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Tag: Workplace Diversity

  • Know a DEI Skeptic? Use These 3 Strategies to Engage Them | Entrepreneur

    Know a DEI Skeptic? Use These 3 Strategies to Engage Them | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    The good news is that most people believe in the value of diversity, equity and inclusion initiatives in the workplace — yet the minority, although vocal, is roughly 20% of the workforce. For these DEI skeptics, we recommend a three-pronged approach:

    1. First, learn more about their story and what is holding them back.
    2. Ask for their engagement directly.
    3. Offer up a specific way they can show support and hold them accountable.

    Related: Does DEI Training Work? It Depends How Proactive It Is.

    Learn more about their story and what is holding them back

    Overwhelming people with facts and figures is tempting, but often not helpful in changing perspectives. Instead, meet skeptics where they’re at. Give them time to process their fears, concerns and ideas. This can be helpful information for allies that want to better understand the challenges of DEI work. Chances are some other concerns could be valid. As with any line of work, there are always pros and cons and paradoxes that are more often in between.

    We’re all a product of our lived experiences. It’s hard for people to take on a perspective that they themselves don’t share. This is why storytelling is so powerful as allies. Asking questions to learn about people’s upbringing, caregiving roles they experienced at home and exposure to other races and cultures growing up is key. People’s socioeconomic class has a significant tie to our perceptions as adults. For example, many lower-class white people share the belief in the myth of meritocracy — meaning hard work pays off. Yet, when you compare notes with people of color, they are unique challenges they often face due to the intersections of racism and classism.

    To reach a DEI skeptic, consider asking these questions:

    • What aspects of DEI are you most skeptical about? Understanding their specific concerns can help tailor the conversation to address their doubts directly.
    • Have you encountered any personal experiences or observations that have influenced your skepticism? Exploring their personal perspective can provide insight into their viewpoint and help build a connection.
    • Are there specific examples of companies or organizations where you think DEI initiatives have been ineffective or problematic? What would you like to see done differently? Discussing real-world cases can lead to a more nuanced conversation and provide an opportunity to address specific concerns.
    • Do you think it’s important for all individuals, regardless of their background, to have an equal opportunity to succeed? How might unequal access to opportunities impact society as a whole? Exploring the concept of equal opportunity can help highlight the underlying principles of DEI.
    • Have you ever been in a situation where you felt excluded or misunderstood? How did that make you feel and what steps would you have appreciated to address it? Drawing parallels between personal experiences and the broader DEI conversation can foster empathy and understanding.
    • Are there ways in which you think diversity could be promoted without compromising meritocracy? Discussing strategies that align with their values can help bridge the gap between skepticism and the goals of DEI.
    • How do you think diverse teams can contribute to innovation and problem-solving? Are there examples you can think of where diverse perspectives led to better outcomes? Highlighting the practical benefits of diversity can help counter skepticism with evidence.
    • Do you think there is a connection between workplace diversity and attracting and retaining top talent? How might a more inclusive environment impact employee morale and job satisfaction? Discussing the potential impact on talent management can provide a tangible perspective.
    • What would it take for you to consider DEI initiatives as valuable and worth pursuing? What specific outcomes or changes would you like to see? By focusing on their expectations and potential solutions, you can create a shared vision for the role of DEI.

    Related: 4 Ways Inclusive Leaders Can Respond to the Weaponizing of DEI

    Ask for their engagement directly

    Many times there’s confusion about the role the majority group can play in DEI. For example, older, straight, white men who do not have a disability often say that DEI is not for them. DEI is about inclusion, so it is paramount that everyone is a part of creating an inclusive culture. Rather than wait for the majority group to join the conversation, consider directly asking for their support. Make it clear that you want them to play a role and what specific expectations are for engagement. Consider these ideas to engage them:

    • Collaborative initiatives: Create opportunities for members of the majority group to collaborate with individuals from different backgrounds on projects, committees or initiatives. Emphasize the value of diverse perspectives in problem-solving and decision-making processes.
    • Sponsorship of Employee Resource Groups (ERGs): ERGs are a great way for the majority group to participate and learn alongside members of different groups. For those in positions of power, having them engaged as sponsors can help with resource allocation as well.
    • Lead by example: Showcase visible support from leadership and role models within the majority group who actively champion DEI initiatives. Highlight successful case studies or stories of organizations that have benefited from embracing diversity and inclusivity.
    • Mentorship: A great way for allies to get involved is by mentoring and being mentored by people different from themselves. This could be a formal pairing program of informally setting the expectation that leaders engage in mentoring folks different from themselves. Most allies report learning more from their mentees than the mentees learn from them.

    Related: 10 Ideas to Drive Your DEI Initiatives in 2023

    Offer up a specific way they can show support and hold them accountable

    Lastly, it is important that you set the expectation that they are responsible for their own education as potential allies in training. The burden of education should not fall on folks that are already dealing with the adversity of diversity. As with any cultural transformation, accountability is critical to long-term success. It is important to measure outcomes and hold leaders accountable for diverse representation and perceptions of inclusion on their teams just as you would with any cultural change.

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    Julie Kratz

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  • How to Embrace People With Disabilities In Your Workplace | Entrepreneur

    How to Embrace People With Disabilities In Your Workplace | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    People with disabilities face several barriers to entering the workplace and frequently face discrimination and exclusion. To develop an institution of inclusivity, people with disabilities must be represented and embraced at every level. According to the World Health Report, an estimated 1.3 billion people — or 16% of the global population — experience a significant disability today. Unfortunately, people with disabilities face mistreatment and discrimination just for having a disability.

    Based on the United Nations Department of Economic and Social Affairs, a 2004 survey found that only 35% of working-age persons with disabilities are employed, compared to an employment rate of 78% in the rest of the population. Two-thirds of unemployed respondents with disabilities said they would like to work but could not find jobs.

    I have been a disability advocate for several years, and I have the experience of growing up with one. I am currently the co-chair of the disability inclusion network where I work, and I’ve volunteered for many organizations focusing on disability rights. I’ve advocated for people with disabilities at the White House during the first-ever Mental Health Youth Action Forum.

