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Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Change | Seattle Interactive 2019

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Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Change | Seattle Interactive 2019

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Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R

Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.

Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R

Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.

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Imagining Diverse, Equitable & Inclusive Workspaces: How Employees Drive Change | Seattle Interactive 2019

  1. 1. IMAGINING DIVERSE, EQUITABLE & INCLUSIVE WORKSPACES HOW EMPLOYEES DRIVE CHANGE
  2. 2. 01 Change is Hard 02 Where to Begin 03 Change Agents: What’s Your Role? 04 Leading Your Revolution 05 Workplace of the Future: Space for Everyone AGENDA
  3. 3. NOT EVERY LEADER HAS A DIRECT PATH TO DEI WORK
  4. 4. -Audre Lorde " When we speak, we are afraid our words will not be heard or welcomed. But when we are silent, we are still afraid. So it is better to speak.” CHANGE IS HARD
  5. 5. Factors such as status quo bias (a preference for keeping things the same) and loss aversion (the tendency to prefer avoiding losses more strongly than acquiring gains) interact to stack the odds against employees acting very differently for very long. WHY CREATING CHANGE IS HARD
  6. 6. We need to go beyond a general passion for social justice or the chance to drive shareholder value, teams looking to find a more specific why can connect DEI efforts back to the company mission. At VMLY&R, we resist the usual ways of seeing, thinking and doing. We question everything, using data and insights to reimagine the entire connected consumer experience. From this, we create work that brings brands closer to customers, customers closer to communities, and communities closer to the wider world. And to state the obvious, the teams that we serve around the world are really diverse. So we can’t serve our customers and sell them amazing solutions if we can’t figure that out on the inside first. We need to look like the teams we’re serving. We have to get it right if we’re serious about achieving our company mission. HOW DO WE EFFECTIVELY MOVE PEOPLE OUT OF THE COMFORT ZONE?
  7. 7. -Margaret Mead WHERE TO BEGIN “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.”
  8. 8. Assess the current state to understand where the organization is starting from as it begins the change process. What are the organization's strengths? What are its barriers to change? Are employees ready and willing to embrace the change and adopt new behaviors? Assessing the current state can also identify employees who can serve as advocates for why the change is needed. Teams that are already embracing change can provide best practice examples to other groups. And employees and key stakeholders who openly express the need for change during this phase are more likely to support the change when it occurs. ASSESS THE CURRENT STATE
  9. 9. Paint a clear, compelling picture of the future state and explain why change is necessary. Employees are more motivated to change if leaders can give them hope and inspiration. The team needs to envision the change and understand how their efforts will contribute to achieving it. The second step involves creating and communicating a strong, compelling vision of the future. A process such as collaborative inquiry -- where individuals in teams are all active participants in researching and developing the future vision -- or other similar processes can help employees "own" the destination. PAINT A CLEAR, COMPELLING PICTURE OF THE FUTURE STATE
  10. 10. CREATE A PLAN OF ACTION TO BRIDGE THE GAP BETWEEN THE CURRENT AND FUTURE STATE FIND YOUR PEOPLE AMPLIFY VOICES MAKE MOVES
  11. 11. LADDER ACTIVITIES & COMMS TO AN EDITORIAL CALENDAR
  12. 12. ASIAN AMERICAN & PACIFIC ISLANDER HERITAGE MONTH
  13. 13. BLACK HISTORY MONTH
  14. 14. WOMEN’S HISTORY MONTH
  15. 15. -Angela Y. Davis CHANGE AGENTS: WHAT’S YOUR ROLE? “In a racist society it is not enough to be non-racist, we must be anti- racist.”
  16. 16. • Own the development and drive the implementation of the DEI strategy • Deeply understand the needs of employee, prospective employee and partner communities • Serve as influential leaders, change agents, external influencers and internal consultants to implement effective and innovative solutions that deliver meaningful results • Build strong relationships with senior business and talent leaders, partnering to launch initiatives and provide insights, resources and tools that increase representational diversity across the company that foster an environment where employees are respected and celebrated for who they are • Develop awareness of DEI and a communication strategy that will keep team members informed about our strategy, goals, initiatives and progress plan • Advise on local priorities as they relate to DEI team’s priorities • Partner with senior leadership to prioritize key initiatives, understand the local context and create relationships/partnerships within the community • Work with employees to integrate internal communities (i.e., women’s, LGBTQ and PoC alliances) into overall DEI strategy to leverage their power of connection, community and engagement to achieve goals and foster the growth of additional communities within the company YOUR DEI TEAM RESPONSIBILITIES
