Equity And Inclusion Director APAC & EMEA Reinsurance Group America

Wallace Wang

Wallace Wang is a seasoned Diversity, Equity, and Inclusion (DEI) professional from an HR business partner background and is committed to developing cultures that ensure equitable opportunities for all people. He leads efforts to create a workplace where people of all identities and backgrounds can bring who they are to a place they belong. Wallace spearheaded efforts with senior business leaders via an outcome-driven approach. He was recognized in the Global Diversity List as Senior Executive in 2023 and Top 20 Diversity Professionals in the Industry in 2021.

In an exclusive interview with Manage HR, Mr. Wang, Diversity, Equity, and Inclusion Director APAC & EMEA Reinsurance Group America, shared his background and insights on how to involve DEI efforts in the current changing landscape.

Could you give a brief overview of your journey and your current roles and responsibilities in the organization?

I currently serve as DEI Director for both the Asia-Pacific (APAC) and Europe, Middle East, and Africa (EMEA) regions at Reinsurance Group America (RGA), and I have a unique position. Often, this role is situated solely within the EMEA region, but I can perform it here in APAC. This gives me the opportunity to focus on maturing our DEI initiatives in the APAC region, where there is still significant room for growth and development in this area. Before RGA, I worked at Barclays as a DEI partner in London, UK, a Global DEI Partner at Maersk Shipping in Copenhagen, Denmark, Regional Head of DEI & Talent at Wells Fargo APAC, and VP of regional Diversity, Talent, Resourcing and Organizational Development at HSBC.

Diversity, Equity, and Inclusion issues are very close to your heart. Can you explain why?

DEI issues hold a special place in my heart due to my personal experiences. Growing up as a gay individual in a country that marginalized homosexuality and navigating life with an invisible disability due to partial sight loss instilled in me a deep empathy for these issues. My diverse upbringing from a boot camp, relocating frequently due to my parents’ Navy medical careers, exposed me to children from various backgrounds and taught me the value of inclusion. These experiences have fueled my desire to bring a human touch to my work, fostering respect, value, and support for all individuals.

What are some topics and trends in the world of DEI that organizations are learning about and implementing?

Many organizations have emphasized unconscious bias training, but research suggests it may not always be effective and can sometimes exacerbate the issue. Instead, scenario-based simulations and case studies provide a more impactful learning experience

Additionally, there is a growing focus on supporting neurodivergent individuals and those experiencing menopause in the workplace. These initiatives benefit the specific groups and the entire organization by fostering a more inclusive and empathetic environment. Recognizing intersectionality, we are planning a “Diversity Coffee Roulette” program to facilitate dialogues between people from diverse backgrounds, encouraging mutual understanding, breaking business silos, and fostering a deeper sense of connection and belonging across the organization.

Tell us about current challenges working in DEI and how you are tackling them.

DEI efforts face increasing political and legal scrutiny, with some organizations even discontinuing their DEI functions. Organizations must strategically adjust three areas to ensure continued progress: 1) From establishing DEI strategy to linking them with accountable executives at the highest levels and business. 2)From analyzing data to watching for underutilized holistic insights from consumers or products. 3) From establishing DEI groups to empowering DEI leaders and councils with true decision-making authority to drive change. Driving DEI is not an individual task, and the fatigue sets in when we feel like we are pushing a big, heavy rock up the mountain all by ourselves. I am grateful more people are helping to push with determination daily to maintain that momentum.

The other opportunity, which is not unique to RGA, is engaging all colleagues to embrace the holistic value of DEI propositions fully. Many colleagues may require deeper engagement to shift their thinking. Adapting global initiatives to resonate with the local, regional population or “Think globally, act locally” is the key.

 Why are some diversity programs in the workplace not making an impact, and what are your suggestions for improvement?

Despite the elevated focus on DEI, many companies rely on off-the-shelf approaches like diversity training to reduce bias. A shift towards conscious inclusion is needed. Research from the NeuroLeadership Institute suggests that people resist rules imposed from above as they lose autonomy.

To make diversity programs more impactful, I recommend the following approaches: 1) Engaging managers in solving DEI challenges and empowering them to be part of the solution. 2) Exposing managers to diverse backgrounds and perspectives to broaden their comfort zones and combat in-group biases. 3)Leveraging accountability and metrics to drive sustainable change. Grassroots initiatives like employee resource groups and DEI councils can give people autonomy and align changes with workplace culture and business diversity needs, supported by executive sponsorship to hold leaders’ accounts. 4) Leveraging developing diverse protégés.

Creating an inclusive culture is a continuous journey with obstacles. Leaders must own their missteps, learn from them, and persistently work towards progress.