PANEL: Prioritizing Inclusivity for a More Diverse, Equitable Culture

Enhancing Inclusivity Through Intersectionality

Every year, more organizations come to the realization that metrics, while important for analysis, cannot and should not be the focus of Diversity, Equity, Inclusion & Belonging (DEIB) initiatives. It is the latter three of those principles that create the sustainable framework, corporate culture, and welcoming atmosphere needed for a diverse workforce to thrive. This reality is an ongoing conversation within the Connex Community, and was the subject of a recent panel discussion led by some of our members – be sure to check out that dialogue in full HERE.

A section of that conversation centered on the ways in which panelists are broadening the scope of their DEIB initiatives, specifically with a focus on intersectionality. Coined by Professor Kimberlé Crenshaw in the late 90s, intersectionality is the idea that multiple forms of exclusion and inequality often overlap. For example, an examination of salaries in 2020 concluded that women only earn 83% for every dollar earned by men in comparable roles, while women of color are at an even greater disadvantage due to the compounding effects of gender and racial inequality; in the case of Black women that percentage drops to 64%, and in the case of Hispanic women it falls to 57%. As a result, addressing inequity requires a more comprehensive analysis and solution roadmap that accounts for and respects those complexities.

With that in mind, HR teams across the country are now looking to expand their concept of DEIB and better recognize a broader spectrum of employee groups, lifestyles, and needs.

Accommodating Neurodiversity & Mental Health

Many organizations are now specifically targeting and supporting neurodiversity, and for good reason. Beyond just the ethical imperatives of inclusivity, neurodiverse individuals bring a multitude of new perspectives, innovative ideas, and creative solutions to the table. Laying the groundwork to capitalize on that, however, takes more than just pledges and recognition. It’s estimated that 30-40% of neurodivergent adults – such as those with ADHD, autism, dyslexia, dyscalculia, and more – are unemployed, with estimates of unemployment among college-educated autistic individuals reaching as high as 85%. These individuals frequently fall through the cracks for a variety of reasons, including lack of attention to their unique lifestyle needs, lack of accommodations, and a lack of education for team leaders on how best to reach and leverage neurodiverse talent.

Creating a more an inclusive environment for neurodiverse individuals requires a thorough reassessment of core business processes and expectations, many of which fall directly under the umbrella of HR. Recruitment strategies, job listing designs, interview methodologies, and schedule flexibility can and should be reexamined through this lens. Remote and hybrid work arrangements often make it much easier for neurodiverse talent to reach an equilibrium with the business that respects their needs; when required on-site, flexible seating arrangements, quiet rooms for breaks, acceptance of noise-cancelling headphones, and more can all make a meaningful difference. There also exists valuable opportunities to pair neurodiverse talent with other high-performers and leaders through mentorships, giving both sides of the relationship a comfortable and more engaging way to learn and grow from one another.

Many of these same concepts can be likewise applied to employees grappling with mental health conditions, ensuring they have the acceptance and support they need. App-based mental wellbeing programs and expanded access to mental health benefits are both effective complements to traditional EAP programs. Some organizations have found success with on-site counseling services, while others have implemented mindfulness and stress reduction practices – such as mindfulness exercises – into their daily routines and meeting protocols. Alongside these benefits, some HR teams are introducing training programs to specifically educate managers on how to recognize mental health challenges, how to effectively support employees through them, and how to reframe their expectations and engagement strategies to be more accommodating to those with additional support needs.

Making Allies Advocates

One key evolution of corporate DEIB has been the inclusion, formalization, and recognition of allyship initiatives. These structured programs are designed to help bridge the gaps between employee groups, giving all individuals exposure to one another and helping them see what an inclusive environment looks like and how it’s beneficial. They often create new inroads for various employee groups, giving them access to and the recognition of key senior stakeholders who can make a difference in the day-to-day practices of the organization. Furthermore, allyship programs help prevent or lessen tension with change-averse individuals who may feel that DEIB isn’t “for them”.

“One thing we did,” explains panelist and CHRO Javier Evans, “is took one of our senior leaders and put him at the head of our African Heritage business resource group (BRG). He looked at me and said, ‘you know I’m a white male, right?’ And I assured him that it was because of that fact that this was an amazing opportunity for him to learn from this community first-hand. […] Leaders like him are not only communicating with the BRG they belong to, but taking what they learn back to their teams and incorporating those lessons into the business strategies they build.”

Fellow panelist and Director of Inclusion and Diversity Michelle Burgess concurs, arguing that allyship is a vital component of intersectionality and a vector by which DEIB can achieve its strategic goals: “If you want traction, you need the allyship of everyone. […] I realized how much time we spent on our employee resource groups, and how intersectional they were, so we then asked how we can leverage that to get allyship and advocacy embedded more broadly in the business. That’s when we shifted away from DEIB ‘activities’ and started focusing on education and awareness.”

Recruiting key stakeholders into allyship programs increases the likelihood that resources will be allocated appropriately to act on DEIB strategy. Furthermore, doing so makes DEIB more visible and broadly credible, especially when paired with workshops, education programs, and leadership skills development initiatives that provide practical methods for better navigating workplace diversity. Those same programs then provide a means of monitoring and assessing cultural competency throughout the talent pipeline, as well as a means of promoting inclusion as a core and highly visible value.

DEIB for All Ages

Organizations are increasingly recognizing the importance of age-related inclusivity and catering to employees across all of life’s many stages. Formal allyship and mentoring programs that facilitate cross-generational knowledge transfers are particularly powerful, not only as a means of safeguarding the talent pipeline against retirement-related knowledge loss, but as a way for younger employees to share their technological expertise with their older colleagues. These initiatives improve the flow of knowledge within the organization while fostering mutual respect and understanding among different age groups, helping bridge generational divides.

An age-based lens is being applied to benefits and workplace policies as well. As an example, flexible working arrangements, extended parental leave, and caregiving benefits can all make it easier for those starting families to be more truly present at work. Likewise, HR processes, job descriptions, and promotion guidelines can all be reexamined to ensure that no one age group is being unfairly harmed by unnecessary or biased expectations.

Lastly, creating programs that specifically support entry-level and late-career individuals can create a more inclusive environment while simultaneously addressing today’s talent shortfalls. Those early in their careers benefit from apprenticeship, internship, and mentorship programs, many of which can be created in partnership with local schools, colleges, and universities to cast a wide net and give back to the community. Meanwhile, flexible working arrangements and “unretirement” programs can provide a mutually beneficial alternative to those who have, or plan to, exit the organization.

The more time different generations spend working within the same organization and with each other, the more everyone benefits. Knowledge is the fundamental cornerstone of success, making it essential for businesses to create inclusive cultures that allow everyone to bring their unique perspectives to the workplace. In a similar vein, Connex membership provides HR leaders with opportunities to network with industry peers, to connect with an ever-growing online community, and to learn about one another’s best practices. For more information on the Connex Community, its library of industry insights, and exclusive calendar of upcoming events visit: https://www.connexpartners.com/connex-partners-become-a-member-hr