  17. 17. LEADING YOUR REVOLUTION ”No one changes the world who isn’t obsessed." -Billie Jean King
  18. 18. 1. ANALYTICAL: One approach to reduce bias in recruitment is to define scoring criteria for each candidate and use an algorithm rather than human judgement to make decisions based on the criteria (horizontal scoring) . 2. DEBATE: One effective way to identify bias in decision making is to institute a “pre- mortem” by asking people to imagine what could go wrong if a particular decision is taken. Another technique is to nominate an individual to act as devil’s advocate and challenge assumptions behind decisions, such as implicit stereotypes. 3. ORGANIZATIONAL: Companies can create a decision challenge team. CHANGING PROCESSES & STRUCTURES TO REDUCE BIAS IN DECISION MAKING Source: Diversity Matters, McKinsey 2015
  19. 19. 1. PEERS: HIGHLIGHTING THE POSITIVE ACHIEVEMENTS OF PEERS: This has been shown to be one of the most effective ways to influence people. A company could use internal statistics from other departments or business units that are more advanced in achieving DEI goals, as well as external data on highly regarded competitors. 2. REFLEXES: PRIME PEOPLE WITH IMAGES & WORDS THAT DISCOURAGE BIASES: Companies can use priming techniques strategically to reduce bias, for example by displaying pictures of powerful & well-known women in traditionally male-dominated workspaces. 3. ORIGIN: MAKE SURE THAT DIVERSITY MESSAGES COME FROM TRUSTED OPINION LEADERS: Within the organization, whether they are line workers or managers, rather than from a diversity group that may be seen as an outsider. APPLYING BEHAVIORAL ECONOMICS PRINICPLES TO DEI EFFORTS Source: Diversity Matters, McKinsey 2015
  20. 20. To really get a feel for the company’s culture and inclusiveness, you can’t rely on potential red flags to just reveal themselves. Ask intentional questions, too. Here are a few to get you started — and FYI, these questions should be a green flag to a really inclusive employer that you’ll be a fully participatory, company-minded employee. • How do you create an inclusive environment? • What are your core values? • Do people at this company ever include their pronouns when they introduce themselves? How might they react if I included mine? • Do you have any employee resource groups? What are they doing to make a difference here? • How do you make people feel included in meetings? What happens when someone gets interrupted? More than any single answer, though, the most important thing to listen to is your gut. If something feels off, even if you can’t put your finger on exactly what or why, trust your instincts. LOOKING FOR A NEW JOB? QUESTIONS TO ASK DURING YOUR INTERVIEW
  21. 21. WORKPLACE OF THE FUTURE: SPACE FOR EVERYONE ”Inclusion is not a matter of political correctness. It is the key to growth." -Jesse Jackson
  22. 22. THE IMPORTANCE OF DIVERSITY TO THE INCOMING GEN Z WORKFORCE "Gen Z consumers are mostly well educated about brands and the realities behind them. When they are not, they know how to access information and develop a point of view quickly. If a brand advertises diversity but lacks diversity within its own ranks, for example, that contradiction will be noticed." McKinsey , November 2018
  23. 23. For the first time in the modern age, we have five generations present in the workplace. From the Traditionalists born before 1945 all the way up until Gen Z, the generational diversity present in most companies can create a wide range of challenges. Having a multigenerational workforce can, and should, be a distinct advantage for companies today. The wide range of ideas and knowledge from a broad group of people can actually serve the company well, and help employees excel in their work. Forbes, 2017
  24. 24. Flexible + prepared Thoughtful about what they want More “traditional” Human element In-person communication Worries: skills being underutilized + not advancing fast enough Feedback is a driver Stepping up to leadership Connection more frequent Motivation of belonging Meritocracy-driven Worries: building confidence in “soft skills” How you learned will NOT be how they learn Share interpersonal + leadership lessons (tell stories don’t talk at) Shift priorities from bottom line to experiences, environment, society Shift to talent-driven strategy (people allocation is as powerful as financial allocation) MULTIGENERATIONAL EMPLOYEE TRAITS & COLLABORATION X+B ZY
  25. 25. KEY FOCUS AREAS • Lead through complexity & ambiguity • Lead through influence • Manage employees remotely • Creativity & problem solving • Socially & emotionally intelligent (i.e., sensitivity, patience, cooperation, tact) • Novel/adaptive thinking • Sense-making, work to understand & build insights • Teach employees how to be generalists • Give employees choice in their career journey DEVELOPING MILLENNIALS TO ATTRACT GEN Z
