ReportWire

Tag: DEI

  • Some States Want to Ban DEI in Higher Ed. These States Want to Require It.

    Some States Want to Ban DEI in Higher Ed. These States Want to Require It.

    [ad_1]

    This academic year, public colleges in Washington state were required to provide training for faculty and staff on diversity, equity, inclusion, and anti-racism — a new mandate based on a 2021 state law.

    As colleges’ diversity efforts face possible bans in some states, lawmakers in others are doing the opposite: They’re aiming to affirm these programs through legislation.

    Proposals this year in Massachusetts, New York, and New Jersey present a striking contrast to what’s happening in states like South Carolina, where lawmakers have debated defunding diversity efforts, and Texas, where a handful of bills would ban critical race theory and prohibit diversity training, among other restrictions. A Chronicle analysis has found that at least 29 bills have been introduced in 17 states so far that would affect diversity, equity, and inclusion programs.

    Leah Hakkola, an associate professor at the University of Maine at Orono who studies diversity in higher education, said the legislative initiatives today are particularly polarizing.

    “Our country is more divisive than ever,” Hakkola said.

    In that environment, Hakkola said, legislation that promotes diversity, equity, and inclusion at public colleges is increasingly important. Most administrators understand that these efforts improve accessibility and foster innovation, she said.

    Massachusetts

    In Massachusetts, S.1973 would require every state and quasi-state agency — including the state’s 29 public colleges — to establish a senior-level position that has the title of director of diversity, equity, and inclusion.

    The bill was introduced by State Sen. Nick Collins, a Democrat. Collins’s office did not respond to a request for comment from The Chronicle.

    Hakkola said that some universities may find it helpful to have a director of diversity, equity, and inclusion, but she stressed that the burden of promoting diversity should be “collective” across administrators, departments, and the campus community as a whole.

    New Jersey

    In New Jersey, A3944 would require the state’s 33 public colleges to develop a faculty and student diversity plan.on second thought, let’s lose the hyphens that I added. This is the bill’s language./hl Each campus plan would have to establish diversity goals for increasing the recruitment and retention of students, faculty, and staff who represent diverse backgrounds; identify steps and metrics to monitor those goals; and create programming aimed at improving the campus climate for diversity. The bill would also require that an annual diversity report that includes enrollment, retention, and graduation rates be submitted to the state’s secretary of higher education.

    The bill was introduced by Assemblywoman Annette Quijano, a Democrat.sic Her office did not respond to a request for comment from The Chronicle.

    New York

    In New York, Senate Bill 1452 would require all 89 campuses in the State University of New York and City University of New York systems to establish courses in ethnic studies, women’s studies, and social justice. The legislation would also require students to complete at least one three-credit course in one of those disciplines to graduate.

    State Sen. James Sanders Jr., the Democrat who introduced the bill, said requiring students to complete such a course would deepen their understanding of prejudice — particularly as the country continues to grapple with the systemic inequities brought into sharp relief by the pandemic and the murder of George Floyd.

    “Racism is a major problem in New York and America,” Sanders said. “New York should go forward and not backward, like states that ban similar requirements.”

    Such a ban has surfaced as legislation in Florida, for example, where House Bill 999 would ban majors in gender studies, critical race theory, and intersectionality.

    Finding Common Ground

    While state law is one way to preserve the future of diversity, equity, and inclusion, Hakkola said, colleges looking to entrench these efforts could also consider rebranding by using more-inviting, low-risk language — like “intercultural sensitivity” or “intercultural competence.”

    Ultimately, Hakkola said, it is important for both skeptics and supporters of campus diversity efforts to find common ground.

    “This fighting will not necessarily come to a conclusion or some kind of compromise unless we are able to talk across our differences,” Hakkola said. “We just have to be open to those conversations.”

    [ad_2]

    Eva Surovell

    Source link

  • Here’s How a Lack of Inclusivity Can Create a Toxic Culture | Entrepreneur

    Here’s How a Lack of Inclusivity Can Create a Toxic Culture | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    MIT Sloan found that employee perception of company culture is ten times more predictive of attrition and turnover than compensation. The message from that research is clear: Employees don’t want to work in a toxic company culture.

    But what exactly is a toxic culture? Most of us tend to think of it as something so extreme that it couldn’t possibly describe our organization or us as leaders.

    However, one often-overlooked factor plays a bigger role than many suspect: inclusivity. Laura Wronski found that workers who are satisfied with their company’s efforts on DEI issues are actually happier with their jobs. A toxic culture, conversely, is often one in which employees don’t feel their voice is heard. In fact, more than half of the employees who left organizations during the recent Great Resignation did so for that reason.

    Clearly, inclusion is becoming a priority for employees. And it needs to be a priority for companies, too. We can’t hide our corporate culture anymore in this world of online reviews. If the candidates we’re trying to recruit are searching for information about our culture — and at least 70% are — they’ll quickly find it.

    Company culture is one of the most difficult things to change. Yet, effective change in the area of inclusivity is achievable for any company from startup to Fortune 500 … if they know where to start.

    Related: Why You Need to Become an Inclusive Leader (and How to Do It)

    Developing the skills for inclusivity

    As it turns out, two-thirds of all leaders hold an inaccurate view of their own inclusive leadership capabilities. This causes a myriad of problems.

    On one end of the spectrum, a third of leaders do not feel skilled in the area of inclusion, many of whom succumb to the temptation to do nothing. They’re afraid they might do more harm than good by stepping out of their comfort zone.

    Alternatively, they may want to be inclusive, but they don’t know where to start. Consequently, they may not prioritize inclusion in their own leadership approach, much less attempt to lead a company-wide effort. In such cases, well-designed learning and/or coaching can help them gain enough confidence in their own skills to begin taking steps that characterize an inclusive leadership style.

    However, a leader can’t address a lack of inclusivity in their organization if they don’t know it exists. Such is the case when there’s an “Inclusion Delusion.”

    Combatting the “Inclusion Delusion”

    The other third of those who hold an inaccurate view of their inclusive capabilities skew in the opposite direction, thinking they’re more inclusive than they really are, as rated by colleagues and reports.

    This is a complex phenomenon referred to as the “Inclusion Delusion,” where tendencies for leaders to over- or underestimate their inclusivity capabilities create perceptual vulnerabilities in how they see and express leadership. Similar to how the tendency to overestimate one’s driving skills can create trouble, this perception gap poses a barrier to companies in creating an inclusive culture. One reason for this is that leaders who see themselves as more inclusive than they really are may not recognize the impetus to change, improve or learn to behave differently.

    Closing this perception gap requires a healthy dose of self-awareness and input from others in the form of data. For some leaders, getting that data might be as simple as asking direct reports questions in one-on-one interviews, such as: “To what degree would you say we’re an inclusive work environment?”

    This, however, requires a high degree of trust and openness. If employees think the wrong answer might be held against them, they may not answer honestly, perpetuating the delusion. In that case, it might require a more formal evaluation or anonymized input, conducted internally or by a training partner.

    Related: How to Create a More Inclusive Workplace

    In devising such an evaluation, remember that inclusiveness is not an inborn trait — it’s a skill that can be grown and measured. In developing my own assessment method, I evolved the approach from one that asked “Am I inclusive or not?” to one that asks “What are my strengths and stretches when it comes to being an inclusive leader?” Then I broke that question down into granular behaviors that can be observed and mapped to specific competencies proven to move organizations toward an inclusive culture, such as:

    • Openness to divergent ideas, perspectives and processes

    • Flexibility to change opinions, plans or decisions based on those ideas

    • Curiosity to seek out the perspectives of many others, not simply a select few

    • Humility to acknowledge one’s limitations, vulnerabilities and tendencies

    • Active self-management of one’s biases

    • Empathy to seek to understand others’ thoughts, feelings and experiences

    An approach based on observed behaviors empowers leaders by taking them out of their own heads. It’s no longer about how much they may want to be inclusive or how inclusive they feel they are — it’s about how much others perceive that they are modeling inclusive behavior. And I find that by looking at inclusion through this lens of outward behavior, leaders are often a degree more self-critical. This, in turn, creates a highly effective opening for discussion, self-awareness and the leader in the driver’s seat of their own growth.

    Inclusion starts at top leadership

    I’ll write in future posts about how creating an inclusive culture involves addressing inclusion at various organizational levels. Suffice it to say, however, that none of it will make a difference if top leadership does not fully embrace inclusivity in their day-to-day interactions.

    And let’s be clear: Even those who aren’t in the “inclusion deluded” category still have perceptual vulnerabilities when it comes to inclusive leadership.

    To compound the challenge, organizations are not directly supporting leaders as much as they need to. Only 1 in 3 organizations as of 2021 were designing a strategy to develop inclusive leaders.

    Consequently, many leaders silently flounder as they attempt to increase inclusivity in their organizations. They may earnestly intend to be inclusive, but in leadership, it’s not our intentions that count — it’s our behavior.

    By following an assessment-based approach designed to help leaders identify their inclusivity perception gaps, along with a skills-based approach that allows them to develop inclusivity competencies (where they personally need them most), leaders can align their behaviors with their intentions. And in doing so, they lay the foundation for a truly inclusive culture within their organizations.

    Related: 4 Commitments All Inclusive Leaders Must Follow

    [ad_2]

    Rachel Cubas-Wilkinson

    Source link

  • DEI Stock Price | Douglas Emmett Inc. Stock Quote (U.S.: NYSE) | MarketWatch

    DEI Stock Price | Douglas Emmett Inc. Stock Quote (U.S.: NYSE) | MarketWatch

    [ad_1]

    Douglas Emmett Inc.

    Douglas Emmett, Inc. is a real estate investment trust, engages in the acquisition, development, ownership, and management of real estate properties. It operates through the following segments: Office, and Multifamily. The Office segment comprises rental of office space and other tenant services, including parking and storage space rental. The Multifamily segment includes rental of apartments and other tenant services, including parking and storage space rental. The company was founded on June 28, 2005, and is headquartered in Santa Monica, CA.

    [ad_2]

    Source link

  • Castle Connolly Releases Castle Connolly Top Black Doctors 2023

    Castle Connolly Releases Castle Connolly Top Black Doctors 2023

    [ad_1]

    Press Release
    –

    Feb 22, 2023


    NEW YORK, February 22, 2023 (Newswire.com)
    –
    Castle Connolly today announced the release of Castle Connolly Top Black Doctors 2023, the first time it has recognized exceptional black doctors in the Castle Connolly network. There are 114 doctors represented, across 20 states and 45 specialties. 

    The new distinction is part of Castle Connolly’s Diversity Equity and Inclusion (DEI) Initiative designed to honor top clinicians and enable patients to find Castle Connolly Top Doctors who have shared backgrounds and experiences. As part of this initiative, Castle Connolly surveyed its current Top Doctors (top 7% of physicians in the U.S., all nominated by peers), to share information about their race/ethnicity, gender and sexual identity. Additionally, Castle Connolly has updated its nomination process moving forward to include pertinent questions related to diversity. 

