Assessing burnout in diversity and inclusion professionals

• DOI: https://doi.org/10.1108/EDI-12-2020-0360
• Published date: 09 August 2022
• Date: 09 August 2022
• Pages: 38-52
• Subject Matter: HR & organizational behaviour,Employment law,Diversity,equality,inclusion
• Author: Andrea Pemberton,Jennifer Kisamore

Assessing burnout in diversity and

inclusion professionals

Andrea Pemberton

TYPROS, Tulsa Regional Chamber, Tulsa, Oklahoma, USA, and

Jennifer Kisamore

Department of Psychology (Organizational Dynamics), Schusterman Center,

University of Oklahoma, Tulsa, Oklahoma, USA

Abstract

Purpose –Burnout has been linked to a myriad of negative organizational and individual health outcomes

which threaten employee and organizational well-being. This study examines how unique features of diversity

and inclusion (D&I) work are related to burnout.

Design/methodology/approach –Participants were recruited using network and convenience sampling

strategies. A total of 64 full-time employees whose primary responsibility is to implement the D&Istrategy for

their organization provided useable data for analysis. Participants completed measures of burnout, role

ambiguity, role conflict, subjective experiences of tokenism, and top management support. Measures were

administered online via Qualtrics.

Findings –Results suggest lack of clear job duties, conflicting job demands, lack of top management support,

and experiences of tokenism are associated with D&I professionals’experiences of burnout. The current study,

however, indicates that while D&I professional experience higher levels of exhaustionthan other professionals,

they also experience greater professional efficacy, which suggests D&I roles are both challenging and

rewarding.

Practical implications –Results suggest organizational leaders may mitigate employee burnout by

providing clear support to and role definitions for D&I professionals.

Originality/value –This study is the first to explore burnout experiences among D&I professionals.

Additionally, this study examines how burnout experiences are associated with role dysfunctions, top

management support, and subjective experiences of tokenism.

Keywords Occupational burnout, Diversity and inclusion professionals, Tokenism, Role conflict, Role

ambiguity, Top management support

Paper type Research paper

Introduction

Diversity and inclusion (D&I) in the workplace has become an emerging focus of importance

in organizations across the United States. As data increasingly reveal the benefits of a diverse

workforce and inclusive work environments (Jang, 2017;Shore et al., 2018), companies are

increasingly motivated to make D&I efforts a priority. As a result, many organizational

leaders have turned to hiring full-time employees dedicated to implementing D&I strategies

for their organizations. According to data from Indeed, an online US-based international job

site, job postings for D&I professionals increased by 35% from 2016 to 2018 (Culbertson,

2019). Additionally, results of a survey of 81 chief diversity officers (CDOs) conducted by

global executive search firm WittKieffer found that 62% of respondents were the first person

in their organization to hold their position (Aguilar and Bauer, 2017). With such a recent,

rapid demand for D&I professionals, little research has been conducted that focuses on the

experiences and needs of employees in this role (for exceptions, see Gravley-Stack et al., 2016;

EDI

42,1

38

The authors would like to thank Shannon Terry for her review and feedback regarding this work. The

authors would also like to thank an anonymous reviewer for pointing out our own blind spots in the

discussion and assessment of members of some underrepresented groups, specifically disabled

individuals.

The current issue and full text archive of this journal is available on Emerald Insight at:

https://www.emerald.com/insight/2040-7149.htm

Received 15 December 2020

Revised 20 July 2021

28 September 2021

Accepted 14 July 2022

Equality, Diversity and Inclusion:

An International Journal

Vol. 42 No. 1, 2023

pp. 38-52

© Emerald Publishing Limited

2040-7149

DOI 10.1108/EDI-12-2020-0360