Welcome to our series, where we speak with members of our Global Advisory and Academic and Scientific Councils to hear their insights on diversity, equity, and inclusion. Each interview highlights their unique expertise and the important work they’re leading.
This week we are delighted to profile Anne Laure Humbert who has newly joined our Academic and Scientific Advisory Council. With a wealth of experience in gender equality and intersectionality research, policy analysis and assessment as well as gender statistics, Anne Laure Humbert brings invaluable insights to the work of the EDGE Certified Foundation. We look forward to work together on our mission to use the EDGE Certification system to engage organizations across the world in fostering equal career opportunities.
In this interview, we hope you enjoy the insights into Anne Laure Humbert’s current work on gender and intersectionality through a data lens, as well as her thoughts on how organizations can create lasting change in gender equality.
Your work explores gender and intersectionality through a data lens. Could you briefly summarize your current research and how it can enhance our understanding of DE&I in the workplace?
My current research focuses on understanding gender and intersectionality through advanced quantitative methods, particularly intersectional multilevel modelling, to explore how structural inequalities operate within organizations and society. By using data-driven approaches, I aim to uncover how overlapping forms of discrimination – such as those based on gender, race, and socioeconomic status – manifest in workplaces, influencing outcomes like pay, career progression, and employee well-being.
This research aligns closely with the goals of Equal In-Sight, a spin-out company from the University of Bristol, as it provides actionable insights into the barriers different groups face within organizational structures. For instance, my work emphasizes the importance of moving beyond surface-level diversity metrics to analyse the deeper, often invisible dynamics of inclusion and exclusion. By identifying systemic patterns of inequalities, my research offers practical recommendations for designing interventions that not only address inequities but also foster an inclusive workplace culture.
In addition to inclusion, I am deeply interested in workplace safety, as the violence that occurs in organizations – such as psychological and sexual harassment – is inextricably linked to diversity, equity, and inclusion issues. Addressing these forms of violence is essential for creating genuinely inclusive environments where individuals feel secure and valued. My involvement in projects like UniSAFE, which aims to produce better knowledge on gender-based violence in universities and other research organizations, and GenderSAFE, which builds on UniSAFE’s results to support institutions in setting up comprehensive policies to counteract gender-based violence, reflects my commitment to this area. These initiatives explore how organizational structures and cultures can perpetuate or mitigate such violence, offering insights into preventive measures and effective interventions to ensure safety and dignity for all employees. I argue that we should consider adding an “S” for Safety to the acronyms EDI or DEI, as inclusion cannot exist without addressing workplace violence and ensuring safety for all.
Why do you believe it’s crucial for organizations to measure intersectional equity? What are some practical steps they can take to begin collecting and assessing intersectional data and information?
I prefer to talk about equality rather than equity because, in its transformative sense, equality is about fundamentally changing power relations to address systemic inequalities. It goes beyond simply levelling the playing field to challenge and dismantle the structural barriers that perpetuate discrimination and exclusion. By focusing on equality, we emphasize the need for systemic change and the redistribution of power and resources to ensure everyone has genuine opportunities to thrive, rather than just tailoring solutions to individual circumstances.
Measuring intersectional equality is essential because it allows organizations to understand and address the multifaceted ways in which individuals experience inequalities. Traditional approaches to diversity, equality, and inclusion often focus on single categories, such as gender or race, without considering how these intersect to create unique challenges and barriers. By measuring intersectional equality, organizations can uncover patterns of systemic exclusion that might otherwise remain hidden, ensuring that no group is overlooked in their efforts to create a truly inclusive workplace.
To begin collecting and assessing intersectional data, organizations can take several practical steps. First, they should conduct a review of existing data collection practices to ensure they capture a range of demographic variables, including those related to sex, gender, race, ethnicity, disability, and other relevant characteristics. These data should be collected in a way that respects privacy and ensures participants feel safe sharing personal information.
Second, organizations can use employee surveys to gather information on workplace experiences, focusing on key aspects such as inclusion, belonging, and access to opportunities. These surveys should include questions designed to capture intersectional experiences, such as whether employees perceive their treatment as equitable across multiple identity dimensions.
Third, organizations should invest in tools and methodologies that allow for the analysis of intersectional patterns in their data. This might involve training staff or partnering with experts in advanced statistical techniques, such as intersectional multilevel modelling, to ensure that findings are robust and actionable. I always stress that addressing intersectional inequalities is not only about better data, but also better analysis.
Finally, organizations must commit to acting on the insights gained from the results of these intersectional analyses. This means integrating findings into their DE&I strategies, setting specific and measurable goals for improvement, and regularly monitoring progress. By taking these steps, organizations can move from what I regard as surface-level diversity efforts to meaningful actions that better address the complexities of inequalities and foster an environment where everyone can thrive.
You’ve been involved in initiatives aimed at advancing gender equality in higher education and research institutions. Based on your experience, how can independent third-party certifications like EDGE help drive lasting structural change in these settings?
Independent third-party certifications like EDGE can play a critical role in driving lasting structural change in organizations by providing an external benchmark for assessing and advancing gender equality. Drawing on my experience with the EU-funded CASPER project, which explored the feasibility of a Europe-wide certification system for gender equality in academia, such certifications offer several benefits.
First, they establish clear, evidence-based standards that institutions must meet, creating accountability and transparency. These benchmarks encourage organizations to critically evaluate their policies, practices, and cultures to identify areas for improvement. Second, the process of obtaining certification often requires institutions to gather and analyse data, fostering a culture of evidence-based decision-making. This aligns closely with EDGE’s emphasis on using data to monitor progress and identify gaps. Third, certifications like EDGE can serve as a powerful motivator for organizational change by providing recognition for progress. This external validation can enhance an organization’s reputation, attract talent, and create momentum for further change.
However, to drive lasting structural change, these certifications must go beyond surface-level compliance. As highlighted in the CASPER project, the process should include mechanisms for ongoing evaluation, capacity-building, and the integration of lessons learned into organizational policies. By combining external accountability with internal commitment to transformation, certifications can catalyse the deep, systemic shifts necessary to advance gender equality in organizations.
A big thank you to Anne Laure Humbert for sharing these insights with us.