    “We know that patients want to connect with the best physicians in the country, and they want the best care. But they also might want to connect with physicians who are culturally similar to them,” said Dr. Jacqueline Jones, an associate professor of Clinical Otolaryngology at Weill Cornell Medical Center, managing partner of Park Avenue ENT, member, Castle Connolly Advisory Board and executive sponsor of the DEI Initiative. “That connection can be established on so many different levels – whether it’s by walking into a room and seeing someone who looks like you, or speaks the same language as you do, or having a doctor who understands where you came from and the cultural significance of your illness. Castle Connolly Top Black Doctors was created to honor the importance of this connection.”

    A new survey from Everyday Health and Castle Connolly that looks at what patients want most in their doctors showed variations by race. The survey involved 1,001 consumers and 277 healthcare professionals. Almost a third of white patients said their top priority was the ability to listen to questions and concerns, while this was the most important trait for just 20 percent of Black patients. Meanwhile, Black patients were nearly twice as likely as white patients to completely agree that they would be more comfortable and more likely to listen to advice from physicians who shared their race or ethnicity or sexual orientation. 

    “For patients, having access to a doctor with a similar background or shared experience can improve the quality of care and positively impact health outcomes,” said Steve Leibforth, Managing Director, Castle Connolly. “At Castle Connolly, we are committed to advancing DEI and to promoting and embracing our diversity. We are proud to recognize these leading top black doctors and encourage all consumers to do their research to ensure that they are receiving optimal care.” 

    All Castle Connolly Top Black Doctors are nominated by their peers, and then the Castle Connolly research team evaluates important criteria to determine who makes the list, including professional qualifications, education, hospital and faculty appointments, research leadership, professional reputation, disciplinary history, interpersonal skills and outcomes data (where available).

    In addition to Castle Connolly Top Black Doctors, Castle Connolly will launch other new recognitions in 2023, including:

    • Exceptional Women in Medicine (March)
    • Top Asian American and Pacific Islander (AAPI) Doctors (May)
    • Top LGBTQ+ Doctors (June)
    • Top Hispanic/Latin Doctors (September)

    About Castle Connolly

    With over 30 years’ experience researching, reviewing and selecting Top Doctors, Castle Connolly is a trusted and credible source. In fact, a study published in the Journal of Medical Research found that across several specialties evidence indicates that Castle Connolly’s peer-reviewed directory is methodologically more reliable than sites that just relied on patient reviews when it came to identifying quality care. Our mission is to help people find the best healthcare by connecting patients with best-in-class healthcare providers. For more information, visit https://www.castleconnolly.com.

    About Everyday Health Group

    The Everyday Health Group is a recognized leader in patient and provider education, attracting an engaged audience of over 76 million health consumers and over 890,000 U.S. practicing physicians and clinicians to its premier health and wellness digital properties. Our mission is to drive better clinical and health outcomes through decision-making informed by highly relevant information, data and analytics. We empower healthcare providers and consumers with trusted content and services delivered through the Everyday Health Group’s world-class brands. Everyday Health Group is a division of Ziff Davis, Inc. (NASDAQ: ZD).

    Source: Castle Connolly

    [ad_2]

    Source link

  • 5 Qualities of Black Excellence Overlooked in the Workplace

    5 Qualities of Black Excellence Overlooked in the Workplace

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    We live in a world where Black excellence is everywhere. Entrepreneurs like Oprah, Rihanna, Michael Jordan, Jay-Z and Beyonce dominate the airways, TV stations and retail outlets. Each of these stars entered the arena in different ways and all managed to embody Black excellence to grow their businesses to unimaginable heights.

    But why is it that excellent qualities revered in celebrities are so often overlooked — and sometimes even stifled — within everyday white and eurocentric workspaces? It doesn’t take a Diversity, Equity and Inclusion (DEI) expert like myself to tell you that Black employees get a bad rap at work. Racism, stereotypes, inequity and cultural clashes make it so that employers and coworkers alike may exclude, diminish and at times target Black workers while downplaying their excellent qualities.

    Despite the systemic reasons why some Black workers may retreat and lose their shine in the workplace, there are others who hone in on their excellent qualities, break through barriers and shoot for the moon. Today, we’ll discuss five qualities of Black excellence, how they are cultivated in Black communities and the myriad of ways they manifest in the workplace.

    Related: It’s Black History Month. Here’s How to Show Black Employees You Care.

    1. Black culture encourages building meaningful connections

    In many Black households, family and community are one and the same. One person’s grandmother is everyone’s grandmother and often holds the role of making sure no one is left behind, alone or without guidance. Black entrepreneurs coming from traditional Black households understand that building meaningful connections and looking out for one another is essential to survival.

    This shows up in the workplace as Black employees seeking to connect with individuals at varying levels of the organization, networking across departments, social statuses, races, genders and nationalities to build connections that feel reciprocal, meaningful and welcoming. Lifting others up, checking on them and making sure they’re included is a quality of Black excellence that eurocentric workplaces would be wise to recognize and value in their Black employees.

    2. Black culture cultivates creativity

    When all Black folks had was each other and the hope they would surpass the confines of slavery, Jim Crow and now the prison industrial complex, many folks cultivated a sense of creativity. Whether inventively using food scraps left by white plantation owners during the slavery era or making music and art during segregation, Black folks had to be creative to find upward mobility, bypass restrictions from the wider society and most importantly, survive.

    Black culture encourages us to see obstacles and find ways around them. We’re encouraged to find new opportunities, think outside of the box, and innovate on new solutions–even if the existing culture tries to stop us. Creativity could be the secret sauce to why so many Black entrepreneurs experience success.

    Related: Managing a Black Woman? Here’s How to Become Her Success Partner and Ally.

    3. Black culture invites joy and humor as resistance

    Despite all that’s happened to the Black diaspora, many people still find a reason to smile and find joy. Instead of weeping and retreating into sadness, many of us had to find a way through the most difficult parts of our lives and cultivate an inner strength that showed up as joy, humor, and wit.

    This isn’t simply a sign of someone who enjoys humor, but someone who is resilient in the face of difficulty and who can turn a hard situation into something joyful. Some who experience trauma in the workplace may exemplify anger, hatred or sadness. But facing triggers and difficulties with satire, improvisation or wordplay to create a humor-filled moment and create something positive is a soft skill that should be recognized in more Black employees.

    4. Black culture calls for fairness

    The vast majority of folks calling out workplace racism or inequality are people of color, in particular Black folks. Many Black individuals have had to collectively fight for their rights which produced a sense of righteousness and justice-mindedness that’s pervasive throughout the Black culture.

    In the workplace, a passion for fairness can look like speaking up when a biased comment is spoken. It can also look like holding leadership accountable for implementing programming and initiatives equally amongst all employees.

    Black workers are often passionate and vocal about fairness because it was a necessity in our families and communities. This quality helps us advance diversity, equity, and inclusion (DEI) across communities, companies and workplaces.

    5. Black culture encourages people to project confidence

    “Keep your chin up” is a common phrase heard in Black households. The idea is to never let the dominant culture see you sweat. The goal was to work hard and project confidence even if you were feeling low. Freedom, safety, jobs and other opportunities may not always be available, but Black culture tells us to project confidence, stand tall and keep moving forward.

    At all levels of the organization, Black folks attempt to show pride in their work. They can strive for excellence in their corner of influence even if it’s not the most powerful position in the company. It can show up as being strong at work even if things in one’s personal life are not in great shape. Demonstrating resiliency and projecting confidence are qualities of Black excellence passed down through the generations and are deserving of recognition.

    Final thoughts

    Whether it’s Beyonce, Jay-Z, Michael Jordan or Oprah, all of the Black entrepreneurs we know and love have qualities rooted in Black culture. While all Black entrepreneurs are inherently gifted with qualities of Black excellence to one degree or another, some have yet to reach their full potential, while others have truly embraced and embodied them to break through barriers and skyrocket to success. Now is the time for conventional, white, and eurocentric workplaces to finally recognize the unique qualities that come from Black culture and lift up employees who exemplify these qualities.

    [ad_2]

    Nika White

    Source link

  • DeSantis’s Higher-Ed Push Just Got Bigger. Fresh Resistance Is Starting to Bubble Up.

    DeSantis’s Higher-Ed Push Just Got Bigger. Fresh Resistance Is Starting to Bubble Up.

    [ad_1]

    Standing at a podium labeled “Higher Education Reform,” Gov. Ron DeSantis of Florida on Tuesday announced a wide-ranging plan to shake up the state’s colleges. The plan includes a Western-civilizations-based core curriculum; greater authority for boards and college presidents to hire and fire even tenured faculty members; and other proposals that would, if enacted, encroach on the autonomy of the state’s public colleges.

    We are going to “eliminate all DEI and CRT bureaucracies in the state of Florida.”

    “We’re centering higher education on integrity of the academics, excellence, pursuit of truth, teaching kids to think for themselves, not trying to impose an orthodoxy,” DeSantis said during a news conference to announce the plan.

    “It’s re-establishing public control and public authority over the public universities,” Christopher F. Rufo, a conservative activist whom DeSantis recently appointed to one Florida college’s board, said during the same conference.

    DeSantis’s proposed higher-ed legislative package adds to his already aggressive posture toward higher education, which he has escalated in the new year. His actions in recent weeks, coupled with Tuesday’s announcement, stake out an expansive vision for state intervention at public colleges. If realized, it would leave few areas of the enterprise untouched by government regulation or scrutiny.

    Meanwhile, evidence of resistance is arising at at least one university after a month during which Florida’s Republican leaders suggested they might strip public campuses of their diversity efforts, curriculum on certain topics such as critical race theory, and health care for transgender students.

    DeSantis’s proposals include requiring that students at the colleges take certain core courses “grounded in actual history, the actual philosophy that has shaped Western civilization.” He also wants to allow certain recently established research centers at Florida International University, Florida State University, and the University of Florida to operate more independently. The centers were modeled after Princeton University’s James Madison Program in American Ideals and Institutions, DeSantis said, and he wants at least two of them to create K-12 curricula.

    Last year, the state passed a bill that allowed Florida’s Board of Governors to require professors to go through post-tenure review every five years. On Tuesday, DeSantis proposed giving college presidents more power over faculty hiring and allowing presidents and boards of trustees to call for a post-tenure review of a faculty member “at any time with cause.”

    The governor said he would recommend the legislature set aside $100 million for the state universities to hire and retain faculty members. He recommended $15 million for recruiting students and faculty members to the New College of Florida, a small, public liberal-arts college whose governing board DeSantis recently overhauled with the appointment of six new members. One of the new trustees then wrote that he intended to see if it would be legally possible to fire everyone at the college and rehire only “those faculty, staff, and administration who fit in the new financial and business model.”

    “We are also going to eliminate all DEI and CRT bureaucracies in the state of Florida,” DeSantis said without specifying what “DEI and CRT bureaucracies” were. “No funding, and that will wither on the vine.”

    DeSantis presented eliminating diversity, equity, and inclusion projects as a way of saving wasted money, although a previous Chronicle analysis found that such projects make up 1 percent or less of the state universities’ budgets.

    Some evidence of fresh opposition to DeSantis’s broader agenda is emerging on Florida campuses.