    People with disabilities have more difficulty finding work because they are perceived as less than others or assumed to be unable to work, which is a common misconception. The pandemic’s move toward remote and hybrid was a positive step toward providing more flexibility and accommodations for people with disabilities. Before the pandemic, many people with disabilities weren’t offered a role due to requesting to work remotely. Offering these options isn’t enough, and more changes need to continue to embrace them fully.

    Related: How Hiring People With Disabilities Will Make Your Business Stronger

    Addressing ableism and sanism

    Ableism is discrimination against people with disabilities based on just having a disability, and sanism is the same, except for people with mental health conditions. Other forms of discrimination often dominate conversations about diversity, equity, inclusion and accessibility (DEIA) more than ableism and sanism.

    Based on the Harvard Business Review, only about 4% of DEI programs include disability. Even DEI programs designed to address workplace discrimination still fail the disability community, which is why ableism and sanism commonly perpetuate in the workplace. This statistic is concerning as people with disabilities significantly face barriers in the workforce, like low labor force participation rates, higher unemployment rates and pay inequality.

    On top of that, many organizations don’t incorporate the “A” in DEIA — accessibility — because they don’t view it as an issue of equity. For example, issuing two people the same equipment doesn’t achieve anything if someone with a disability cannot use the technology to perform.

    Invest in accessibility

    It isn’t enough to announce that your organization prioritizes hiring more people with disabilities if your institution is inaccessible. If any practices are inaccessible, people with disabilities must navigate and maneuver additional barriers. It will be substantially more difficult for them to be seen, hired, considered and celebrated. Accessibility is a growing need every organization should invest in to create the best experience for its users, customers and staff members.

    Accessibility transforms information, content and anything else in your business into something sensible, meaningful and easier to use. Are you thoughtfully investing your resources into accessibility or treating it as an afterthought when someone comes forward with an issue? Accessibility should begin before someone requests an accommodation by approaching accessibility proactively. It would help if you devoted a sizeable fraction of your budget to assemble a dedicated team or position to accessibility, e.g. chief accessibility officer. Consider also working with a consulting agency if you want a third-party perspective.

    If you have a team in accessibility, is it being evaluated across the company rather than specific areas like technology and infrastructure? Assessing accessibility at every business function, like recruitment, job descriptions, content, social media, operations and events, will upscale and streamline more remarkable results. An example of this is clearing any ableist language on job applications because that already excludes a talented pool of candidates with disabilities.

    Accessibility isn’t only making work equitable for people with disabilities — it makes it easier for everyone. People with disabilities should be your target demographic for creating the most equitable products for them to enjoy and use. However, if you lead with accessibility in your organizational strategic plan, everyone will systemically benefit.

    Related: How We Can Redefine the Word “Disability” One Superpower at a Time

    Celebrate disability pride

    Based on the National Organization on Disability (NOD), while recently, more people with disabilities are entering the workforce over the last 12 months, self-identification (self-ID) rates have decreased from 4.09 in 2020 to 3.68 in 2021. Supporting people with disabilities must move from only offering accommodations to celebrating disability pride.

    Disability pride is the concept that disability isn’t just a medical condition but a social identity with enriching intersectionality, community and culture. Disability pride affirms that people shouldn’t be ashamed of their disabilities. Disability Pride Month is in July, and the National Disability Employment Awareness Month is in October. Because disability has been stigmatized and shamed for centuries, diverting that shame to pride is the future of disability inclusion.

    These are paramount organizational-wide moments to address disability, tell meaningful stories of their lived experiences and show your actionable commitment to DEIA. While those are noteworthy times to prioritize the disability community, disability pride should be distributed throughout the whole year because people with disabilities don’t stop existing and living outside of those months.

    There are limitless choices to include people with disabilities in the workplace by hosting workshops on disability inclusion, encouraging self-identification, outlining legal resources, facilitating open discussions on disability pride and history, establishing an employee resource group (ERG) to invite people with disabilities, caregivers and allies to join forces and hold the organization accountable and cultivate a more positive culture, work with other networks to showcase the intersectionality of disability and different social identities, appointing board members with disabilities and monitoring how your organization is operating.

    Related: 5 Ways Employees With Disabilities Help Maximize a Company’s Growth

    Diversity without disability is not diversity

    Suppose your organization does not include people with disabilities in your mission, decisions, products and leadership. In that case, your organization will never be diverse, and ignoring a substantial and vital population segment will only negatively influence your performance and impact. People with disabilities have the right to work and belong to an organization valuing their contributions and ensuring they have opportunities to thrive as much as everyone else.

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    Zane Landin

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  • 7 Common Myths You Might Believe About Allyship | Entrepreneur

    7 Common Myths You Might Believe About Allyship | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In a world that continues to grapple with social injustice and systemic inequality, allyship has emerged as a critical strategy for advancing diversity, equity and inclusion. While many individuals genuinely believe they are good people, the challenge lies in effectively demonstrating allyship in their actions. True allyship goes beyond performative gestures or one-time efforts; it requires consistent, intentional actions over time. Allyship is about sustained change long term.

    Allyship, at its core, involves supporting marginalized individuals or communities by using one’s privilege to dismantle oppressive systems. Allies actively work to amplify marginalized voices, challenge biased norms and advocate for equity and justice. It is important to recognize that allyship is not a self-appointed label, but rather a status earned through continuous learning, self-reflection and ongoing action.

    In an era of social media activism and viral challenges, it is easy to fall into the trap of engaging in check-the-box activities. These are actions taken solely for the purpose of being seen as an ally or to temporarily ease one’s guilt, without a genuine commitment to effecting real change. Posting a hashtag, attending a single protest or making a donation can certainly be valuable, but they alone do not define allyship. True allyship necessitates a long-term investment of time, energy and resources.

    Effective allyship involves taking meaningful action beyond performative gestures. Engage in direct support of marginalized individuals and communities. This can include volunteering, mentoring or financially supporting relevant organizations. Stand up against discrimination and biases, even in uncomfortable situations. Being an ally means using your voice and privilege to effect change, both on an individual and systemic level.

