The Future of Work Exchange Podcast welcomes Rocki Howard, Chief Equity and Impact Officer at The Mom Project, to discuss the evolution of diversity and the role (and impact) of DE&I on the Future of Work movement.
In addition, this week’s podcast looks back on last month’s Future of Work Exchange LIVE event in Boston and chats about recent inflation news and its link to the volatile labor market.
Diversity, equity, and inclusion (DE&I) is a foundational element of the Future of Work movement. Inclusive workplace cultures, diverse workforces, and equitable treatment of talent are all critical attributes of successful organizations. Today on the Future of Work Exchange, we present an exclusive infographic, The Top Four DE&I Strategies in 2023.
Diversity, equity, and inclusion (DE&I) is widely regarded as a critical component of a Future of Work vision. It is an important initiative for enterprise and employee unification, engagement, and inclusion for workers of all backgrounds and demographics. Despite those positive intents, DE&I is under greater scrutiny from local and state governments that view such programs as part of a “woke” agenda. However, understanding its value and reward, enterprises across the U.S. continue to foster DE&I principles and integrate them into their recruitment and workforce engagement strategies.
With the current political and social polarization that exists, HR and managers must maintain the momentum of DE&I and further drive its criticality within the organization. Two areas that are extremely relevant today are unconscious bias and employee resource groups. The intent of addressing these two areas is to bring greater awareness to our own biases while recognizing the needs underserved employees in the enterprise who may be impacted by unconscious bias themselves.
The University of California San Francisco (UCSF) defines this concept as “Unconscious biases are social stereotypes about certain groups of people that individuals form outside their own conscious awareness. Everyone holds unconscious beliefs about various social and identity groups, and these biases stem from one’s tendency to organize social worlds by categorizing.”
One interesting aspect of unconscious bias that UCSF points out is that it’s “…far more prevalent than conscious prejudice and often incompatible with one’s conscious values.” This is an important statement for HR and managers because it means with engagement, employees can better recognize and quell unconscious bias in their own interactions.
Examples of different types of unconscious bias include affinity bias, confirmation bias, conformity bias, and gender bias. Lattice, a people management platform, says a few key approaches can help reduce the effects of unconscious bias.
The first employee resource group (ESG) was established by black employees at Xerox in the 1960s in response to high racial tensions in the workplace. An ESG is a voluntary, employee-led group with members who share similar interests or demographic characteristics.
According to an article from Great Place to Work, ESGs “… exist to provide support and help in personal or career development and to create a safe space where employees can bring their whole selves to the table. Allies may also be invited to join the ERG to support their colleagues.”
Great Place to Work says ESGs are effective in the workplace for several reasons.
A key factor in the success of an ESG is having an executive sponsor. Ceridian, a human capital management software company, says, “An executive and/or leadership sponsor can not only help to increase visibility, innovation, and awareness, but can also help align ERG activities with business goals. Additionally, commitments from senior leaders signal a wider, organizational commitment to improving diversity, equity, and inclusion practices.”
We live in a polarized world that has led to significant divides. The workplace is a melting pot of employees with many outside societal and political viewpoints that share a common goal: the success of the enterprise. DEI must remain a strategic priority for organizations to ensure that despite the societal divide, its inner walls are a place of cohesiveness, diversity, inclusion, and equality.
Amish Mehta, managing director and CEO for CRISIL, a global analytical company, summed up the importance of DE&I in his firm, “As a people-first organization, we are committed to equal treatment of, and opportunity for, all employees, irrespective of their background, orientation, and preferences. Diversity, Equality, and Inclusion are at the core of CRISIL’s value system,” Mehta says.
“We welcome skills and perspectives that help us serve our clients and communities better and enable us to create a sustainable, and diverse culture where everyone can be their best.”
As part of the Future of Work Exchange (FOWX), we host a regular podcast featuring coverage of industry news, software developments, Future of Work happenings, and, most importantly, conversations with industry thought leaders. Recently, our own Christopher J. Dwyer, architect of the Exchange and host of the Future of Work Exchange Podcast, had the tables turned on him: Afterhours, sponsored by Utmost and hosted by Neha Goel, the company’s vice president of marketing, featured Christopher as part of its Contingent Workforce Radio series.