    Last week, faculty-union leaders at four Florida universities criticized the governor’s recent maneuvers in a press release put out by the United Faculty of Florida, the umbrella union organization. DEI policies, programs, and courses help make campuses a place where everyone belongs, Liz Brown, president of the University of North Florida chapter, said in the release. “Because of the escalating attacks on these programs,” she said, “our best and brightest students are approaching faculty and asking if the classes they have elected to take will be canceled.”

    In January, Paul Renner, Florida’s Republican House Speaker, asked Florida colleges for a laundry list of DEI-related documents, including communications to or from DEI faculty committees regarding various topics. Renner defined communications expansively as “all written or electronic communications, including but not limited to emails, text messages, and social-media messages.”

    On Monday, the United Faculty of Florida told Florida Atlantic University’s interim provost that, in an attempt to comply with Renner’s directive, the university has asked some faculty members to turn over materials that go beyond the House speaker’s scope. FAU has also caused “confusion and panic” by telling professors that, “All records related to university business are public records, even if they are transmitted through personal devices, personal emails, or personal social-media accounts,” Cami Acceus, a UFF staff member, wrote to Michele Hawkins, the interim provost, in a letter obtained by The Chronicle.

    The applicable standard is not whether communications are “loosely, tangentially, or even closely related to university business,” Acceus wrote. It’s if those communications actually “transact” FAU business. She cited Florida statute and the state attorney general’s “Government-in-the-Sunshine” manual.

    Education is too important to our students, to the people of Florida, and to the future of our nation to be put at risk by political whim.

    “Understandably, FAU has an interest in protecting itself from legislative attacks and may even fear retribution if it does not respond zealously to the House,” Acceus said. “For these reasons, the university has cast its net wide to err on the side of overproducing records to the House of Representatives. Yet, it is not fair or just to faculty when FAU intrudes into their private lives, going beyond the scope of the record request at issue.”

    FAU must do a number of things to dispel the “hysteria” it has caused, Acceus wrote, including telling professors that the university is not seeking their personal communications “beyond the parameters articulated above.”

    The union is prepared to take legal action to prevent FAU from accessing faculty members’ personal information and documents in a way that’s prohibited by the Fourth Amendment, Acceus wrote.

    Hawkins did not reply to a request for comment from The Chronicle.

    Florida Atlantic’s faculty senate also adopted a full-throated defense of DEI efforts. These programs “are not the product of a ‘woke’ ideology,” reads the statement. Rather, “DEI is a student-success strategy. Moreover, it is a strategy that responds to student demand and expectation.” The document urges Florida’s elected leaders to “realize the damage these mischaracterizations and scare tactics” have wrought, both to the reputation of state institutions and to the morale of its educators. It calls on donors, business leaders, alumni, and citizens for their support.

    “Our message is clear: Education is too important to our students, to the people of Florida, and to the future of our nation to be put at risk by political whim.”

    The broad effort to expose diversity spending at the state’s universities is a marked shift. In October 2020, the state university system’s chancellor at the time co-authored a memo laying out the governing board’s commitments to DEI and its expectations that its universities would support that work. For one thing, the importance of having a senior-level university administrator who leads DEI-efforts “cannot be overstated,” says the memo. For another, universities should consider integrating DEI best practices into their curriculum, when appropriate.

    “Work on diversity, equity, and inclusion as strategic priorities must not be a ‘check the box and move on’ activity,” reads the memo. “To produce meaningful and sustainable outcomes, this challenging work will need to continue long after our urgent responses to the crises of 2020 are completed.”

    In an email on Tuesday, Michael V. Martin, president of Florida Gulf Coast University, told The Chronicle, “We intend to continue to follow that directive.”

    [ad_2]

    Francie Diep and Emma Pettit

    Source link

  • Why Age Is the Most Overlooked Piece of the Diversity Puzzle

    Why Age Is the Most Overlooked Piece of the Diversity Puzzle

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Generational diversity is diversity. Diversity is broader than just race and gender. We often oversimplify diversity to attributes we think we can see — like race and gender, yet the richness of diversity goes beyond our skin color and gender identities. Most attributes of diversity are fluid — gender, race, ethnicity and age — they can change over time or people may associate along a spectrum or identity with multiple categories within a dimension.

    Age is a fluid dimension of diversity as it’s constantly changing.

    Our workforce currently has four generations participating in it. Although there is no formal authority to define generations, generations are commonly defined by birth year:

    • Baby Boomer Generation: People ages 56 to 75 (born between 1946 and 1965)
    • Generation X: People ages 41 to 55 (born between 1966 and 1980)
    • Generation Y (millennials): People ages 25 to 40 (born between 1981 and 1996)
    • Generation Z: People ages 9 to 24 (born between 1997 and 2012)

    Related: Diversity Starts at the Top: Embrace Different Perspectives for Maximum Success

    Gen Z is the most diverse generation of all time

    Because Gen Z grew up in a time of peak immigration in the U.S., they had more exposure to other racial groups and ethnicities. They also grew up in a more welcoming and accepting environment for the LGBTQ+ community.

    Neurodiversity is also a key dimension of difference for Gen Z. Rates of diagnosis for autism, ADHD and other neurodivergence have increased significantly in recent years. With exposure comes a broader acceptance of differences. People have not changed; it is the awareness that has. For organizations that want to attract top talent, addressing the unique aspects of generational diversity is key.

    Gen Z expects inclusion

    In a recent study by Monster, 83% of Gen Z individuals stated an employer’s commitment to diversity and inclusion is significant when choosing where to work. Another poll found 75% of people in Gen Z said they’d reconsider applying to a company if they weren’t satisfied with their diversity and inclusion efforts. It is common for younger generations to ask about diversity efforts at organizations during the interview process. They want to know if it’s simply window dressing or if it’s authentic and is quick to decipher authenticity.

    Related: 6 Ways Multi-Generational Workforces Lead to Business Growth

    Age bias is the biggest area of bias

    According to Project Implicit, the most common bias people have is age. Most people have more positive associations with younger people than older people and 93% of older Americans have experienced age bias, one study said. As with many dimensions of difference, there are common stereotypes about age:

    • Older people are poorly skilled with technology (and younger are better)
    • Younger people are entitled (and older people work harder)
    • Older people are more conservative (and younger people are more liberal)

    These are just a few commonly held beliefs about people based on age. While biases and stereotypes can be rooted in some truth, it is important that we don’t apply a stereotype about a group of people to an individual. Here are some problematic ageist statements/actions with potential corrections:

    • Giving the social media project to a young person vs. Delegating the social media project to a person with the most expertise/passion, regardless of age.
    • “I don’t want to hire them because I am afraid they won’t work as hard” vs. “Let’s have objective criteria to determine fit rather than using outdated stereotypes.”
    • Thinking “I know who they voted for” based on their age vs. Getting to know the person and their beliefs.

    Related: Why You Need to Become an Inclusive Leader (and How to Do It)

    One of the biggest challenges with ageism is that we have a primal fear of getting old. We discriminate against our older selves. In Ashton Applewhite’s Ted Talk, they discuss why we fear getting old and how the stigma of being “old” manifests itself in our culture. This fear can lead to unhelpful behaviors that discriminate against older employees.

    In fact, ageism does not make sense. Most research shows that we are the happiest at the beginning and end of life given the data on the U Curve of Happiness. Happiness bottoms out in the mid-40s and often increases with age. Coupled with research on Blue Zones, studies find having a strong community as you age has the biggest influence on longevity.

    Ageism is real. It’s often the biggest source of bias. Let’s be careful not to be biased against our younger, current or older versions of ourselves. As conversations on diversity and inclusion continue, expect them to intensify with Gen Z demanding more diverse representation and inclusive behavior in organizations. If generational diversity is not addressed, organizations stand to lose out as younger generations vote with their dollars and feet.

    Generational differences are a part of the diversity conversation, yet often overlooked or not included. By including generational diversity in the overall diversity, equity and inclusion conversation you bring more human experiences and potential allies into the work.

    [ad_2]

    Julie Kratz

    Source link

  • 10 Ideas to Drive Your DEI Initiatives in 2023

    10 Ideas to Drive Your DEI Initiatives in 2023

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    The new year brings new ideas. Following the tumultuous years of 2020 and 2021 where we saw surges in diversity, equity and inclusion (DEI) efforts at organizations, 2022 saw a slight decline in activity.

    Compare with younger workers under age 35 considering a new job, 80% say that DEI is very or somewhat important, which is 20% higher than past generations. The workforce and customers of the future want more action from organizations.

    2023 comes with renewed energy with headwinds of burnout and slow systemic change. Consider these ideas to drive DEI more at your organization.

    Related: How to Promote Diversity, Equity and Inclusion in Your Workplace

    1. Discuss power and privilege

    The “P” word can be daunting to discuss, yet it is essential to understand to understanding DEI and the power of allies. Privilege is a chance to be an ally for someone different from yourself. It does not mean you are a bad person or that you did not work hard for your accomplishments, it simply means the hardships you faced did not have to do with a part of your identity (race, gender, LGBTQ+, age, disability, etc.)

    All humans experience challenges, it is important to know that some identities experience more challenges based on factors outside of their control. Our favorite way to introduce this is through a privileged activity with statements where people can identify and learn more about their unique privileges as a positive source of power to help others.

    2. Broaden diversity beyond race and gender

    Too often, DEI programs are solely focused on race and gender and alienate the majority group (white men) that feel they are not a part of DEI. When we bring in more layers of identity — neurodiversity, mental health, LGBTQ+, disability, age, social class, education, housing, body size and more — we engage more potential allies in the conversation. We also see the benefits of diversity more clearly when unique perspectives are welcomed and listened to leading to higher rates of innovation and better business outcomes.

    3. Include neurodiversity

    An estimated 15-20% of people worldwide identify as neurodiverse. Neurodiversity could include ADHD, autism or Asperger’s and many more diagnoses. Neurodiversity means cognitive differences where people’s brains work differently than those that identify as neurotypical. Including neurodiversity in DEI work helps maximize the full diversity of the workforce, especially younger people that have higher rates of diagnosis and awareness.

    Related: 6 Ways to Lead on Neurodiversity in the Workplace

    4. Try bite-sized DEI efforts

    Many well-intentioned organizations jumped into DEI work in 2020, only to find out that it is a long game. Centuries of inequality will not be solved overnight or even in our lifetimes.

    Breaking DEI into smaller chunks of learning, communications and experiences threaded over time creates a more lasting impact. Some examples are regular communications, training, guest speakers and leadership discussions — essentially putting DEI wherever important topics are communicated on a regular basis.

    5. Measure DEI

    Without knowing the baseline, it is hard to know where to start or how to show the ROI of DEI. Consider a validated survey approach, combing through pay data, demographic and employee engagement data or focus groups or listening sessions to determine the current state, problems and opportunities.

    6. Ensure you have full leadership engagement

    Without leadership’s full commitment to DEI, it does not work. That means that all leaders at all levels of the organization need to be well-versed in DEI issues and ready to engage in conversations on a regular basis. Most people leaders feel ill-prepared to discuss issues of diversity and avoid participating as a result. This can be achieved through leadership retreats, ongoing DEI topics on existing agendas or book discussions on key topics.

