of experiences and perspectives into the conversation. This leads to more culturally sensitive policies and cultivates a more inclusive atmosphere.
The works of researchers and practitioners in the DEI space have been a guiding force for me. One such influence is Dr. Rohini Annand. In her book, she outlines five principles for organizations on their DEI journeys. I remember her talking about the "ah-ha" moment - when teams and leadership truly grasp the significance of DEI beyond just policies and regulations. I have seen this transformative realization in various organizations, often heralding profound, meaningful change. However, we need to leverage our understanding of the context, the group dynamics, and the individuals leading this work to reach this point. Understanding and navigating these layers is the cornerstone of successful DEI implementation.