Neha and Christopher discussed a variety of issues related to the state of talent and the future of work (click to listen to the full interview). This is an excerpt from that conversation. (Note that this excerpt has been edited for readability.)
Neha Goel: As we explore the human element in the workplace, let’s talk about another tenant of the Future of Work — empathetic leadership. Is this something you are seeing put into action? And can empathetic leadership be measured in a meaningful way?
Christopher J. Dwyer: Yes and no. I feel like there is an appointed effort. There is a very focused effort for leaders to be more deliberate in leading with empathy and leveraging conscious leadership tactics. But, I do not think many organizations have a handle on how to measure it.
That is where we need to go as business leaders. It is tough to measure something like that, however, because it is so qualitative. How do we know that we are doing the right things as leaders? Or how do we know that we are leading in the right way? How do we know that our employees are having a positive experience and that they feel safe and comfortable? Do they feel that they are part of an inclusive culture?
It circles back to the question of how to measure those things. NPS scores are not going to help. Informal surveys may give you some type of picture. This is the next big leadership challenge going into the second half of the year and into 2023. It can be difficult measuring not just empathy, but how cognizant you are of your leadership and its impact.
It is encouraging to see that more leaders are very conscious of their styles of leadership. But you still see many leaders who are not flexible and still rigid — the Elon Musk-type celebrity CEO who does not care about flexibility or employee feelings, and insists we need you in the office and you need to be part of the team. (Editor’s note: check out yesterday’s article on Malcolm Gladwell’s horrible take on remote work.)
We are so far past that. I have been saying for over two years that there is no way you can put a positive spin on a worldwide pandemic that has killed so many people. It has disrupted life so much. But if you were to take the positives of the fallout from the pandemic, there are many accelerants from the Future of Work angle that came to light.
You have remote work, the reliance on automation and tech, and the desire to be more data-led to gain a better understanding of where we are going as a business and how we are going to survive. But there is the other piece where leaders need to realize that they need to change their leadership style or risk losing workers.
“I am going to lose the talent that exists in my business, and I do not want that to happen.” I do see leaders doing it, but measuring it continues to be a challenge. I do not think many organizations have that figured out yet.
NG: That is fair. It would be fascinating to have you back in a few months and see potential progress.
CJD: Absolutely. I look at some of the most read articles on the Future of Work Exchange since we launched, and one of the top three articles is a piece on why empathy is the only way forward.
A reason it is one of the most popular pieces is that business leaders are interested in trying to hone their style to be more flexible, more empathetic, and more conscious in thinking about their workforce and their staff.
I remember the early days of the pandemic quite clearly. Memories of COVID-19 close contacts and quarantining, 14-day isolations, and kids unable to go to school. Neha, you have young kids, as I do. How disruptive was it to have kids at home for weeks and months at a time? And remote learning was not exactly a conducive way to learn for them (even though it’s a great way to work, haha).
Truly conscious leaders understood how difficult that was for their staff. And they were the ones who were offering flexible options or realizing that, “Hey, this person needs to sit with his or her daughter as she does second grade remotely. Yes, he or she is going to be offline for a couple of hours, but will be back in the afternoon.”
It is leaders who truly step into their workforce’s shoes and acknowledge what everyone is going through and recognizes the need to support them through this. Those are the leaders who are realizing their workforce is happier. They are more engaged. They know that we are here to support them.
I would love to come back in four or five months and say we have a couple of real-life cases we can share of how a business was able to measure its effectiveness. Did our profits go up? Did we have less turnover? I think those could be some of the early metrics to use.
The Future of Work movement thrives on many accelerants that range from advancements in talent acquisition to innovative tools and technology. However, the realm of humanity, wellness, and culture may be the most critical items in how work continues to evolve.
“Wellness” is often thrown around as a word that reflects healthy corporate “behavior” from the perspective(s) of the workforce (including extended talent), owed to a rise in business leadership’s greater understanding of empathy, inclusivity, and other aspects related to a better workplace. As the story goes, happier employees = more productive (and, hopefully, loyal) workers.