    Related: Diversity, Equity and Inclusion Initiatives Are Incomplete Without This Essential Dimension

    7. Use inclusive language

    One of the biggest opportunities for teams is to know how to surface issues with DEI without othering or offending someone unintentionally. Having go-to phrases to call people in with helpful language to say about issues with race, gender, disability and LGBTQ+ is key. People want to know what to say and not say so they can be better. There are many helpful training programs that can help and everyday communications and reminders help nudge people toward more inclusion.

    8. Implement intersectionality

    Kimberle Crenshaw coined the terms over 30 years ago and many still do not fully understand the concept. For example, women of color or those with disabilities who are also gay experience not one form of diversity — they experience multiple dimensions simultaneously. It is impossible to be a woman one moment and a person of color another moment. Discussing these intersections during Black History Month, Women’s History Month and Pride Month (and all year) is important.

    9. Address burnout sooner than later

    People in marginalized communities are more likely to experience burnout and are exiting the workforce at higher levels. The major causes of burnout are unsustainable workloads, perceived lack of control, insufficient rewards for effort, lack of a supportive community, and lack of fairness or mismatched values and skills. This can be addressed by freeing up time for DEI work, compensating people for leading DEI work in addition to their day jobs and making DEI a part of performance management.

    10. Take accountability for toxic behavior

    Toxic workplace culture is the leading cause of negative attrition. If the “always on” ideal or traditional worker model continues to be rewarded even when the employee’s behavior is toxic, that signals that DEI is a nice to have, not a must-have. Having toxic employees on the team disrupts the team dynamic and lowers the psychological safety necessary to drive DEI.

    There are many more DEI issues than these, yet these ideas are intended to be a starting point. Consider sharing them as a team, brainstorming other ideas and prioritizing a few to focus on for 2023. DEI is a long game — one that requires nudges along the way. By continuing to emphasize the importance and commitment to DEI, organizations achieve more.

    [ad_2]

    Julie Kratz

    Source link

  • The 3 DEI Lessons That Dr. Martin Luther King Jr. Can Teach Us Today

    The 3 DEI Lessons That Dr. Martin Luther King Jr. Can Teach Us Today

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    It’s been more than 50 years since Dr. Martin Luther King Jr. passed away. At the young age of 39, he managed to change the entire course of American history, from his influence as a pastor to his on-the-ground presence as a civil rights activist. Dr. King made the United States a more inclusive and equitable place not just for Black Americans but for all Americans. However, Dr. King’s success wouldn’t have been possible without courage, consistency and community.

    These are the three C’s that we as entrepreneurs can use as guiding principles in our work toward diversity, equity, and inclusion (DEI). What can Dr. King teach us about courage, consistency and community – even in the face of resistance? Times have changed but the lessons live on. Here’s how the three C’s can help you progress DEI in your workplace.

    1. Choose courage over comfort

    The 1960s were a difficult time for people of color. Forced segregation, domestic servitude and limitations on what people of color were able to accomplish were solidly in place. Despite the pain and trauma this period caused so many people, those in power found plenty of reasons to leave the system in place.

    Comfort can be paralyzing. Comfort can preserve the status quo so that a particular situation remains unchanged. Traditions and practices continue simply because “we’re used to them” or “it’s how things have always been.” It takes courage to see the other side, challenge the status quo and say, “We want change.” Dr. King demonstrated to us what it means to choose courage over comfort.

    Dr. King once said, “We are not makers of history. We are made by history.” The history of enslavement, segregation and the demoralization of Black people in America inspired a new dawn of leaders who were ready to tell a different story — a story of freedom, resiliency and courage.

    Nowadays, some of us in the business world can be risk-averse when it comes to creating change. We don’t want to “switch it up” because having an all-white leadership team or having no women or minorities in the executive suite is how “things have always been.” How courageous would it be to implement Dr. King’s approach of choosing to speak up, having courageous conversations and pushing the envelope even when the larger group is resistant?

    As leaders, how can we start conversations with those least affected by pay gaps, missed advancement opportunities, and racial inequality? What can we do today to be courageous in DEI? These are the questions that can help guide your progress in DEI.

    Related: Here’s How to Have the Most Powerful DEI Conversations

    2. Consistency is key

    As a DEI consultant who’s been doing this work for decades, I’ve noticed a desire in people to have instant gratification with their DEI efforts. They invite me to speak or host a workshop in their workplace and they expect an instant change in their employees and culture.

    If the instant gratification isn’t there, people jump ship quickly on their DEI efforts. It can feel frustrating to not get fast results in days or weeks. However, DEI is a journey, not a destination, and continuing to move forward is the key to getting lasting results.

    Dr. King once said, “If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.” When it comes to DEI, the work becomes more rewarding as you move forward. As you remain consistent, patient and committed, you will notice a slow but steady change in individuals, cultures and workplaces.

    While organizational change can take years, consistency is something you can commit to now to ensure incremental change happens sooner. Dr. King knew that, and despite years of defeats on a personal, professional and societal level, he remained committed and consistent with his pursuit of advancing civil rights.

    Dr. King said, “Change does not roll in on the wheels of inevitability, but comes through continuous struggle.” Being consistent with your DEI efforts will pay dividends. But giving up too soon or losing steam can negatively affect your business’ DEI progress.

    Related: 3 Important Leadership Lessons From Dr. Martin Luther King, Jr.

    3. Build energy with community

    Dr. King knew how to speak to the Black population and get them on board with civil rights. But what about the white folks or those less affected by civil rights advancements? How was he able to advance his agenda to give Black people civil liberties while getting white folks on board?

    It would have been impossible to advance civil rights in the 1960s without the allyship and comradery of people from all walks of life. Dr. King knew connecting across lines of race and gender to unite folks under a common mission was the key to advancing civil liberties.

    We can learn a lot from Dr. King about how reaching across gender, race, age and class can help make the workplace more inclusive, diverse and equitable. Dr. King taught us that finding allies and utilizing each person’s influence and skillset for the betterment of the movement is an effective way to drive change.

    If you want to advance DEI in the workplace, bravely reach across and get a privileged executive team member to join you, then invite people across different departments, and be sure to include those most impacted.

    The more diverse, wide-reaching, and inclusive your community is, the more likely you are to be able to advance DEI at all levels of the organization, just like Dr. King did in the civil rights movement.

    Related: How Brands Can Go From Performative Allyship to Actual Allies

    Dr. King gave us the tools, now we have to use them

    Dr. King gave us the three C’s before he passed: courage, consistency and community. They are proven and effective tools for advancing DEI in society and the workplace. Now is the time to implement them and carry your DEI efforts further than they’ve ever gone before. There will always be resistance to change. We saw it in the 1960s and we see it now in the 2020s. However, change only comes when a brave group of people can build alliances, get organized and consistently work toward their DEI goals.

    [ad_2]

    Nika White

    Source link

  • 4 Commitments All Inclusive Leaders Must Follow

    4 Commitments All Inclusive Leaders Must Follow

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    2022 was the first year of Diversity, Equity and Inclusion accountability for inclusive leaders. Our future will be filled with increasing expectations from employees, customers and business partners, looking for us to step up and courageously respond to societal needs and problems across human differences. It won’t be easy, but it will be good.

    Let’s bring some substance into our learning of how to lead more inclusively. Here’s a deeper dive into four crucial concepts and skills for inclusive leaders in the coming year.

    1. Choose kindness over making others wrong

    I’m unsure when or why we permitted kindness to become a sign of fragility or ineffectiveness. We have a nauseating array of “leaders” who demonize people who disagree politically with them, call names, refuse to care and instead foment the pain of trans people. The examples of meanness and cruelty are simply too long to list. Kindness is often seen as a weakness in the workplace. There’s an epidemic of giving into the self-obsessed impulse to make ourselves right and make others wrong, almost for the insidious sport of it. That is a way to shred relationships. And we see massive malice on social media.

    Kindness is respecting another person’s dignity in ways that help them be happy, comforted, heard or whole.

    Inclusion can be defined in the same way. As an inclusive leader, how do you ensure that your colleagues know that you care about their psychological safety, day-to-day struggles and ambitions? Choose kindness and equip others to be alright, not wrong. Prioritize relationships.

    Related: Why Kindness Is A Crucial Quality For Leaders

    2. Commit to evidence-based decision making

    Inclusive leaders think critically, use credible data and make decisions on that basis. They include their teams and peers in decision-making. This is not an argument for cold-hearted objectivity — inclusive leaders take the complexity of human identities into account and seek to factor in the emotions of all involved. Evidence, facts, truth: whatever words you use, the idea is central for effective and inclusive leaders.

    Inclusive leaders must reject conspiracy-based opinions without evidence, excessively emotional pleas that are more about advocacy than the business you’re there to conduct or unending deliberations or analyses that claim to be ‘inclusive’ at the expense of actually making a good and timely decision.

    Diversity, equity and inclusion should be a source of rigor in your leadership work. Build a healthy definition of ‘evidence’ (and emotions are one kind of evidence), and stay in the game by making inclusive decisions.

    3. Center the future on realities from the past

    This is not a complicated point: we cannot prepare ourselves and our children for the future if we are afraid of our collective past. No committed inclusive leader will accept a law, a policy or a practice to censor history because it makes someone uncomfortable. We need to say this plainly: it’s pure fear and unproductive denial to pass laws that “protect white people from discomfort” when solving the ongoing impacts of racism or antisemitism, or homophobia.

    Such a stance stifles learning, refuses to prepare all our children for the multiracial and otherwise diverse reality of the world we already live in, and directly supports the forms of systemic bias that real patriots fight every day. Suppose your school district or government has passed such laws or policies as an inclusive leader. In that case, you should consider how to change such decisions with powerful education and insistent kindness.

    Related: Don’t Let Fear Conquer Your Greatness

    4. Champion demography as destiny

    The multicultural future has already arrived. Maybe even our families have evolved: babies of color have been the majority of children born for six years, and interracial marriages are now commonplace. Study the 2020 Census, and you will realize our population has been diversifying for generations. The identity mix of your customers and employees is completely profound right now. The way to learn about diversity is widening: neurodivergence, working across generations, navigating languages and cultures to grow globally, understanding the impact of spirituality and religious differences, etc.

    Demographics cause us to consider how our future is already here and coming close. And the elements of DEI will only expand ‘in the future.’ All this change is pushing on your business model: where you source product and talent, how you manage differences with customers and reach new ones, how you work with suppliers and regulators, how DEI equips you to measure what matters in your unit, why you invest in a market or a merger. Inclusive leaders engage demography, so we have the chance to thrive.

    These are some profound challenges for inclusive leaders in the coming years. I encourage you to pursue these Four C’s: choose kindness, commit to evidence-based decision-making, center a future on the realities of the past and champion demographics.

    And a final thought: leading with these challenges in view will help you mend and tend to family relationships during the holiday season and beyond. We can listen to build trust and practice inclusive leadership wherever we go.

    [ad_2]

    Chuck H. Shelton

    Source link

  • If You’re Struggling to Find Diverse Talent, Look at These 5 Areas

    If You’re Struggling to Find Diverse Talent, Look at These 5 Areas

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Recruiting and retaining talented employees from various backgrounds is important for many reasons. Diverse teams are likely to outperform their competitors in profitability. As well, your organization can better cater to diverse consumer needs while enhancing workforce innovation.