    Related: Are You a Performative Ally? Here Are the Signs.

    Myth 1: Allyship is a one-time act

    Allyship is an ongoing commitment to actively support and advocate for marginalized individuals or groups. It requires consistent effort, education and self-reflection.

    Myth 2: Allies should speak for marginalized groups

    True allyship involves listening to and amplifying the voices of marginalized communities, rather than speaking on their behalf. Allies should create space for marginalized individuals to share their own experiences and perspectives. Allyship is about speaking up with marginalized groups, not for marginalized groups.

    Myth 3: Allies are always perfect and never make mistakes

    Allies are human and can make mistakes. It’s important to acknowledge and learn from those mistakes, take responsibility and make efforts to do better. Allyship is a continuous learning process. It is about progress over perfection.

    Myth 4: Allyship is solely about individual actions

    While individual actions are important, allyship also involves addressing systemic issues and working towards creating inclusive and equitable environments. This may involve advocating for policy changes, challenging discriminatory practices and supporting organizations that promote diversity and inclusion. Individual actions are important, but systems must be addressed for true positive change.

    Myth 5: Allies should be recognized and praised for their efforts

    Allyship is not about seeking recognition or accolades. It’s about supporting marginalized communities without expecting anything in return. True allyship is driven by the desire to create positive change, rather than personal gain. Allyship is in the eye of the beholder, it cannot be a self-proclamation.

    Myth 6: Allies should always be at the forefront of activism

    Allies should recognize that their role is to support and uplift marginalized communities, rather than taking the spotlight away from them. Centering and amplifying the voices and experiences of those directly affected by systemic injustices is crucial. Allyship is about dropping your ego and doing what is right, even if it is hard.

    Related: Every Leader Should Be an Ally: How To Implement Diversity and Inclusion in Your Business

    Myth 7: Allies cannot be criticized

    Feedback is a gift. Allies should be open to feedback and criticism. It’s essential to listen to the concerns and perspectives of marginalized individuals and be willing to reflect on and improve their allyship practices. Constructive criticism can help allies grow and become more effective in their support. If someone’s kind enough to give you feedback, they are trying to help you be better. Allies leverage feedback to learn and grow. It may be hard to understand something you haven’t yet experienced as an ally. That’s why feedback and learning are so critical.

    Allyship is a journey, and it requires continuous self-education, empathy and action. It’s important to recognize and challenge these myths in order to foster more inclusive and supportive communities.

    In a world striving for social justice and equality, allyship plays a pivotal role. It requires consistent, intentional actions over time rather than mere check-the-box activities. By actively educating ourselves, listening, amplifying marginalized voices and taking meaningful action, we can contribute to creating a more inclusive and equitable society.

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    Julie Kratz

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  • AI Can Be Racist, Sexist and Creepy. Here Are 5 Ways You Can Counter This In Your Enterprise. | Entrepreneur

    AI Can Be Racist, Sexist and Creepy. Here Are 5 Ways You Can Counter This In Your Enterprise. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    I started my career as a serial entrepreneur in disruptive technologies, raising tens of millions of dollars in venture capital, and navigating two successful exits. Later I became the chief technology architect for the nation’s capital, where it was my privilege to help local government agencies navigate transitioning to new disruptive technologies. Today I am the CEO of an antiracist boutique consulting firm where we help social equity enterprises liberate themselves from old, outdated, biased technologies and coach leaders on how to avoid reimplementing biased in their software, data and business processes.

    The biggest risk on the horizon for leaders today in regard to implementing biased, racist, sexist and heteronormative technology is artificial intelligence (AI).

    Today’s entrepreneurs and innovators are exploring ways to use to enhance efficiency, productivity and customer service, but is this technology truly an advancement or does it introduce new complications by amplifying existing cultural biases, like sexism and racism? 

    Soon, most — if not all — major enterprise platforms will come with built-in AI. Meanwhile, employees will be carrying around AI on their phones by the end of the year. AI is already affecting workplace operations, but marginalized groups, people of color, LGBTQIA+, neurodivergent folx, and disabled people have been ringing alarms about how AI amplifies biased content and spreads disinformation and distrust.

    To understand these impacts, we will review five ways AI can deepen racial bias and social inequalities in your enterprise. Without a comprehensive and socially informed approach to AI in your organization, this technology will feed institutional biases, exacerbate social inequalities, and do more harm to your company and clients. Therefore, we will explore practical solutions for addressing these issues, such as developing better AI training data, ensuring transparency of the model output and promoting ethical design. 

    Related: These Entrepreneurs Are Taking on Bias in Artificial Intelligence

    Risk #1: Racist and biased AI hiring software

    Enterprises rely on AI software to screen and hire candidates, but the software is inevitably as biased as the people in human resources (HR) whose data was used to train the algorithms. There are no standards or regulations for developing AI hiring algorithms. Software developers focus on creating AI that imitates people. As a result, AI faithfully learns all the biases of people used to train it across all data sets.

    Reasonable people would not hire an HR executive who (consciously or unconsciously) screens out people whose names sound diverse, right? Well, by relying on datasets that contain biased information, such as past hiring decisions and/or criminal records, AI inserts all these biases into the decision-making process. This bias is particularly damaging to marginalized populations, who are more likely to be passed over for employment opportunities due to markers of race, gender, sexual orientation, disability status, etc.

    How to address it:

    • Keep socially conscious human beings involved with the screening and selection process. Empower them to question, interrogate and challenge AI-based decisions.
    • Train your employees that AI is neither neutral nor intelligent. It is a tool — not a colleague.
    • Ask potential vendors whether their screening software has undergone AI equity auditing. Let your vendor partners know this important requirement will affect your buying decisions.
    • Load test resumes that are identical except for some key altered equity markers. Are identical resumes in Black zip codes rated lower than those in white majority zip codes? Report these biases as bugs and share your findings with the world via Twitter.
    • Insist that vendor partners demonstrate that the AI training data are representative of diverse populations and perspectives.
    • Use the AI itself to push back against the bias. Most solutions will soon have a chat interface. Ask the AI to identify qualified marginalized candidates (e.g., Black, female, and/or queer) and then add them to the interview list.