Although the Future of Work Exchange typically discusses how rigidity is the “anti-Future of Work” mindset, something as archaic as a desire for a business’ staff to be productive is absolutely one of those measures that is not bound by time or circumstance. That is, it’s always understandable that an executive remains focused on productivity; without this focus, the enterprise fails.
So why do we need to revisit wellness? Didn’t we just talk about this recently? Well, yes, we did. But that was nearly eight months ago, and, in a pandemic-led, economically-volatile, frenetic labor market-fueled world (both business and personal), the stakes have certainly changed.
A second straight quarter of the U.S. economic shrinking technically means that we’re entering a recession…even though it doesn’t necessarily feel like it. However, many organizations are already taking the steps to prepare for the worst, which means cut to the workforce and the linger specter of layoffs through the remainder of 2022.
And, oh yeah, there’s a still pandemic raging, along with a health emergency for monkeypox. Many, many individuals (as much as 2% or 3% of the total workforce, although that number could be lower or higher) could be suffering from “Long COVID” from past coronavirus infections, with the government still not defining how long-haulers can apply for and receive disability options.
These issues not only mean that wellness in the workplace becomes more important; it also translate into the need to reimagine how business leadership addresses and supports wellness in the wake of an evolving world:
Here’s a definition of “The Great Resignation” from old friend Wikipedia:
The Great Resignation, also known as the Big Quit, is an ongoing economic trend in which employees have voluntarily resigned from their jobs en masse, beginning in early 2021, primarily in the United States.
While I understand that Wikipedia is easily editable and can sometimes contain basic misinformation regarding history, politics, etc., what is represented in the above definition is unfortunately a common line of thinking in today’s frenetic world of business.
Even though aspects like “flexibility” and “remote work” are buried in that Wikipedia entry, the focus on economic thinking muddles The Great Resignation into a conversation around employees wanting more financial power as they traverse year three of the COVID-19 pandemic.
Remember, my friends, there’s a much clearer reason for this Big Quit, and it has little to do with money: it’s a “Talent Revolution,” and we’re all witnessing it first-hand as enterprises face staffing shortages, business leaders grapple with new models of working, and workers focus their energy on finding positions that bring value and purpose into their lives.
The Future of Work Exchange has been incredibly bullish about the Talent Revolution over the past few months, and rightfully so: placing the focus for tens of millions of voluntarily resignations squarely on economic factors misses the greater concept at hand…that the modern-day workforce has empowered themselves to transform the symbiotic links between “talent” and “employers,” all in the quest for more flexible, purposeful, and meaningful work.
Does The Great Resignation have economic consequences? Of course, let’s not kid ourselves. Staffing shortages are ravaging the financials of businesses, play a pivotal role in certain aspects of today’s inflation crisis, and, of course, contribute to product and supply chain disruptions across the world. (Also, as a side note: rising energy costs and fuel expenses are another complicated layer to the business arena today, as is the ongoing crisis in the Ukraine and its global financial and supply ramifications, as well.)
But these are consequences of a larger issue, one that has only been exacerbated by a global health crisis that has unfortunately shined a very, very bright light on the inequities and rigidity of today’s workplace and workforce structure. There is an underlying inequity in how workers are treated, how they are paid, how they are provided benefits, and how flexible their roles are considering the tremendous change in the world of talent and work over the last two years.
The Talent Revolution was always on its way; it’s unfortunate that it has resulted in an across-the-board, jarring “Big Quit” that has shaken the way businesses deal with extreme staffing shortages. However, there’s a reason equity, inclusion, better working conditions, and flexibility have become so critical: this is the power the workforce should have.
Every worker deserves a position that serves and aligns with his, her, or their purpose. Every worker deserves the flexibility to attend to personal and private needs and achieve a better work-life integration. And, every worker deserves equitable treatment, safe working conditions, and an inclusive culture that inspires them to thrive, think, speak, and innovate.
Around a decade ago, a firm I worked for brought in a foosball table to adorn an open space on one side of the office. On my infrequent trips to the company’s HQ (I spent the majority of my time working remotely), I was always encouraged by the hollers, laughs, and general positive vibes from the sales execs and research personnel engaged in competitive foosball tourneys.
I firmly remember interviewing a potential editorial candidate while one such tournament was occurring. “Seems like a fun place to work,” she noted as she looked past the conference room window at the smiles and laughs of my team members. “Sure is,” I said, before moving onto the next stage of the interview.