    Unfortunately, many organizations today experience difficulties in filling up their talent pipeline with talents of diverse backgrounds. This means that they are not able to meet their representation objectives nor experience the benefits of having a diverse and inclusive workforce.

    If your organization is facing a pipeline problem when it comes to hiring more diverse talents, it is essential to take corrective steps to resolve this issue. This article will discuss five areas to help you troubleshoot what might be causing the pipeline problem, and strategies to mitigate this.

    Related: Unconventional Ways to Source Diverse Talent

    1. Barriers and goals

    What is the representation goal for your organization? Perhaps your company may want to increase the percentage of women leaders within the C suite by a certain percentage or are looking to have more talents from under-represented backgrounds occupying senior leadership positions. The goal can be either quantitative or qualitative. Whatever your vision may be, the vision must be clear and have specific metrics associated with it.

    Once the company goal is clear, then move on to the individual experience. Underrepresented talents experience various barriers in their careers. Identify what barriers exist for your target groups. This could show up in ways such as not feeling supported by colleagues or opportunity gaps.

    Consider how these individual barriers will affect their career trajectory. Identifying any existing processes in the company can help to mitigate these barriers in the short term.

    Related: 4 Criteria Diverse Talents Use to Evaluate Their Prospective Employers

    2. Reconsider your talent-sourcing strategies

    What do your current talent-sourcing strategies look like? If you’re looking at your existing talent pipeline, where are your talents currently coming from? Do you feel that that is meeting the representation goal that you have at the organizational level? If you’re looking to have a different result and increase representation in your organization, you may need to reconsider your talent-sourcing strategies.

    If the company is not meeting its representation goals and are looking for more talents of under-represented backgrounds, then you can’t be doing the same thing that you have been doing before. There has to be some sort of a shift. Whether you are innovating the existing strategy jobs that are working very well or you’re trying something completely different, you have to be doing something different. This is not an exception when looking at your talent-sourcing strategy.

    So what does the sourcing strategy look like? It is imperative to understand that you cannot expect a different result if you’re doing the same thing as you have been doing before, so make sure that your sourcing strategy reflects that change somehow.

    Related: Struggling With Hiring Right Now? It’s Time To Go All-In on Diversity

    3. Interpretation of assessment criteria

    How are you currently evaluating and assessing candidates? You may already have a set method on how you evaluate and assess the candidates. But what if it is hindering your underrepresented talents from even applying? While the criteria stay the same when it comes to skills or experience, the interpretation will have to change.

    For example, when evaluating cultural fit, many companies evaluate the cultural fit based on shared personal interests. This can turn away talents coming from different backgrounds. So instead of similar personal interests, focus on evaluating from the shared professional values.

    If you are looking for diverse candidates, your criteria may have to shift to assess candidates from different perspectives. For example, instead of assessing cultural fit from shared interests, consider evaluating their professional values. Rather than focusing on specific tiered schools or grades, consider keeping it to a certain educational level or equivalent amount of professional experience in a specific business function.

    By shifting the interpretation of the assessment criteria itself, your recruitment team will be able to start evaluating diverse talents based on additional strengths they can bring to the table, rather than how similar they are to everyone else. This, in turn, will help with the number of applications that make it through the initial rounds of recruitment stages.

    Related: Hire Like a Diversity Expert: 5 Key Qualities of Inclusive Employees

    4. Interview to offer ratio

    Are people from diverse backgrounds even being interviewed in the first place? If the answer is no, the first three areas in this blog can be useful to troubleshoot this. However, if diverse candidates are being interviewed but no offers are being extended, that might be a symptom of a deeper issue.

    Consider recording the interviews for both training and transparency purposes. When you go back to the recordings, you will see things that stand out. Maybe a candidate may have been asked a question, even as an icebreaker, that wasn’t asked to other candidates. It could have been a different setting, or a candidate not being provided the accommodation that they requested.

    This is going to help you to pinpoint possibly why some of these talents were not even able to get to the final offer stage and determine from the strategic level, where the problem could be coming from.

    Related: Diversity and Inclusion Best Practices for Your Workforce

    5. Career trajectory

    Perhaps you have everything absolutely nailed down in terms of the strategic direction, sourcing strategies, a great interview-to-offer ratio and the candidates accepting the offer. However, retention or representation at the leadership levels could use more improvement. If this is the case, career trajectory should be examined.

    This is a long-term strategy where you will need to collect over the years to examine the trend. For example, if entry-level employees are leaving the company for another company that gave them a higher-level role, this could mean that they did not see the opportunity for growth. While if a senior team member comes in as a new leader and they depart, it may be that they were not feeling set up for success.

    Once you identify a clear pattern, go further into the records. What concerns did they bring up with their managers? Did anyone else who was managed by that manager experience a similar issue? Were there any indications? Use the data to better shape the career trajectory and experience.

    [ad_2]

    Clair Kim

    Source link

  • 6 Ways Employers Commit ‘Time Theft’ Against Minority Employees

    6 Ways Employers Commit ‘Time Theft’ Against Minority Employees

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Have you heard of the phrase “time theft“? If so, you may associate it with poor performance and work practices by employees at a company, like, for example, the employees who clock in early but only work part of the time. Or employees who extend their lunch break without telling a manager. The traditional definition of time theft is related to the modern “quiet quitting” movement in that it puts the focus of bad behavior on employees who “steal” time from businesses.

    But, have you thought about the myriad of ways employers steal time from employees — particularly those who are working towards diversity, equity and inclusion (DEI) in the workplace? Are there ways employers and others take time and energy away from employees working towards a more just and equitable workplace? In this article, we’ll flip the idea of time theft on its head and discuss six ways employees, who spend time working on DEI issues, are often uncompensated, overlooked and undervalued by businesses.

    1. It’s time theft when employees are asked to participate in DEI councils and working groups without compensation.

    I’m a huge advocate for DEI councils and employee resource groups (ERGs). They are great places for like-minded people to put their heads together and strategize on ways to tackle DEI issues in the workplace. However, when those councils and groups take hours away from workers every week, employees should be compensated for those hours.

    DEI councils and ERGs are not “extracurricular” activities that employees do for fun while away from their desks. It’s hard, business-oriented labor that drives progress. It’s time theft for employees to do the brainstorming, planning and execution work that’s beneficial to a business’s DEI plans while not getting fairly paid or recognized for it.

    Participation in councils and groups without proper compensation is stealing time from employees that could otherwise be used for their personal needs or to invest in other professional development opportunities.

    Related: Stop Expecting Marginalized Groups to Lead Diversity Efforts. It’s Time For Allies to Step Up and Put in the Work

    2. It’s time theft when employees are constantly working to get buy-in on DEI initiatives outside of working hours.

    The amount of labor employees spend on getting buy-in on DEI initiatives within an organization can be massive. Related to being on DEI councils and ERGs, it takes time and energy to attend events before and after work to get more people on board with a DEI strategy or find cross-departmental support. Time theft comes into play when employees are constantly having to sell, resell, reframe and reinvigorate their colleagues and leadership about an initiative that’s beneficial to the business.

    Employees who are passionate about DEI and have a fire to get buy-in on their initiatives spend so much time doing so that it eats into their bandwidth to accomplish other parts of their job. They need reliable support from other employees and leadership so that the burden doesn’t get saddled on the shoulders of a few.

    Time spent getting buy-in on DEI initiatives should be recognized and compensated. It should be acknowledged by leadership as an act that supports the company’s development. All employees, not just those personally impacted by DEI, should put in the effort to get buy-in for DEI projects.

    Related: 7 Ways Leaders Can Level Up Their DEI Workplace Strategy

    3. It’s time theft when leadership experiences analysis paralysis and keeps employees strung along without taking action.

    After participating on an unpaid DEI council, then having to run around getting people to sign onto an initiative with clear benefits for the business, some employees may get their hopes up by coming to leadership with a grand master plan. Leadership may ideologically appreciate the initiative, but it may take time to figure out how to implement it. Leaders may string along employees and tell them they’re working on it, but the result may be months of inaction and analysis paralysis.

    Businesses shouldn’t rush to implement DEI plans without the financial and logistical pieces figured out. However, many leaders get held up by having a lack of data and stall progress because they’re looking for more information before taking action. I believe in data but sometimes waiting for the perfect amount of information, even after a DEI council or ERG has provided plenty, can be a crutch that steals time from employees who have worked hard for an initiative and are waiting for action.

    If leadership is hearing the same messages calling for action on racial, gender, sexual orientation or disability issues in the workplace, stalling on the action while others wait for results is time theft.

    Related: Hybrid Work Could Affect Your Diversity, Equity and Inclusion Goals. Here’s How to Prepare for That.

    4. It’s time theft when employees from marginalized identities are constantly being asked to educate colleagues.

    Consistently tapping employees with marginalized identities to lead discussions or be spokespersons for entire groups is a theft of time and energy.

    When colleagues are attempting to be better allies, it requires them to put in personal work to become educated about the issues. Instead of doing the work on their own, they often rely on those impacted to educate them. It can feel exhausting and triggering for some employees to be educators while they’re experiencing their own challenges in the workplace. Using an employee’s time to answer questions that can be a part of one’s self-education is an inappropriate and problematic request.

    Employees and colleagues who are not occupying marginalized identities need to educate themselves and reduce the amount of time they spend asking those impacted to support them in their learning. It’s burdensome, exhausting and harmful to those who need to protect their peace and boundaries at work.

    5. It’s time theft when employers ask marginalized folks to share their “lived experiences” but gaslight those individuals when it’s time for action.

    It can be incredibly frustrating for employees with marginalized identities to share their experiences and not be heard or taken seriously. Leadership may ask certain groups to share their lived experiences with the hope of finding an opportunity to create a DEI initiative that supports them. While that’s a good intention, when those individuals speak up and others discredit or gaslight them about their experiences, it can feel dismissive and like a waste of time.

    When employers request information from marginalized folks, it needs to be serious and focused on solutions. When folks share their experiences with trauma, discrimination and social inequities at work, it’s important to believe their stories. When leadership asks for this information and then pulls employees with marginalized identities into conference rooms to discuss it, discrediting, doubting or denying their experiences is disrespectful and time theft.

    Related: Here’s How to Have the Most Powerful DEI Conversations

    6. It’s time theft when leadership encourages marginalized folks to work harder for advancement opportunities and then overlooks them for promotions.

    Many marginalized groups are familiar with the phrase, “you have to work twice as hard to get half of what others have.” This can be absolutely true in the workplace. Many marginalized folks who are on the promotion track can be told by their managers, “if you work harder” or “if you take on this project” you may be better positioned for a promotion. Perhaps the employee jumps through all the hoops and completes their work with flying colors, but when it’s promotion time, they’re overlooked while someone who’s “in” with leadership gets the nod.

    As much as DEI practitioners try to even the playing field, we know that promotions and advancements are still bottled necked by those who are tight with leadership or represent the stereotypical recipient of promotions.