    Related: How Racism is Perpetuated within Social Media and Artificial Intelligence

    Risk #2: Developing racist, biased and harmful AI software

    ChatGPT 4 has made it ridiculously easy for information technology (IT) departments to incorporate AI into existing software. Imagine the lawsuit when your chatbot convinces your customers to harm themselves. (Yes, an AI chatbot has already caused at least one suicide.)

    How to address it:

    • Your chief information officer (CIO) and risk management team should develop some common-sense policies and procedures around when, where, how, and who decides what AI resources can be deployed now. Get ahead of this.
    • If developing your own AI-driven software, stay away from public internet-trained models. Large data models that incorporate everything published on the internet are riddled with bias and harmful learning.
    • Use AI technologies trained only on bounded, well-understood datasets.
    • Strive for algorithmic transparency. Invest in model documentation to understand the basis for AI-driven decisions.
    • Do not let your people automate or accelerate processes known to be biased against marginalized groups. For example, automated facial recognition technology is less accurate in identifying people of color than white counterparts.
    • Seek external review from Black and Brown experts on diversity and inclusion as part of the AI development process. Pay them well and listen to them.

    Risk #3: Biased AI abuses customers

    AI-powered systems can lead to unintended consequences that further marginalize vulnerable groups. For example, AI-driven chatbots providing customer service frequently harm marginalized people in how they respond to inquiries.  AI-powered systems also manipulate and exploit vulnerable populations, such as facial recognition technology targeting people of color with predatory advertising and pricing schemes.

    How to address it:

    • Do not deploy solutions that harm marginalized people. Stand up for what is right and educate yourself to avoid hurting people.
    • Build models responsive to all users. Use language appropriate for the context in which they are deployed.
    • Do not remove the human element from customer interactions. Humans trained in cultural sensitivity should oversee AI, not the other way around.
    • Hire Black or Brown diversity and technology consultants to help clarify how AI is treating your customers. Listen to them and pay them well.

    Risk #4: Perpetuating structural racism when AI makes financial decisions

    AI-powered banking and underwriting systems tend to replicate digital redlining. For example, automated loan underwriting algorithms are less likely to approve loans for applicants from marginalized backgrounds or Black or Brown neighborhoods, even when they earn the same salary as approved applicants.

    How to address it:

    • Remove bias-inducing demographic variables from decision-making processes and regularly evaluate algorithms for bias.
    • Seek external reviews from experts on diversity and inclusion that focus on identifying potential biases and developing strategies to mitigate them. 
    • Use mapping software to draw visualizations of AI recommendations and how they compare with marginalized peoples’ demographic data. Remain curious and vigilant about whether AI is replicating structural racism.
    • Use AI to push back by requesting that it find loan applications with lower scores due to bias. Make better loans to Black and Brown folks.

    Related: What Is AI, Anyway? Know Your Stuff With This Go-To Guide.

    Risk #5: Using health system AI on populations it is not trained for

    A pediatric health center serving poor disabled children in a major city was at risk of being displaced by a large national health system that convinced the regulator that its Big Data AI engine provided cheaper, better care than human care managers. However, the AI was trained on data from Medicare (mainly white, middle-class, rural and suburban, elderly adults). Making this AI — which is trained to advise on care for elderly people — responsible for medication recommendations for disabled children could have produced fatal outcomes.

    How to address it:

    • Always look at the data used to train AI. Is it appropriate for your population? If not, do not use the AI.

    Conclusion

    Many people in the AI industry are shouting that AI products will cause the end of the world. Scare-mongering leads to headlines, which lead to attention and, ultimately, wealth creation. It also distracts people from the harm AI is already causing to your marginalized customers and employees.

    Do not be fooled by the apocalyptic doomsayers. By taking reasonable, concrete steps, you can ensure that their AI-powered systems are not contributing to existing social inequalities or exploiting vulnerable populations. We must quickly master harm reduction for people already dealing with more than their fair share of oppression.

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    Jamey Harvey

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  • Why Addressing the Racial Wealth Gap is Good for Business | Entrepreneur

    Why Addressing the Racial Wealth Gap is Good for Business | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Philanthropy and government programs have been trying to close the racial wealth gap for a long time, but they’ve been focused on band-aids when we need ladders. While the wealth gap is fueled by several contributing factors, including disparity in home ownership, accumulation of financial assets and strong growing wages, as small business investors, we can draw our attention to a core piece of the problem: the wage gap.

    Let’s take a moment to clarify what we mean when we talk about the wage gap as it relates to the racial wealth gap. We are not just talking about good-paying jobs for people of color. We really need good-paying jobs that provide a clear pathway for Black and Brown employees to build a stronger, sustaining financial future.

    The typical white U.S. household has nearly eight times the wealth of the typical Black household. To address the systemic issue of racial wealth inequity, the private sector must do what it does best – invest in great companies and entrepreneurs that create quality jobs –and ensure all workers, especially Black and Brown workers, have an equal opportunity to build a lasting, positive economic reality for themselves and their families.

    Related: Compounding Inequality to Compounding Success: Bridging the Racial Wealth Gap

    Media reported widely that recent pandemic aid cut U.S. poverty to a new low, but that was a short-term solution to a global crisis — it wasn’t aimed at driving wages higher in perpetuity. As that funding source dries up, those in a lower economic bracket return to the same or even worse circumstances than they were at the start. To truly attack the racial wealth gap, we need the private sector to make the change that the government and non-profits simply cannot do independently.

    Private sector employers and investors often can’t see how they can drive the change needed to give Black and Brown Americans access to wealth-creation opportunities while growing businesses and pleasing investment partners. But it is not as hard as they may think, and the benefits to their business and community deliver a long-lasting ROI for companies, workers and families.

    Building a path to financial security starts with strategic wages

    For decades, wages for Black and Brown workers have lagged behind those of white workers with the same experience and education, even in the same geography Even when people of color climb the corporate ladder, they make less — 97 cents on the dollar.