  26. 26. THE CASE FOR INCLUSIVE CULTURE, INCLUSIVE ORGANIZATIONS OUTPERFORM:
  27. 27. THE CASE FOR INCLUSIVE CULTURE, INCLUSIVE ORGANIZATIONS ARE:
  28. 28. Companies invest a lot in the external branding piece of DEI, but that needs to be coupled with making sure the folks who are already in your organization are brand advocates. The whisper network is real and it has a huge impact. Creating a great environment is an incredible recruiting tool that’s often underutilized. Make everyone want to stay and eager to recruit others. When you’ve built a culture of inclusion where people feel they belong, you can get an overshare of that underrepresented talent.
  29. 29. THOUGHT STARTERS OFFICE AND COMMUNITY WAYS OF WORKING • Reminding people about biases at key moments, such as before reviews & interviews. • Hire for passion, train for skills • Create multigenerational teams to maximize collective strengths • Add diversity requirements in RFP selections • Invite coworkers outside your team to coffee or lunch • Invite a diverse group to initial RFP brainstorming sessions • Feed your knowledgebase with diverse media • Attend community events that you where you have the opportunity to meet people from different backgrounds • Have an open and transparent culture so everyone feels comfortable sharing the good, bad, and the ugly. • Long-term goal should be each office reflect the diversity of the communities they’re in. And that looks different in different places • Invite younger coworkers to offer input in ongoing projects • Seek feedback from more experienced coworkers • Practice mentorship in the moment. We can all learn from each other • Allow employees to work from home • Provide employees with milestones and feedback • Fostering empathy and taking the side of the minority group by constantly asking, “How would I feel in this situation?” • When someone is recognized for an idea that someone else put forward earlier in the meeting, point out who shared the idea originally • Celebrate employee differences • Listen to employees – surveys, townhalls, 1:1 check-ins • Hold more effective & inclusive meetings • Provide learning resources for employees such as a DEI newsletter, local cultural events, or a small culture library
  30. 30. 1. Beyond Small Talk- New Year’s Resolution: Conduct a Passiveness Audit, Julie Pham 2. Awake to Woke to Work: Building a Race Equity Culture, ProInspire 3. Becoming an Anti-Racist Multicultural Organization, Crossroads Ministry 4. Confronting Racism is Not About the Needs and Feelings of White People, Ijeoma Oluo 5. White Supremacy Culture, Tema Okun and Kenneth Jones 6. Inclusion: Diversity, the New Workplace & the Will to Change, Jennifer Brown 7. 2019 SHE Index 8. Good Faith Recruiting Efforts 9. https://www.bcg.com/publications/2018/measuring-what-matters-gender-diversity.aspx 10. https://www.bcg.com/publications/2019/fixing-the-flawed-approach-to-diversity.aspx 11. https://qz.com/781404/women-at-the-white-house-have-started-using-the-simple-trick-of-amplification-to-get-heard-not-interrupted/ 12. https://blackcensus.org/ 13. https://www.gallup.com/workplace/236528/why-creating-organizational-change-hard.aspx 14. https://www2.deloitte.com/content/dam/insights/us/articles/4209_Diversity-and-inclusion-revolution/DI_Diversity-and-inclusion-revolution.pdf 15. https://medium.com/diversity-together/70-inclusive-language-principles-that-will-make-you-a-more-successful-recruiter-part-1-79b7342a0923 16. https://medium.com/diversity-together/70-inclusive-language-principles-that-will-make-you-a-more-successful-recruiter-part-2-eb0f5e4f6e80 17. https://www.thefemalequotient.com/the-modern-guide/ 18. https://www.thefemalequotient.com/wp-content/uploads/2019/09/MGTE-6.pdf 19. https://www.ellevest.com/magazine/career/company-culture-red-flags 20. https://www.shrm.org/hr-today/news/hr-magazine/0418/pages/6-steps-for-building-an-inclusive-workplace.aspx 21. https://www.linkedin.com/pulse/started-from-bottom-now-were-here-whole-team-taylor-she-her-hers-/ 22. https://firstround.com/review/eight-ways-to-make-your-dandi-efforts-less-talk-and-more-walk/ 23. https://www.nonprofitleadershipalliance.org/dei-resource-library 24. https://firstround.com/review/eight-ways-to-make-your-dandi-efforts-less-talk-and-more-walk/ 25. https://www.teachingforchange.org/wp-content/uploads/2012/08/ec_whiteracialidentity_english.pdf 26. https://www.bustle.com/p/10-books-about-race-to-read-instead-of-asking-a-person-of-color-to-explain-things-to-you-8548796 27. https://www.racialequityinstitute.com/resources-links/ 28. https://oeop.larc.nasa.gov/ergs/guidance-for-developing-effective-employee-resource-groups-ergs/ 29. https://www.talent-champions.com/ 30. The 1619 Project: https://pulitzercenter.org/sites/default/files/full_issue_of_the_1619_project.pdf 31. The 1619 Project Reading Guide: https://pulitzercenter.org/sites/default/files/reading_guide_for_the_1619_project_essays.pdf 32. https://podcasts.apple.com/us/podcast/will-to-change-uncovering-true-stories-diversity-inclusion/id1208603357 SOURCES & RESOURCES:
  31. 31. THANK YOU

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