    Too often, people who are a part of underrepresented groups are not considered for opportunities despite their hard work, above-average performance or consistency. It’s time theft to convince employees with marginalized identities to pour more time and energy into their work only to be left without recognition or reward. Women and people of color are often the first to volunteer to work harder but too often the last to get promoted.

    Final thoughts

    Time theft is a real issue for marginalized folks and those who are passionate about the work of DEI. Creating a more inclusive, diverse and equitable workplace can be seen as a “voluntary” or “extracurricular” activity that doesn’t need compensation. However, organizations need to reframe this work as business-critical and essential for growth and longevity.

    Everyone should be involved in advocating for DEI and promoting its presence in the workplace. This shouldn’t sit on the shoulders of a few employees who occupy marginalized identities. If DEI were more integral in an organization’s work, there would be more of a push for self-education, fair compensation and equal opportunity for advancement.

    Time theft occurs when groups, who are marginalized, overlooked and underappreciated have to carry the weight of educating, getting buy-in, leading and still surviving inequality in the workplace. It’s not fair for the burden to be carried by them alone without financial compensation or action taken by the leadership. It’s time to invest in DEI, to make it an integral part of a business’s values and to honor and give back the time and energy employees have spent by implementing their plans and taking action.

    [ad_2]

    Nika White

    Source link

  • Five Strategies For Creating A Future-Ready Workforce

    Five Strategies For Creating A Future-Ready Workforce

    [ad_1]

    What do all winning business strategies have in common? A solid workforce strategy; after all, it takes talent to execute business strategy. A recent PWC report suggests that four forces shape workforce strategy. And each of these forces points directly to one thing–talent management.

    PWC maintains that these four forces—specialization, scarcity, rivalry and humanity —are at the heart of everything a company is and does. And together, they create a framework weaving together business and workforce strategy, culture and technology.

    The Four Forces

    Specialization is understanding current and future talent needs and ensuring the acquisition and development needed to deliver.

    Scarcity is similar as it reflects the lack of, or the competition for, talent and opportunity.

    Rivalry reflects engaging and leveraging talent to increase performance and business success across the industry.

    Humanity is the earnest effort to connect with talent in a way that appeals to humanitarian interests and the greater good.

    If business success boils down to these four forces, all of which focus on talent, what must companies do to create a future-ready workforce?

    They must attract, retain and engage talent.

    Five Strategies for a Future-Ready Workforce

    1. Put employees first. Do this by understanding what they value and want from their work experience. And the best way to know that is by asking–not just once, but repeatedly. Ask candidates while they are interviewing. Ask new employees again during onboarding. Have mentors, managers and colleagues ask of themselves and each other. Doing so shows caring and builds trust, and trust is critical when it comes to employee surveys requesting open and honest feedback. Employees who are practiced at asking and answering questions around values and what they expect from their workplace will find it easier to provide meaningful answers. And, with feedback, leaders can strategize on delivering meaningful responses that connect with employee values.
    2. Invest in talent. Building on understanding what an employee wants from their work experience means understanding how they want to develop personally and professionally. The PWC report suggests leaders create paths for relevant learning and development. Know how to identify candidates without bias for upskilling. Finally, PWC suggests knowing how to organize, structure and incentivize an increasingly specialized workforce to come together and deliver better customer experiences, higher productivity and other outcomes that matter.
    3. Ensure diversity, equity and inclusion (DEI) to enhance a culture more conducive to belonging. DEI are created when a company takes mindful, deliberate actions. It’s the collective result of proactive, authentic measures over time that creates an environment welcoming everyones’ contribution. However, belonging is different because a company cannot create it. The individual must experience it. In other words, belonging is an internal response to an external environment. PWC writes that if you make your workforce more diverse and inclusive—across all elements of the human experience and identity—you help society while helping address two of the four forces: the challenges of specialization and scarcity.
    4. Helping employees see how their work contributes to business success. PWC writes that “humanity requires you to think deeply about your company’s culture, with a view to connecting (or reconnecting) people with your organization’s purpose and making clear to them how they may tangibly contribute to it. When the company’s purpose resonates with people, and they see clearly how they further it, not only are they more likely to stay (which could help with any of the other three forces), but they tend to be more engaged—and productive.” This is especially important for individual contributors and employees who are not direct-facing with the customer.
    5. Reward performance, innovation, teamwork and constructive pushback. Yes, reward constructive pushback because that’s how companies avoid mistakes such as investing in the wrong software or chasing a business objective based on a flawed process. Pushback is preventative–even though it can be painful. In inclusive organizations, employees will be more forthcoming. Once you recognize and reward constructive pushback, especially when the input results in better people and business outcomes, it must be rewarded. The reward is a great incentive; good leaders should always consider how best to recognize and reward their people.

    Keeping people strategies top of mind in this ever-changing workspace will help ensure business success. Understanding key workplace demographics is an integral part of the process, and that often falls onto HR and the DEI staff to keep leaders informed. According to PWC, demographic trends help determine how scarce or plentiful workers are—and have substantial economic and social implications. It seems obvious, but how many leaders understand that, for example, the largest talent pool can be found in ages 65 and older? And, that a large percentage of more senior talent want and need to work?

    Understanding demographic trends like this, combined with authentic actions company leaders take to put employees first, will help circumvent the challenges presented by the four forces of specialization, scarcity, rivalry and humanity. More importantly, doing so will position a company for a future-ready workforce.

    [ad_2]

    Sheila Callaham, Contributor

    Source link

  • Solidarity Without Sameness: The Key To Working Together

    Solidarity Without Sameness: The Key To Working Together

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Diversity, equity, and inclusion (DEI) and environmental, social, and corporate governance (ESG) policies are more than just feeling good about ourselves. Diversity drives innovation, and companies that innovate in today’s fast-paced environment are the ones that come out on top. Socially-responsible companies are attracting more demanding consumers. But the more diversity we bring to a team, the more potential for crossed interests and differing opinions about what social responsibility implies, which can quickly escalate into conflict.

    This is where building solidarity comes in.

    Solidarity is not thinking and behaving exactly the same. It’s rallying support as a team, welcoming and respecting open communication even when opinions are different, and agreeing to the course of action that best considers the company and its people. Fostering solidarity, not sameness, is the key to unlocking the benefits of a diverse team.

    Related: Solving Organizational Diversity Is Still an Issue: The Cost Is Steep, But the Rewards Are High

    Welcome the benefits of embracing diversity as a team

    Everyone has differences, and the more diverse backgrounds, upbringings and histories we bring onto a team, the more opportunities for differences to exist. But from boards and management teams to organizing a charity fundraiser event, embracing group diversity brings more perspectives, ideas and alternatives that spur innovation and improve productivity. Diverse teams focus more on facts and process them more carefully, resulting in smarter decisions.

    A 2015 McKinsey report found that embracing diversity also improves the bottom line. Companies in the top quartile of ethnic and racial diversity in management were 35% more likely to have higher financial returns over the industry average; companies in the top quartile for gender diversity were 15% more likely. Diverse teams that work well together outpace the competition.

    Companies seek to advance diversity at all levels. Still, for those diverse minds to work well together as a team, they need solidarity — “unity, association, reciprocation, a good community or social interest, gratuity, justice and respect for human dignity.” With a culture of solidarity, companies can more successfully implement DEI and ESG initiatives that reduce social and economic inequality within the organization, improving efficiency, productivity and the company’s reputation.

    Related: How Diversity Helped Bring My Company Together

    Align everyone around individual responsibilities

    Building and encouraging team solidarity requires an established set of values around personal responsibility to contribute to the effort. Sincere acknowledgment and mutual support build a culture of community, which can foster solidarity, but solidarity cannot be forced. It is a co-responsibility for the moral well-being of all others as equal partners on a common mission. Each person with their individual and collective interests needs to embrace solidarity around acknowledging and respecting our differences while arriving at decisions that best serve the collective “we.”

    People pick up on culture fast through the example of their leadership, so leaders should demonstrate acknowledgment and support of diversity to build that sense of solidarity in their teams. There are many worlds of thought with which I disagree, but I work hard to respect them and be understanding of the background from which they originate. So much of our foundational backgrounds embed themselves into who we are today. While I can’t even begin to fully understand every person’s background or how they got to where they are, I can at least respect the fact that it played a part in creating them, even when we disagree.

    We can also build a community culture by recognizing the dynamic interdependence between all team members, emphasizing the need for dialogue, compassion, and understanding across a team. Start by making sure everyone feels they belong.

    We just had our annual meeting, where everyone — those stationed outside Minneapolis and some even outside the country — comes home to the “mothership” to celebrate everything in Clearfield. We start by discussing the upcoming year, host lots of learning during the day and hold parties every evening. Especially in this new hybrid world, bringing everyone together is critical to maintaining their sense of solidarity.

    Related: How to Promote Diversity, Equity and Inclusion in Your Workplace

    See everyone’s potential equally

    When I became a grandma, I developed a new perspective to understand inclusion in the face of diversity better: Look at people as babies. My six-month-old grandson is slightly over 19 pounds, while my 15-month-old is approaching 20 pounds. The older one is small for his age, while the younger one is big. To look at them, they seem totally different. And yet, I look at them as very much the same. They are both my grandsons, with the same potential for growth despite their differences. When we look at babies, whether grandchildren, children, or someone else’s children, we so quickly look at them and see their potential. Each one is equally capable of becoming the next future star performer. If we can see the potential in babies, why can’t we still see it when they grow up to become adults?

    As leaders, seeing equal potential in everyone allows us to respect what their differences can bring to the team — as team members, seeing our peers full of potential will enable them to achieve their best for the benefit of the rest of the company. Look at someone and think about whose baby they were. Imagine someone caring for them, praying for them and trying to open doors for them; someone who saw them brimming with potential. Encourage others to imagine the same and help instill diverse teams with a greater sense of oneness and unity.

    As former U.N. Secretary-General Ban Ki-moon put it, “A world of peace and solidarity can only be accomplished by acknowledging and celebrating [sic] our diversity.” Diversity and inclusion are more than just inviting people in: We need everyone aligned around creating an environment where people feel comfortable being their authentic selves and bringing those diverse perspectives to the table. Leaders need to build it into their team culture, but it also comes down to individual employees to take on their responsibility. Once someone takes charge, solidarity can quickly start to spread.

    [ad_2]

    Cheri Beranek

    Source link

  • Why You Have to Put Your Money Where Your Mouth Is With DEI

    Why You Have to Put Your Money Where Your Mouth Is With DEI

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    As the old adage goes, “what gets measured gets done.” Historically, the challenge with diversity, equity and inclusion work (DEI) is that it’s perceived as a “nice-to-have” versus a “must-have” with few concrete goals to measure progress. In fact, McKinsey research found that organizations often overburden those marginalized groups to lead the DEI work without additional compensation.

    That trend is changing with more companies tying compensation to DEI work. According to the Society for Human Resource Management, between September 2017-18, 51 companies in the S&P 500 included a diversity metric in their compensation program. Between February 2020-21, that number had nearly doubled to 99 companies.