    These communities need more than just a living wage; they also need opportunities for long-term career development, pay parity and wage progression. A rising wage promotes economic stability, helps workers provide for their families and facilitates wealth accumulation for future generations.

    Wage progression — whether linked to individual performance, company performance, tenure, skills development, or promotion — is also good for business. It helps attract the best employees, improves retention, and sustains and incentivizes business growth.

    Related: How to Support Black Employees During (and After) Juneteenth

    The role of benefits in building generational wealth

    Meaningful benefits are a major piece of increasing sustainable employee wealth. Most employee wealth is derived from workplace benefits packages: health insurance, 401ks, stock options, etc. Low-wage workers typically don’t have those options, which are key to building generational wealth.

    Business leaders and investors can change this situation by learning from employees what benefits and opportunities would make the greatest difference in their lives and free up income for saving and investing– be that affordable healthcare, child/eldercare support, or direct wealth creation through incentivized savings opportunities like 401k plans, IRAs, and employer matching savings programs.

    Offering these types of household-stabilizing benefits could largely pay for themselves in terms of lower absenteeism, greater productivity, increased retention and worker-driven competitive advantage.

    Help employees continually grow their skills

    Too often, the leadership potential and training of Black and Brown Americans is overlooked. According to McKinsey, Black workers are disproportionately concentrated in entry-level jobs with low pay and underrepresented in leadership and executive positions.

    Correcting this divide means providing entry-level workers with access to training and development opportunities from the moment they are hired. Programs that teach employees valuable skills for remaining relevant in their careers to prepare them for higher responsibilities while reducing turnover, improving engagement and accelerating business growth.

    Making it happen

    Investors typically provide small businesses with growth capital, but they can also provide operational capital that is invested directly in employees. Business leaders, their investors and advisors can collaborate to devise a feasible and ambitious plan that establishes measurable goals for the company and the impact company leaders aim to achieve by driving an innovative wage strategy.

    Several local or national advocacy groups for diverse workplaces, such as the Business Consortium Fund, the National Institute of Minority Economic Development and the Minority Business Development Agency, can assist with this kind of wage-targeted approach to eliminating the racial wealth gap.

    Furthermore, it is crucial to monitor and evaluate outcomes using meaningful metrics. Failing to measure outcomes from these changes means businesses will not know what they’ve really achieved, which keeps them from continuous improvement.

    Related: How to Overcome Workplace Inequality and Reach Gender Parity

    Opportunity and obligation

    I believe that every employer and their investors have a moral imperative to make closing the racial wealth gap a focal point of their business model, even if it means taking a little less for themselves and other executives off the bottom line. There is a tremendous opportunity to hire workers from disadvantaged communities and grow and sustain a strong workforce that helps grow all businesses. In return, employees would benefit from quality jobs and greater economic vitality now and in the future, setting up the next generation for even greater progress.

    It’s about doing something incredible and making work “work” for businesses and employees alike. This type of investment is the catalyst for the change we need in our business world and our society —but it can’t happen without the private sector and its leaders driving the charge.

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    Sandra M. Moore

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  • Queen Latifah Says Female Leaders Must Do These Four Things If They Want To Succeed | Entrepreneur

    Queen Latifah Says Female Leaders Must Do These Four Things If They Want To Succeed | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    The good news is that, according to the U.S. Census Bureau, women-owned employer firms account for more than a third of all U.S. employer-owned firms and revenues at these women-owned businesses have grown almost 52% between 2012 and 2019 compared to a 34% rise in firms owned by men.

    The bad news? Females are still struggling to get investment dollars. According to a recent study conducted by the research site Pitchbook, U.S. startups with all-women teams received 1.9% (or around $4.5 billion) out of around the $238.3 billion in venture capital allocated in 2022.

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    Gene Marks

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  • Dealing With Workplace Intimidation? Here’s How to Fight It | Entrepreneur

    Dealing With Workplace Intimidation? Here’s How to Fight It | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Workplace intimidation is alive and well. Whether working remotely or on-site, employees continue to experience high levels of intimidation, often resulting in an environment made up of toxic behavior or bullying.

    The Workplace Bullying Institute (WBI) estimated that more than 48.6 million American employees experience some form of bullying at work. Additionally, the WBI survey found that around 30% of working adults have ongoing direct experience with bullying in the workplace, an increase of 57% between 2017 and 2021.

    While some business leaders might feel that being more assertive — or oftentimes, intimidating — will bring out a more submissive attitude in their employees, it often results in a working environment that is toxic for everyone and can lead to greater employee turnaround or lower productivity.

    Related: How to Deal With a Workplace Bully

    Bullying vs. intimidation

    Although the two terms might be closely related, for employees it’s important to differentiate between both and know how to act upon them when they are confronted with this sort of behavior.

    Bullying is often considered an act of domination. This is usually through using threatening gestures, whether it’s verbal, non-verbal, physical or even physiological.

    On the other hand, intimidation is defined as a deliberate act of frightening a person into doing something. This could be an employer threatening one of their employees with their job or withholding their wages if they are unable to finish a certain task or project, or do not agree with what they are being told to do.

    The lines are often blurred when it comes to differentiating between being bullied or intimidated. Nonetheless, in the modern workplace, professionals consider intimidation as a form of bullying, which can harm their performance and their relationship with their peers.

    Creating room for improvement

    Taking control of bad or negative workplace behavior is never an easy challenge, and confronting a person on their actions can often result in even more uncomfortable situations for employees, managers and employers.

    To put things into perspective, nearly 60% of American employers tend to react negatively when they find out that bullying is being reported in the workplace. The result is that perpetrators often don’t see the consequences of their actions, which in turn creates a sense of fear among those in the workplace.

    However, this creates a lot of room for improvement, and for employees that encounter bullying or intimidation regularly, there are ways they can reclaim their workplace relationships and take more action to hold their perpetrators accountable — even if it might be their boss.