Ten years ago, a foosball table was enough to reflect a positive work culture to a potential employee. Today, it wouldn’t even come close to cutting it.
“Culture” must be considered a foundational element of the Future of Work movement, with business leaders doing all that they can to ensure that the enterprise comes across as being inclusive, positive, engaging, and a “destination workplace” that is alluring to candidates. “The Great Resignation,” as much as we may loathe the phrase, is a real and viable force that is actively pushing organizations to reimagine their talent acquisition strategies.
Even though culture was important before and during the pandemic, it takes on a different meaning today, considering that: 1) with the Omicron surge beginning to subside, business leaders are finally going to structure more in-office days for its workforce, 2) millions of workers, part of the “Talent Revolution,” are seeking more than just better compensation if they are going to return to work in 2022, and, 3) the harsh reality of talent retention today is this: it’s going to take a lot more for businesses to hang onto its top-tier talent throughout the coming months.
The following elements of culture prove why it’s such a critical piece of the Future of Work puzzle:
If you don’t know the story by now, here’s a quick recap from Mother Jones:
Earlier this week, former Miami Dolphins head coach Brian Flores filed a lawsuit accusing the league of “systemic racism” and identified examples of teams conducting “sham interviews” with Black coaching candidates without any intention of hiring them.
As evidence, he included text messages with New England Patriots coach Bill Belichick that seem to show Belichick congratulating Flores for winning the New York Giants coaching job days before Flores had even interviewed. In fact, Belichick had meant to text Brian Daboll, who would eventually be named coach. Roughly 70 percent of NFL players are Black, but the only Black head coach out of 32 teams is Pittsburgh’s Mike Tomlin.
There’s a little more to this story, including claims by Flores that he was offered $100,000 per game lost in the 2019 season in order to secure a higher draft pick. That issue, which may end up costing Dolphins owner Stephen Ross his franchise, is only a piece of this entire saga.
The bigger trouble at hand, of course, is this: the NFL has a HUGE diversity problem.
At the time of Flores’ suit, there was only a single Black coach in the NFL (Mike Tomlin of the Pittsburgh Steelers). Years ago, to boost the diversity profile of its coaching candidates, the NFL introduced the “Rooney Rule,” in which the league mandates that teams interview minority candidates for head coaching and senior-level football positions. This clearly has not worked to improve the diversity across the NFL’s coaching ranks.
The rule was adopted and mandated in 2003, when there three Black head coaches in the league. Today? There are three Black head coaches in the league. Something’s not right.
During last week’s Super Bowl media week, NFL Commissioner Roger Goodell stated that “a diverse workforce is a better workforce.” (Has he been reading the Future of Work Exchange?) Well, clearly, Goodell cannot be trusted to follow through on this statement, especially because he’s more known for needlessly aggressive punishment for naturally deflated footballs than he is for his track record on diversity.
Granted, the NFL is a different beast than the typical organization in the business arena. Interviews are publicly known, there’s always conjecture about who is going to move where, etc. However, when a multi-billion-dollar entity (not to mention America’s most-watched sport) cannot effectively leverage its vast resources to improve its diversity, equity, and inclusion (DE&I) goals, what type of example does that set for every other corporation?
DE&I has become perhaps the most critical non-technological component of the Future of Work movement. Nearly 84% of businesses today say they expect to develop a more inclusive workplace environment over the next 12 months, a statistic that accurately reflects just how important it is for an enterprise to prioritize how it handles diversity and diverse hiring.
The NFL has incredible resources at its disposal; it could easily develop a Chief Diversity Officer (which nearly 70% of businesses expect to implement within their ranks by the end of 2023) that is accountable to all 32 team owners, not to mention the fans and the media. It could create reskilling and upskilling opportunities for diverse coaching candidates to ensure that there is no excuse for passing over diverse talent when major positions are open. And, it should re-tool the Rooney Rule in a manner that moves away from incentives and pushes a better strategy (one of Flores’ issues, which is 100% on point, is that Rooney Rule-led interviews are often shams, as was his with the Giants and Broncos).