    By rewarding DEI work, these organizations are seeing results. When people know that it’s tied to their compensation and performance goals, people see it as a part of their job rather than a hobby outside of work hours. With goals, employees are more likely to prioritize the time spent on education and activities to drive awareness and systemic change.

    Related: 5 Reasons Leaders Fail to Transform DEI Rhetoric into Action

    Why set DEI goals

    Goals are essential for human motivation. The Psychological Bulletin found that 90% of the studies showed that more challenging goals lead to higher performance. Research has shown that people are two to three times more likely to stick to their goals if they make a specific plan for when, where and how they will perform the behavior. The human brain is wired for goals.

    Without accountability, goals do not work. It is essential to frame DEI goalsetting as important as any other goal-setting process in business, but there might be initial pushback, as there often is with organizational change. Watch out for these opportunities to advocate for DEI goal setting:

    • DEI is not a zero-sum game. By focusing on diversity goals, we grow opportunities for innovation and decision-making in business results.
    • The majority group is a part of the solution, not the problem. Decision makers must prioritize DEI for their decisions to support diversity.
    • DEI is not political. These are human issues that impact people in the workplace.

    The initial pushback can create drama. The more the leadership team emphasizes the importance of diversity and inclusion and how it ties to the organization’s overall strategy, the more people buy in. People often need a starting point for goal setting.

    Related: 4 Trackable Metrics to Move the Needle on Diversity and Inclusion Goals

    How to set DEI goals

    You might be thinking that this sounds hard. Decades of workplace inequity will not be solved overnight. Yet with specific goals, people understand expectations and modify their behaviors to be more inclusive. Setting goals requires specificity, numeric measurement, aspiration, relevance and a deadline.

    • Specific: It should be easy to know when the goal has been completed.
    • Measurable: There is a number or percentage tied to the goal.
    • Aspirational: By definition, goals are not being met today it should be challenging based on the present state.
    • Relevant: The individual can influence the outcome of the goal.
    • Time-bound: Without a deadline, things don’t get done.

    By making DEI goals SMART, employees understand expectations and are held accountable. Without goals or with vague goals, employees are left to wonder why it is important or how to show progress. DEI goal setting often comes with pushback (as with any change).

    Here are some starter goals to consider:

    • Number of hours on diversity education and training
    • Participation in Employee Resource Group (ERG) activities
    • Activities to support removing bias from recruiting, hiring, promotion, pay and performance decisions
    • Inclusive behavior 360 data from team members
    • Leadership roles in DEI and ERG teams
    • Participation in community events for DEI
    • Teaching time with others about DEI
    • Recognition from others of allyship

    Related: Want Your Employees To Stay? Be Accountable To Your DEI Goals

    As with any goal, thinking about how it fits into what people are already doing makes it easier to accomplish. James Clear, author of Atomic Habits summarizes it best: “You do not rise to the level of your goals. You fall to the level of your systems.”

    Bottom line — weave DEI into daily tasks and embed it into how people live already personally and professionally. Break the daunting goal into baby steps with incremental activities throughout the year to support it.

    Here are some themes to keep in mind to get your organization ready for DEI goals:

    • It’s a journey, not a destination: Set reasonable targets and goals to close gaps in talent, pay and education.
    • Make it a part of the performance: Establish KPIs for employees to work on DEI, otherwise, it is simply a “nice-to-have” vs. a “must-have.”
    • Engage senior leadership in a consistent, intentional set of actions over the year: This should be a part of every employee meeting and key activity.
    • Measure progress: Look beyond representation numbers and dig in holistically about attitudes/perceptions.
    • Take education to the next level: Go beyond awareness to tangible activities employees can take action on like addressing bias in systems and accountability.

    DEI goals should be a part of a bigger DEI picture. Providing tools and systems to help people hold themselves accountable is pivotal. By focusing on DEI goals, organizations increase their chances of long-term success with DEI — and by investing and prioritizing it now, they will remain relevant for future customers and employees.

    [ad_2]

    Julie Kratz

    Source link

  • Dr. Maureen Dunne Featured as Keynote Speaker at the 2022 Stanford Neurodiversity Summit

    Dr. Maureen Dunne Featured as Keynote Speaker at the 2022 Stanford Neurodiversity Summit

    [ad_1]

    Dunne featured last month at The Atlantic Festival in D.C. on similar themes and topics related to neurodiversity inclusion

    Press Release
    –

    Oct 26, 2022


    CHICAGO, October 26, 2022 (Newswire.com)
    –
    Autism Community Ventures (“ACV”), a public benefit corporation with a global network of partner organizations and a mission to drive social, economic, and financial inclusion among neurodiverse jobseekers, is pleased to announce that its founder and neurodiversity expert Dr. Maureen Dunne was featured this week as a keynote speaker at the 2022 Stanford Neurodiversity Summit (the “Summit”), which took place virtually from Oct. 23-25.

    Dr. Dunne’s keynote presentation, “Investing in Neurodiversity to Build a More Inclusive Future”, centered on the importance of innovation and investment in neurodiversity inclusion through private sector projects and funding, as well as the critical role neurodiversity will play in driving organizational performance and social progress in the years ahead. Dunne’s experience as senior neurodiversity expert for the LEGO Foundation’s $20 million Play For All Accelerator Fund, which launched earlier this year, was highlighted. Her presentation also offered an original framework for models of authentic inclusion. 

    The presentation will be available for on-demand viewing in the near future. More information can be found at the Summit’s website.

    Dunne also moderated a panel at the Summit to introduce entrepreneurship as a vital opportunity pathway to meaningful employment among the neurodiverse community. Panelists included business leaders selected for sponsorship as part of the Neurodiverse Entrepreneur Program, which was formed earlier this year through a partnership between Innovation DuPage (ID) and Autism Angels Group (AAG) to provide ongoing support to neurodivergent entrepreneurs.

    The Stanford event follows Dr. Dunne’s participation as an invited speaker at The Atlantic Festival 2022 (the “Festival”), which took place at the Wharf in Washington D.C. in September. Dunne was invited by The Atlantic as a key speaker as the Festival addressed the topic of neurodiversity within the Diversity, Equity, and Inclusion segment for the first time in its history. The session was moderated by celebrated journalist and Pulitzer Prize finalist John Donvan who authored the New York Times bestseller, “In a Different Key: The Story of Autism.”

    About Autism Community Ventures
    Autism Community Ventures is a public benefit corporation with a global network of partner organizations and a mission to drive social, economic, and financial inclusion. 

    Source: Autism Community Ventures PBC

    [ad_2]

    Source link

  • Vilcek Foundation Awards $600,000 in Prizes to Immigrant Scientists and Musicians

    Vilcek Foundation Awards $600,000 in Prizes to Immigrant Scientists and Musicians

    [ad_1]

    Prizes awarded in honor of immigrant leaders in the arts and sciences, including musicians Du Yun and Angélique Kidjo, and scientist Alejandro Sánchez Alvarado


    NEW YORK, October 18, 2022 (Newswire.com)
    –
    The Vilcek Foundation announces the recipients of the 2023 Vilcek Foundation Prizes. Awarded annually in the arts and sciences, the prizes recognize and celebrate immigrant contributions to the arts, culture, and society, and build awareness of how important immigration is for intellectual and cultural life in the United States.

    Since 2006, the Vilcek Foundation has awarded prizes each year in biomedical science and in rotating categories in the arts and humanities. In 2023, the arts and humanities prizes are awarded in music. The foundation awards two primary types of prizes in each category: the Vilcek Prizes, and the Vilcek Prizes for Creative Promise.

    The Vilcek Prizes are $100,000 awards bestowed on immigrant professionals whose career achievements represent a legacy of major accomplishments in their field. The Vilcek Prizes for Creative Promise honor immigrant professionals whose early-career work demonstrates a singular innovation or represents a significant contribution to their field. Recipients of the Vilcek Prizes for Creative Promise each receive an unrestricted cash award of $50,000. 

    The Vilcek Foundation typically awards one Vilcek Prize and three Vilcek Prizes for Creative Promise in each category every year. In 2023, the Vilcek Foundation is awarding two Vilcek Prizes in Music. 

    The Vilcek Prize in Biomedical Science

    The 2023 Vilcek Prize in Biomedical Science is awarded to Alejandro Sánchez Alvarado, executive director and chief scientific officer of the Stowers Institute for Medical Research, and a Howard Hughes Medical Institute investigator. Born in Caracas, Venezuela, Sánchez Alvarado receives the Vilcek Prize for his contributions to the field of regeneration—from the identification of genes that control regeneration in living organisms to the potential for regenerative medicine to revolutionize how we treat disease in humans. 

    “Alejandro Sánchez Alvarado has devoted his career to understanding the fundamental molecular and cellular bases of regeneration, from the specific genes responsible for regeneration to epigenetic regulators that compel the expression of these genes,” said Vilcek Foundation Chairman and CEO Jan Vilcek. “Using a freshwater flatworm—an organism called Schmidtea mediterranea—as a powerful experimental tool to study the molecular mechanisms of tissue regeneration, he has pioneered and expanded the field of regeneration. His work has broad applications for our understanding of the pathology of degenerative disease.”

    The Vilcek Prize in Music

    The Vilcek Foundation has made the decision to award two Vilcek Prizes in Music in 2023 to Du Yun and to Angélique Kidjo. Each will receive a cash award of $100,000 and a commemorative trophy.

    “Music transcends language,” said Vilcek Foundation Cofounder, Vice Chair, and Secretary Marica Vilcek. “It defies borders and boundaries, and has a unique power to resonate with people across cultures. Rhythm, melody, and harmony are critical parts of how we communicate with one another as humans.” She continued, “With this year’s prizes, we wanted to honor the range of impact that immigrants have on this expansive art form. As such, we made the decision to award two Vilcek Prizes in Music this year, to Du Yun and Angélique Kidjo.”

    Says Vilcek Foundation President Rick Kinsel, “The sheer scope of Du Yun and Angélique Kidjo’s work defies any easy categorization. Du Yun’s virtuosic range and arresting compositions expand the horizons of contemporary and classical music. Kidjo’s resonant songwriting and engaging performances have captivated audiences globally, and introduced generations of audiences to Afropop, Afrobeat, and traditional West African music. These distinctions convey the breadth of music as an art form, as well as the broad impact immigrants have on culture and society.” 

    Du Yun receives the Vilcek Prize in Music for her open approach to composition, which subverts the boundaries of traditional classical music by incorporating influences from punk, electronic, and experimental music, and for the virtuosity of her Pulitzer Prize-winning opera, Angel’s Bone. Born in Shanghai, China, Du Yun began studying piano at the age of four and began attending the Preparatory Divisions of the Shanghai Conservatory of Music at age six. She came to the United States to pursue higher education in music, earning her bachelor’s at Oberlin Conservatory and her Ph.D. in Music Composition at Harvard University. In 2001, Du Yun co-founded the International Contemporary Ensemble with the goal of advancing the genre of experimental music through collaborations, commissions, and performances.