    Related: Bullying Doesn’t Just Happen in Schools. Here’s How to Turn a Workplace Culture of Bullying to a Culture of Innovation

    Acknowledge the reality of the situation

    Take note of when intimidation occurs and realize that it might not be just a person’s personality or a clash of opinions. This is important both for employees that experience it or perhaps managers witnessing this behavior among team members.

    Make clear distinctions on whether or not a person is deliberately going out of their way to make other colleagues feel scared, threatened or uncomfortable. An action that is repeated multiple times shouldn’t be considered a coincidence, but can rather be seen as a choice to act in a certain way.

    Identify when or where it takes place

    Intimidation can be a physical threat or even something that might occur in an email or other forms of communication. If you become aware of when and where this might have taken place, you can start to take more note thereof.

    Make sure to keep a record of this, either on some notes on your phone or on a separate email account that is not linked to your work. Include as much information as possible, who was involved, what was being said and whether or not the issue has been resolved.

    Have an open dialogue

    Often employees tend to feel intimidated by things they don’t know, whether it’s having to deal with group projects, new programs or even a new colleague. Simply raising specific points with a person in an open dialogue can help resolve a lot of issues.

    If you can understand a person’s point of view and what they expect from you — in this case, either a manager or employer — you will get a better idea of where you need to make possible improvements or adjust your understanding going forward.

    Don’t directly accuse any person of being intimidating or call them out on their behavior. Rather see whether or not it’s possible to resolve the underlying conflict.

    Take action when needed

    Employees and teams need to know when to take action and what their options might be. Employees need to assess their options, whether it’s talking to a colleague, their manager or even HR. The same goes for those in upper management roles.

    Additionally, if an employee is being intimidated or bullied by a fellow peer or their manager, approach them in private and see whether or not you can assist them. Always use the available channels you have available to resolve any confrontation before it transcends into bigger problems.

    Evaluate workplace policies

    Most organizations will have policies in place that aim to prohibit the act of bullying in the workplace. Make sure that as an employee, you know what the workplace policies are in terms of this, and when it’s possible to identify if someone has stepped out of line.

    If there are no workplace policies, see whether or not you can bring this up with management or employers. There should be clear guidelines on how bullying or intimidation should be handled within the office.

    Find your voice

    There’s no harm in standing up to someone if you feel that they have crossed a certain boundary. Standing up for yourself isn’t easy, and it’s even harder to do so for other people, especially in the workplace.

    Not everyone can muster up the confidence to speak out when it’s needed. In these cases, keep a record of these particular instances, or perhaps approach a person to see whether or not there might be some unresolved problems that can be sorted out.

    To conclude

    Intimidation in the workplace only creates a toxic work environment for every employee. Having the courage to stand up to someone is not always an option for everyone, so it’s important to consider other possibilities that can help them find a viable solution to resolve workplace bullying.

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    Pierre Raymond

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  • Equality vs. Equity: What’s the Difference? Here’s What to Know | Entrepreneur

    Equality vs. Equity: What’s the Difference? Here’s What to Know | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    DEI is the most common acronym in the diversity space. D for diversity, E for equity — not equality — and I for inclusion. Why the difference?

    Equality suggests that treating everyone equally will solve the diversity problem, yet that has resulted in little to no change. Equity by contrast is about meeting the needs of individuals that are systemically marginalized because of factors outside their control — race, ethnicity, class, age or gender most commonly — yet many more.

    There are three key differences between equity and equality. Equity means:

    1. Providing resources to those that need them the most first
    2. Educating the majority group on their role in inclusion
    3. Proactively communicating the importance that DEI is not a zero-sum game

    Related: 18 Business Leaders on Creating an Inclusive and Equitable Society

    Provide resources to those that need them the most first

    Equity is about putting the needs of those most marginalized first. That means those that have been systemically disadvantaged due to their gender identity, race, ethnicity or other dimensions of diversity are prioritized with resource allocation. Resources such as education, mentorship opportunities and sponsorship need to be allocated to those that reflect the general population. Unfortunately, resources are often overallocated to the majority group that already holds the most privilege and proxy to power, reinforcing the status quo.

    Examples of resource allocation are programs inclusive development programs that amplify the skills and voices of people of color, mentorship programs that target underrepresented demographics with access to senior leaders and sponsorship programs that ensure that people’s work is equitably recognized. Too often, promotion and representation rates dwindle for women, people of color, those with disabilities and the LGBTQ+ community. Equity seeks to right that wrong.

    Educate the majority group on their role in inclusion

    However, these programs will fail if the majority group doesn’t understand their role in facilitating an inclusive environment where diverse talent can thrive. Often the majority group has not had the lived experiences of being part of a marginalized group and so they lack the context and understanding to be helpful.

    Panel discussions that bring to life the real experiences of underrepresented groups in a thoughtful pragmatic way can help bridge the gap. In addition, proven resources, documentaries, books and podcasts can help the majority group understand the nuances of inclusion.

    It is likely leaders will make mistakes in the DEI conversation. Having tools and resources is critical for the majority group to proactively avoid some of these likely missteps.

    • Tokenism: Tokenism occurs when individuals or organizations make superficial efforts to include diverse individuals or groups without genuinely valuing their contributions. It is important to go beyond representation and create inclusive environments where everyone’s voice is heard and respected.
    • One-size-fits-all approach: Another mistake is assuming that DEI initiatives can be applied universally without considering the specific needs and experiences of different groups. It is important to recognize and address the unique challenges faced by various communities and tailor strategies accordingly.
    • Failure to address systemic issues: DEI efforts should not solely focus on individual actions or behaviors. It is crucial to identify and challenge the systemic barriers and biases that perpetuate inequality and exclusion. This may involve examining hiring practices, policies and organizational culture.
    • Lack of genuine leadership commitment: DEI initiatives require genuine commitment and support from leadership. Without strong leadership buy-in, these efforts can lack the necessary resources, accountability and sustainability to effect meaningful change.
    • Overlooking intersectionality: Intersectionality refers to the interconnected nature of social categorizations, such as race, gender, sexuality and class, which can create overlapping and interdependent systems of discrimination. Ignoring intersectionality can result in exclusionary practices and a limited understanding of the experiences of marginalized individuals.
    • Relying on quotas: While quotas can be a useful tool to increase representation, relying solely on them can be counterproductive. It is important to create inclusive environments where individuals from diverse backgrounds have equal opportunities to thrive, rather than solely focusing on numerical targets.
    • Lack of ongoing evaluation and feedback: DEI initiatives should be regularly evaluated and adjusted based on feedback from the affected communities. Failure to gather input and measure the impact of these initiatives can hinder progress and perpetuate ineffective practices.
    • Performative allyship: Performative allyship refers to instances where individuals or organizations publicly express support for marginalized groups without taking substantive actions to address underlying issues. It is important to back up intentions with meaningful actions and engagement.