For businesses across the globe, this should be a wake-up call. DE&I should be top-of-mind for every organization; “The Great Resignation” is tearing apart the traditional measures of talent acquisition, leaving businesses scrambling to find top-tier skillsets and expertise. Diversity is a gateway into innovation and business progression, enabling organizations with a deeper, more robust community of hyper-qualified candidates that can drive better business outcomes. The “Talent Revolution” at hand dictates that enterprises do all that they can to become more attractive to workers…and that starts by building a diverse and inclusive workplace environment (and culture!).
The NFL’s Rooney Rule has been nothing but a “box-checker” for nearly two decades. The parallels with “diverse spend” goals are uncanny, aren’t they? This is why the NFL’s diversity issues should hit close to home for business leaders. The NFL needs to do more; that’s wildly apparent. And so don’t typical businesses, as well. Fast Company published a piece nearly a year after the George Floyd protests and found that while dozens of the world’s biggest tech companies collectively donated nearly $3.8 billion to charities, there was little movement on the actual change within their organizations; even though societal change was at the forefront of talent acquisition, diverse talent represented a tiny percentage of engineering or leadership roles.
Right now, it is feared that the NFL will take a similar approach and throw money at charity, spin these issues into marketing and communications fluff, and hope that everything blows over. For the business arena, leaders should take a much, much different approach: start truly investing in diverse talent, provide opportunities for growth and upskilling, and, most importantly, view DE&I as a true gateway to innovation, a deeper workforce, and better business outcomes.
[Today’s guest contribution was written by the team at Prosperix.]
Businesses often pride themselves on their diversity initiatives in the workplace, but the hidden danger of recruiting bias means limiting your candidate options during the hiring process. Maybe you don’t even know you’re doing it, but everyone has internal biases, whether consciously or unconsciously. Besides the most common bias that is already being tackled, like gender bias in hiring, the workplace is rife with unconscious bias, and since you aren’t aware of it, it’s hard to stamp out. It’s detrimental to both current and prospective employees, recruiters, and the companies themselves. Unconscious bias can inhibit diversity, recruitment efforts, promotions, and the retention rate in companies. For being an unknown factor, bias has a lot of harmful side effects.
Are You Guilty of These Common Biases?
The good news is that once you know about your own hidden biases, you can take steps to correct them with knowledge and training. This means that you won’t always be affected by them, or, if you are, at least to a lesser extent. What exactly are these biases that might be affecting your hiring decisions? Listed below are some of the more prevalent ones:
There are quite a few biases you need to be aware of which makes hiring an even more difficult process. As, you don’t even realize that you might be missing out on the best candidates when you believe your first impressions and take things at face value.
Tips to Overcome Unconscious Hiring Bias
Refine Job Descriptions
Different words attract different candidates. Hence, it is essential to choose the right words while writing job descriptions. Job descriptions act as a primary filter and can in fact influence both the hiring process and the candidate’s opinion of the business brand, even before they get into the interview. While writing your job descriptions pay attention to making them standardized, job role-specific, and inclusive of supporting all forms of diversity.
Use a Hiring Marketplace
Hiring Marketplaces offer businesses a wide variety of candidates to choose from, with varying sets of skills and diversities. An open marketplace encourages anyone to apply and helps remove intrinsic bias. Rather than scrutinizing a worker’s background, this model gets to the heart of what matters most: finding talent that performs and produces results at the highest level. Moreover, modern-day Hiring Marketplaces built using the latest technology help in bias-free candidate matching by using smart algorithms and assessments to objectively match the best candidates with the right skills and motivations to the relevant jobs.
Improve Interview Processes
While conducting an interview, it is important to stick to a structured process so that everyone answers the same standardized questions. This makes it easier to compare candidate abilities without being influenced by superficial traits. It is also helpful to ask behavioral questions to see how candidates have reacted in the past to assess possible future situations.