    Angélique Kidjo receives the Vilcek Prize in Music in recognition of her exceptional range as a singer-songwriter, and for her artistic leadership through her performances, albums, and collaborations. Born in Ouidah, Benin, Kidjo had her musical debut with the album Pretty in 1981. She rose to international fame in the 1990s with albums like Logozo, Ayé, and Fifa. In 1997, Kidjo immigrated to the United States, moving to Brooklyn, New York. Since then, she has continued to write, record, and tour extensively, while undertaking humanitarian work as an international Goodwill Ambassador for UNICEF and with the Batonga Foundation, which she founded in 2006. 

    The Vilcek Prizes for Creative Promise in Biomedical Science

    The recipients of the 2023 Vilcek Prizes for Creative Promise in Biomedical Science are Edward Chouchani (b. Canada), Biyu J. He (b. China), and Shixin Liu (b. China).

    Edward Chouchani receives the Vilcek Prize for Creative Promise in Biomedical Science for his work to decipher the molecular mechanisms that drive metabolic disease, with the aim of developing therapeutic interventions targeted at the molecular drivers of metabolism within cells. 

    Biyu J. He receives the Vilcek Prize for Creative Promise in Biomedical Science for her leadership in the field of cognitive neuroscience, and for her groundbreaking discoveries on the biological bases of perceptual cognition and subjective experience.

    Shixin Liu receives the Vilcek Prize for Creative Promise for applying cutting-edge biophysical tools to directly visualize, manipulate, and understand the physiological function of nanometer-scale biomolecular machines including DNA replication and transcription complexes at the single-molecule level.

    The Vilcek Prizes for Creative Promise in Music

    The 2023 Vilcek Prizes for Creative Promise in Music are awarded to Arooj Aftab (b. Saudi Arabia, to Pakistani parents) Juan Pablo Contreras (b. Mexico), and Ruby Ibarra (b. the Philippines).

    Arooj Aftab receives the Vilcek Prize for Creative Promise in Music for her evocative songs and compositions that incorporate a range of influences from semi-classical Pakistani music and Urdu poetry, to jazz harmonies and experimental music. 

    Juan Pablo Contreras receives the Vilcek Prize for Creative Promise in Music for his work as a composer and conductor of orchestral music that draws on his Mexican heritage, and for his leadership in founding the Orquesta Latino Mexicana. 

    Ruby Ibarra receives the Vilcek Prize for Creative Promise in Music for her hip-hop and spoken word performances that center her experience as a Filipina American woman, and for her powerful lyrics that address colonialism, immigration, colorism, and misogyny.

    The Vilcek Foundation

    The Vilcek Foundation raises awareness of immigrant contributions in the United States and fosters appreciation for the arts and sciences. The foundation was established in 2000 by Jan and Marica Vilcek, immigrants from the former Czechoslovakia. The mission of the foundation was inspired by the couple’s respective careers in biomedical science and art history. Since 2000, the foundation has awarded over $7 million in prizes to foreign-born individuals and has supported organizations with over $5.8 million in grants.

    The Vilcek Foundation is a private operating foundation, a federally tax-exempt nonprofit organization under IRS Section 501(c)(3). To learn more, please visit vilcek.org. 

    Source: The Vilcek Foundation

    [ad_2]

    Source link

  • CARE Awarded $250,000 Research Grant by Petsmart Charities®; Work Will Focus on DEI Issues Within Animal Welfare Industry

    CARE Awarded $250,000 Research Grant by Petsmart Charities®; Work Will Focus on DEI Issues Within Animal Welfare Industry

    [ad_1]

    Press Release
    –


    updated: Mar 25, 2021


    BALTIMORE, March 25, 2021 (Newswire.com)
    –
    Companions and Animals for Reform and Equity (CARE) was awarded a $250,000 research grant from PetSmart Charities, the leading funder of animal welfare in North America. Funding will support a year-long program that will provide research and analysis to address the lack of representation of people of color and other marginalized groups within the animal welfare industry.

    CARE’s work will include surveys, analysis, and the publication of research surrounding:

    · Biases within the animal welfare industry

    · Impact of AWO policies on people of color

    · Expansion/revision of the study supporting The Under-representation of African American Employees in Animal Welfare Organizations in the United States [Brown, S.E., (2005). Society & Animals Journal, 153-162.]

    This grant helps provide accessible, equitable DEI resources for the Animal Welfare Industry, alongside a CARE Coach that will create relevant, changing content and individualized feedback. On completion of the course work, CARE will provide an industry first DEI Certification. Additionally, this will support the hiring of an Inclusion Training Team to create accessible, cost-effective platforms for all types of AWOs, regardless of size or financials.

    “We’re honored and humbled to receive this grant from PetSmart Charities; their reputation and track record are truly best in class,” said CARE President James Evans. “We look forward to providing clear insights and actionable inroads, as it relates to diversity, equity, and inclusion within the animal welfare industry.”

    “The research and training resources produced by CARE will provide important insight and actionable ways to address the inequity and bias against pets and pet parents in BIPOC communities, and we’re proud to support these efforts,” said Aimee Gilbreath, President, PetSmart Charities. “The ability to recognize ways animal welfare initiatives have created barriers for these communities will ensure they are better served and allow the industry to become more inclusive.”

    “The lack of diversity in the animal welfare industry has been a long-standing problem,” added Evans. “There’s never been a better time to address the underlying systemic inequities, which created and perpetuated such a glaring racial imbalance.”

    ###

    About CARE: Companions and Animals for Reform and Equity (CARE) is a Baltimore-based, 501(c)(3), focused on expanding and evolving the education, training and storytelling surrounding Diversity, Equity, and Inclusion (DEI) within the animal welfare industry. For more information, please visit CAREawo.org or follow us on social media: @careforequity

    About PetSmart Charities®
    PetSmart Charities, Inc. is committed to finding lifelong, loving homes for all pets by supporting programs and thought leadership that bring people and pets together. Independent from PetSmart Inc., PetSmart Charities is a 501(c)(3) organization that has received the Four-Star Rating from Charity Navigator, a third-party organization that reports on the effectiveness, accountability and transparency of nonprofits, for the past 17 years in a row – placing it among the top one percent of charities rated by this organization. To learn more, visit www.petsmartcharities.org

    Source: CARE

    [ad_2]

    Source link

  • Maddie’s Fund Expands DEI Initiatives, Partners With Baltimore Non-Profit to Create Community-Run Workforce Development Programs in Georgia

    Maddie’s Fund Expands DEI Initiatives, Partners With Baltimore Non-Profit to Create Community-Run Workforce Development Programs in Georgia

    [ad_1]

    Press Release
    –


    updated: Feb 5, 2021


    BALTIMORE, February 5, 2021 (Newswire.com)
    –
    Maddie’s Fund is supporting Baltimore-based non-profit Companions and Animals for Reform and Equity, (CARE), as they design and implement a workforce development pilot program, in Atlanta, Georgia. The “CARE Center” model is emblematic of what Stanford Social Innovation Review, (October 2020) refers to as a “Proximate Leaders” model. Maddie’s Fund financial support will provide Proximate Leaders of Color from underserved communities with grants, technical support, and skills augmentation, in view to expanding their voice and expertise within the animal welfare industry.

    Proximate Leaders. Precise Goals.

    Last December, CARE received a $750,000 grant from Maddie’s Fund—the largest donation to date for the emerging non-profit. That investment will go toward a variety of initiatives, including a longitudinal research study with the University of Tennessee, integrated DEI training, investment, and recruitment of new advocates in the animal welfare field. The opportunity to invest in leaders in underserved communities was at the heart of the partnership.

    “Currently, the Animal Welfare field is not diverse–African Americans represent less than 2% of the field. Proximate Leaders of Color are subject matter experts when it comes to the challenges facing their community pets,” said CARE President, James Evans. “When given the opportunity, they’re uniquely equipped to find sustainable solutions—through insights and lived experiences—that exceed most community outreach efforts by third party organizations.”

    In their seminal article for SSIR, authors Jackson, Kania, and Montgomery found that “…leaders who arise from the communities and issues they serve have the experience, relationships, data, and knowledge that are essential for developing solutions with measurable and sustainable impact.”

    This Proximate Leadership model will be central to the creation of CARE Centers in Georgia, Leech Lake’s Ojibwe tribal community, and beyond. “The opportunity to create a workforce development program that’s both community-run and led is at the heart of CARE’s mission,” said Evans. 

    “The CARE CENTER model won’t always include a building,” said Evans. “Some CARE CENTER organizations will focus on Access to Care via Transport Services. Others will focus on community awareness of issues related to Animal Care and Control, Spay & Neuter, Puppy Mills and Adoption. CARE CENTERS will be designed around solving and preventing problems, so their shape and size will vary in order to meet their community’s unique challenges,” said Evans.

    “We’re grateful to have the support of Maddie’s Fund at such a pivotal moment in our country’s history,” said Evans. “This is a chance to engage and invest in advocates and experts on a local level, where solutions to challenges matter most. We’ve seen first-hand what the people of Georgia can do! This program won’t just change lives, it will save lives!”

    About CARE: Companions and Animals for Reform and Equity (CARE) is a Baltimore-based, 501(c)(3), focused on expanding and evolving the education, training, and storytelling surrounding Diversity, Equity, and Inclusion (DEI) within the animal welfare industry. CAREawo.org

    Contact: Doug Eldridge | doug@achillespr.com | 202 680 9375

    Source: Companions and Animals for Reform and Equity (CARE)

    [ad_2]

    Source link

  • APTMetrics Shifts Workforce DEI Conversations From Why to How

    APTMetrics Shifts Workforce DEI Conversations From Why to How

    [ad_1]

    Highly regarded HR consultancy’s expertise featured on HBR.org on how to create diverse, equitable and inclusive workforces for the 21st century

    Press Release
    –


    updated: Sep 17, 2020


    DARIEN, Conn., September 17, 2020 (Newswire.com)
    –
    APTMetrics today announced that HBR.org has posted an update to a 2002 article entitled “Dear White Boss…” The update, entitled “What Has — and Hasn’t — Changed Since “Dear White Boss…,” was co-authored by Keith Caver, Vice President, Leadership Assessment and Development at APTMetrics.

    “While the work suggests that little has changed regarding diversity, equity and inclusion efforts in nearly 20 years, we are now able to leverage future-focused leadership assessment strategies and solutions that optimize the value of a diverse 21st-century workforce while enabling benefits associated with greater inclusivity…disrupting valid ‘why’ conversations, moving them to active ‘how’ conversations and finally, implementing solutions that result in corporate transformation,” Caver said.

    Regardless of whether we are talking about developing next-generation leaders from within the organization or attracting leaders from outside the organization, we need to expand our assessment perspectives by leveraging fair, inclusive, and future-focused criteria that tie directly to the company’s strategic goals and dynamic work environment.

    APTMetrics is the only human resource consultancy that builds world-class talent solutions and is nationally recognized for its employment litigation support services. This combination ensures that the unique HR consulting services and talent management solutions we deliver are inclusive, fair, valid and legally defensible. APTMetrics’ service areas include: leadership assessment and development; talent acquisition; litigation support and risk reduction; and talent management. For more information visit www.APTMetrics.com.

    Contact: Susan Carnes, Dir., Corp. Com.
    (203) 655-7779 – SCarnes@APTMetrics.com

    Source: APTMetrics

    [ad_2]

    Source link