    Equity is about meeting leaders where they’re at and equipping them proactively with tools and information to combat these missteps.

    Proactively communicating the importance that DEI is not a zero-sum game

    As with any shift in culture or change, the why is pivotal. People need to understand why equity is necessary. Equality is the goal – equity is how we get there. DEI is about doing things differently and challenging the status quo. We can’t solve a problem by doing things the same way that created the problem. That’s where equity comes in.

    Oftentimes, the majority group might feel alienated or that they’re somehow left out of promotional opportunities because of the focus on diversity. The opposite is often true. When we have diverse representation in decision-making, we have higher rates of innovation, higher revenue rates and profitability. Rather than thinking about it as my seat at the table versus your seat at the table, or my pie slice versus your pie slice, the pie collectively grows bigger and they’re more seats at the table for everyone.

    Many people get overwhelmed with diversity language. Just two letters in the difference between equality and equity mean two very different approaches. As leaders, it’s critical that we understand that equity is the path to equality and be willing to do things differently to achieve real diversity.

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    Julie Kratz

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  • Elon Musk and Other Leaders Are Worried About AI. Here’s Why | Entrepreneur

    Elon Musk and Other Leaders Are Worried About AI. Here’s Why | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    “The age of AI has begun,” Bill Gates declared this March, reflecting on an OpenAI demonstration of feats such as acing an AP Bio exam and giving a thoughtful, touching answer to being asked what it would do if it were the father of a sick child.

    At the same time, tech giants like Microsoft and Google have been locked in a race to develop AI tech, integrate it into their existing ecosystems and dominate the market. In February, Microsoft CEO Satya Nadella challenged Sundar Pichai of Google to “come out and dance” in the AI battlefield.

    For businesses, it’s a challenge to keep up. On the one hand, AI promises to streamline workflows, automate tedious tasks and increased overall productivity. Conversely, the AI sphere is fast-paced, with new tools constantly appearing. Where should they place their bets to stay ahead of the curve?

    And now, many tech experts are backpedaling. Leaders like Apple co-founder Steve Wozniak and Tesla’s Elon Musk, alongside 1,300 other industry experts, professors and AI luminaries, all signed an open letter calling to halt AI development for six months.

    At the same time, the “godfather of AI,” Geoffrey Hinton, resigned as one of Google’s lead AI researchers and wrote a New York Times op-ed warning of the technology he’d helped create.

    Even ChatGPT’s Sam Altman joined in the chorus of warning voices during a Congress hearing.

    But what are these warnings about? Why do tech experts say that AI could actually pose a threat to businesses — and even humanity?

    Here is a closer look at their warnings.

    Uncertain liability

    To begin with, there is a very business-focused concern. Liability.

    While AIs have developed amazing capabilities, they are far from faultless. ChatGPT, for instance, famously invented scientific references in a paper it helped write.

    Consequently, the question of liability arises. If a business uses AI to complete a task and gives a client erroneous information, who is liable for damages? The business? The AI provider?

    None of that is clear right now. And traditional business insurance fails to cover AI-related liabilities.

    Regulators and insurers are struggling to catch up. Only recently, the EU drafted a framework to regulate AI liability.

    Related: Rein in the AI Revolution Through the Power of Legal Liability

    Large-scale data theft

    Another concern is linked to unauthorized data use and cybersecurity threats. AI systems frequently store and handle large amounts of sensitive information, much of it collected in legal gray areas.

    This could make them attractive targets for cyberattacks.

    “In the absence of robust privacy regulations (US) or adequate, timely enforcement of existing laws (EU), businesses have a tendency to collect as much data as they possibly can,” explained Merve Hickok, Chair & Research Director at Center for AI and Digital Policy, in an interview with The Cyber Express.

    “AI systems tend to connect previously disparate datasets,” Hickok continued. “This means that data breaches can result in exposure of more granular data and can create even more serious harm.”

    Misinformation

    Next up, bad actors are turning to AI to generate misinformation. Not only can this have serious ramifications for political figures, especially with an election year looming. It can also cause direct damage to businesses.

    Whether targeted or accidental, misinformation is already rampant online. AI will likely drive up the volume and make it harder to spot.

    AI-generated photos of business leaders, audio mimicking a politician’s voice and artificial news anchors announcing convincing economic news. Business decisions triggered by such fake information could have disastrous consequences.

    Related: Pope Francis Didn’t Really Wear A White Puffer Coat. But It Won’t Be the Last Time You’re Fooled By an AI-Generated Image.

    Demotivated and less creative team members

    Entrepreneurs are also debating how AI will affect the psyche of individual members of the workforce.

    “Should we automate away all the jobs, including the fulfilling ones? Should we develop nonhuman minds that might eventually outnumber, outsmart, obsolete and replace us?” the open letter asks.

    According to Matt Cronin, the U.S. Department of Justice’s National Security & Cybercrime Coordinator, the answer is a clear “No.” Such a large-scale replacement would devastate the motivation and creativity of people in the workforce.

    “Mastering a domain and deeply understanding a topic takes significant time and effort,” he writes in The Hill. “For the first time in history, an entire generation can skip this process and still progress in school and work. However, reliance on generative AI comes with a hidden price. You are not truly learning — at least not in a way that meaningfully benefits you.”

    Ultimately, widespread AI use may lower team members’ competence, including critical thinking skills.

