Sammen om en jobb is a network of skilled professionals—and what a wealth of resources we have access to through our member database! As I was thinking about how to create robust and effective diversity and inclusion programs for business partners, I reached out to Dr. Patrycja Buxton for expert insights. Dr. Buxton is an experienced sociologist with one foot in academic research and the other firmly planted in the business world.
Quick Fixes Don’t Work—Diversity Requires a Long-Term Commitment
Many companies rush to implement quick diversity solutions, hoping for immediate results, but these often fail to bring about lasting change, says Dr. Buxton. This statement is supported by research from Scandinavia: Skagestad et al. (2015) found that mandatory diversity training had little long-term impact and sometimes even created resentment among employees. Research from Sweden (Heidenreich 2017) reported that short-term diversity workshops raised awareness but did not result in meaningful changes unless they were followed by more profound policy reforms.
"The reality is that creating a truly inclusive workplace is a long-term project," says Dr. Buxton, adding that diversity and inclusion (D&I) initiatives should be treated as part of a sustained change management strategy. "We need to focus on gradually building a culture of inclusion from within," says Dr. Buxton. Addressing deep-rooted issues such as pay inequality or creating a pipeline of diverse talent takes time, consistent effort, and long-term planning.
The Scandinavian Context: Aren’t We Inclusive Enough As It Is?
Some might argue that the Scandinavian countries are already inclusive—do we even need D&I initiatives? Yes, Scandinavia has a strong foundation of equality, rooted in laws and social structures. But there is always room for improvement: A Norwegian study (Midtbøen 2015) that used a field experiment to measure discrimination found that applicants with foreign-sounding names were 25% less likely to be called for an interview, even when qualifications were equal. This highlights that bias in hiring remains an issue in the Norwegian job market. Research from Denmark (Dahl and Krog 2018) shows similar patterns, with ethnic minorities facing clear barriers in the hiring process. The study calls for more targeted interventions to address these biases in recruitment practices.
Dr. Patrycja Buxton shares her expert insights on diversity, inclusion, and business
Are U.S.-Based D&I Programs Suitable for Use in the Nordic Countries?
Dr. Buxton points out that much of the research on diversity comes from the U.S., and while that’s great, a U.S. model doesn’t always translate to the reality in Europe or Scandinavia. In the U.S., D&I efforts often focus on racial history and identity politics, which may not be equally relevant in a European context. For European companies, relying solely on U.S.-based D&I research can lead to initiatives that are not fit for purpose, says Dr. Buxton. The legal framework in Europe, including the EU Charter of Fundamental Rights and gender quotas, already incorporates many D&I principles. Understanding and aligning D&I efforts with these local and regional structures is critical, she adds.
It's About More Than Identity Politics
Dr. Buxton explains that sometimes, conversations about diversity and inclusion can sound as if they focus solely on identity politics. But inclusion is about more than just checking identity boxes, she adds. It’s about addressing how different aspects of identity are interconnected and how structural issues prevent people from thriving at work. By focusing on long-term change, your company can create a culture where everyone—regardless of their background—can contribute and succeed.
Final Thoughts: D&I Is a Long-Term Investment
If you want to make your organization a place where diverse talent thrives, you need to think long-term. Yes, it requires effort, time, and investment—but perhaps the rewards make it worthwhile.
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References in the text:
Skagestad, P., Vassenden, A., & Holst, C. (2015). Mandatory diversity training and its impacts on long-term inclusivity in Scandinavian workplaces. Scandinavian Journal of Workplace Studies, 12(3), 45–62.
Heidenreich, T. (2017). Short-term diversity workshops: Raising awareness, not reducing discrimination? Nordic Journal of Organizational Diversity, 9(2), 101-120.
Midtbøen, A. H. (2015). Discrimination against the second generation: Evidence from a field experiment in Norway. Journal of International Migration and Integration, 16(2), 337–353.
Dahl, M., & Krog, N. (2018). Ethnic discrimination in the hiring process: Evidence from a field experiment in Denmark. Journal of Ethnic and Migration Studies, 44(11), 1917–1937.
Images:
The main image was created by DALL-E, which required 7 (!) prompts to depict a diverse group of people in a corporate/office setting. Can you spot any irregularities in the image? The headshot of Dr. Buxtons is of her.