Additionally, try to have many pairs of eyes on the interview, either with a transcript or with a panel interview. You could even try to have live or recorded phone or video interviews so that more people can hear the candidate and weigh in on the matter.After conducting the interview, take a minute to see if you are dismissing or pushing forward a specific candidate. Is this action based on actual concrete data from their resume, skills test, or interview, or is it based on something else like a gut feeling or a physical characteristic? If it’s the latter, then you are being biased. Once you recognize a bias, you need to get back on track for an objective analysis. You need to train yourself out of making decisions based on superficial traits (appearance, culture, comfort level during the interview, etc.) and look deeper. If you still have issues, you need to ask better questions during the interview or look into interview training. You need to avoid making snap decisions since they are not the best way to hire someone. Don’t forget to test your conclusions. This is where reference checks come in. Always verify that the candidate is who and what they say they are.
Explore Digital Solutions to Curb Hiring Bias
Just as we can’t remove emotions from people, we can’t suppress their biases. However, by deploying the right digital workforce solutions, businesses can eliminate hiring biases to a great extent. Prosperix aims to help businesses identify and conquer all forms of hiring biases to onboard exceptional professionals — regardless of who they are or where they came from. Our solution is a combination of the latest technology catalyzed with our white glove MSP/VMS services that guarantee organizations the best hiring outcomes. We reinforce technology with active human curation to handpick and thoroughly vet candidates before presenting them to businesses. Since we are a certified tier 1 diverse supplier, all hires made through Prosperix’s VMS count towards tier 1 diversity spend, and our built-in AI makes hiring outstanding candidates easy, matching you to the most capable suppliers and candidates in real-time.
In 2022, diversity is no longer a “check-a-box” factor for many enterprises around the world; rather, it has become a cultural movement within business that emphasizes the depth of talent pools, talent communities, and talent networks without bias or barriers. The truth regarding diversity, equity, and inclusion (DE&I) is that direct sourcing programs (and contingent workforce management (CWM) programs) that are diverse tend to be more successful. If businesses can embed a spirit of inclusion within their direct sourcing processes and act in accordance with this mindset, they can broaden the existing talent landscape and improve upon it with new ideas and opportunity.
And, while established diversity programs previously existed in many enterprises, the events and civil unrest of the past two years drove many businesses to develop and communicate more purpose-driven goals, which are linked to societal, economic, technological, and sustainable shifts. To achieve these goals, a large number of businesses are trying to harness the power of a diverse workforce.
Using direct sourcing to hire diverse talent gives HR teams a direct ability to link purpose with DE&I efforts. For example, businesses can opt to tap into professional networks that were already designed for diverse workers from various backgrounds, cultures, and genders and link these to talent curation efforts. Direct sourcing initiatives can also benefit from “diversity automation” that is enabled from direct sourcing platforms that have partnerships and integrations with diverse job boards and networks. They can also offer anonymizing functionality that can hide specific information about different candidates.
Layering DE&I into direct sourcing is about changing behaviors and removing hiring barriers and unconscious bias from talent engagement and talent acquisition. Utilizing technology to help guide and enforce a new mindset can be extremely valuable and create awareness that the deepest talent pools are diverse talent pools.
Future of Work Exchange research finds that DE&I initiatives will be boosted with next-level intelligence over the next year-and-a-half. DE&I remains a critical piece of direct sourcing and talent acquisition overall. Today, roughly a quarter of all businesses utilize AI within direct sourcing for DE&I purposes (27% for worker diversity data and 24% for general diversity and inclusion insights). More than half of all enterprises plan to use AI to drive these initiatives over the next 18 months. Businesses that invest in developing AI-led data collection will be able to cast a wider net within the realm of diversity, capturing gender, culture, background, neurodiversity, etc. These insights can provide hiring managers and executives with the intelligence needed to monitor and improve DE&I initiatives.
Diversity, equity, and inclusion represent, perhaps, the most important of the “strategy-led” Future of Work tenets and deserve a rightful place in the pantheon of work optimization approaches. Diverse workforces, inclusive workplaces, and an overall environment of equity can pay massive dividends for businesses seeking to spark innovation within their total talent community, especially in an unsettled labor market that will see a hopeful end to the so-called “Great Resignation” in early 2022.
Reminder: Join WorkLLama, Ardent Partners, and the Future of Work Exchange this coming Thursday (12pm ET) for an exclusive webcast on “Direct Sourcing 2.0,” which will highlight how businesses can develop powerful, repeatable, and scalable direct sourcing processes to drive next-generation talent acquisition and recruitment strategies. Click here or on the image below to register.