    Related: AI Can Replace (Some) Jobs — But It Can’t Replace Human Connection. Here’s Why.

    Economic and political instability

    What economic shifts widespread AI adoption will cause are unknown, but they will likely be large and fast. After all, a recent Goldman Sachs estimate projected that two-thirds of current occupations could be partially or fully automated, with opaque ramifications for individual businesses.

    According to experts’ more pessimistic outlooks, AI could also incite political instability. This could range from election tampering to truly apocalyptic scenarios.

    In an op-ed in Time Magazine, decision theorist Eliezer Yudkowsky called for a general halt to AI development. He and others argue that we are unprepared for powerful AIs and that unfettered development could lead to catastrophe.

    Conclusion

    AI tools hold immense potential to increase businesses’ productivity and level up their success.

    However, it’s crucial to be aware of the danger that AI systems pose, not just according to doomsayers and techno-skeptics, but according to the very same people who developed these technologies.

    That awareness will help infuse businesses’ AI approach with a caution critical to successful adaptation.

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    Hasan Saleem

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  • The 6 Do’s and Don’ts for Engaging in Juneteenth Conversations | Entrepreneur

    The 6 Do’s and Don’ts for Engaging in Juneteenth Conversations | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    On June 19, 1865, Black folks in Galveston, Texas, were approached by 2,000 Union soldiers with good news: Slavery had been abolished. For the first time in 300 years, their families would finally know freedom. After the news of the abolishment of slavery had been heard in several other parts of the United States, people in Galveston were the last to know. It marked a new holiday where people all over the country could celebrate the turning of a page in American history: The end of slavery as they knew it.

    Fast forward to today, educating ourselves on historical markers that represented a shift in American culture is under attack. Critical Race Theory (CRT) is a prime example. By definition, CRT is a “set of ideas holding that racial bias is inherent in many parts of western society, especially in its legal and social institutions, based on their having been primarily designed for and implemented by white people.”

    In 2023, we would sum up CRT to mean simply “privilege” or “advantage” on the part of the dominant group in society. CRT asks us to look critically at the ways Juneteenth and other moments in American history came to be and why we should acknowledge the past so as not to replicate it in the present or future.

    Talking about Black history is the first step toward our national healing. When we acknowledge the impact history has had on our collective experience, we can begin to see the light at the end of the tunnel and work towards ending the inequality and injustice that’s plagued our nation.

    This Juneteenth, let’s take baby steps towards that national healing and focus on just having the conversation — the conversation that slavery was abolished not too long ago and that schools, workplaces, and other institutions should be talking about it in order for us to learn from the past and create a more equitable future.

    Here are 6 do’s and don’ts for engaging in conversations about Juneteenth.

    Do: Educate yourself on the holiday ahead of time

    When it comes to conversations on historical topics, not everyone knows every detail of how historical events came to pass. The first thing to do when planning to engage in a conversation about Juneteenth is to educate yourself on the facts. When did Juneteenth happen? How did it happen? Why did it happen? Who authorized the abolishment of slavery? Why did it take so long for the slaves in Galveston, Texas, to hear about it?

    Acquiring answers to these foundational questions ahead of time will arm you with a baseline of information that will inform more thoughtful conversations.

    Do: Allow Black colleagues to speak on their Juneteenth perspectives but don’t put the burden on them to educate everyone

    In 2023, it’s likely you work with a Black American or know one in your personal life. In the case of Juneteenth, don’t make the conversation a teacher-to-pupil dynamic. If a Black person in your life wishes to share their perspective or thoughts on Juneteenth, listen to them. Allow them to talk about their family traditions or how they choose to celebrate the day. You might even attend a Juneteenth celebration in your city and witness how Black folks express joy on the holiday. However, avoid targeting Black colleagues and acquaintances by asking them to educate you or expend mental energy to bring you up to speed. That’s your responsibility, not theirs. Strive for a friend-to-friend or colleague-to-colleague relationship on the topic of Juneteenth, not a teacher-to-pupil relationship.

    Do: Create a safer space for the conversation

    As I’ve shared in other posts, I don’t believe fully “safe” spaces exist. I do believe there are safer spaces where folks walk into a conversation with the best intentions and an open mind. If you choose to discuss Juneteenth in your workplace or institution, consider holding it in an intentional space with thoughtful touches.

    For example, if you’re hosting an in-person conversation, have you thought about including a facilitator or someone who can set some ground rules to maintain a cordial atmosphere while the conversation ensues? In addition, are you aware of the literal temperature of the room? Will it be a physically comfortable space, or will it be too hot or cold for the number of attendees in the space? Are there soothing beverages available like coffee or tea for moments when people could use a sip of something warm? Think about the seating arrangement. Is the room set up in a hierarchical way where all chairs are pointed in one direction in the teacher-to-pupil dynamic that I referred to earlier, or are the chairs set up in a circle so all attendees can be seen and heard?

    If you are choosing to send an email to your colleagues about Juneteenth, have you included a TL;DR or warning at the top of the email informing the recipients that the message they are about to receive contains information about Juneteenth and the history of slavery? As you can see, there are several ways to create a safer space that sets the foundation for a conversation that’s rich and enlightening as opposed to tense and uncomfortable.

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

    Do: Propose to make Juneteenth a company holiday

    After your in-person or online conversations, consider making a case for why Juneteenth should be a company holiday. Perhaps you have several Black colleagues who would appreciate the day off or, if there is a multicultural coalition of people who also support the idea, come prepared to discuss with leadership or HR to request the holiday be a part of the company’s paid time off roster. Like Labor Day, the 4th of July, and other national holidays, Juneteenth marks a turning point in American history that affected not only Black folx but every American in the U.S. Why not make the case for Juneteenth to be celebrated in the workplace like other national holidays?

    Related: Don’t Phone It In for Black History Month: 5 Ways to Show You’ll Be Dialed In All Year

    Don’t: Make Juneteenth a one-day event

    Like other days involving Black history, companies, and individuals make the mistake of treating Juneteenth like a one-day event. The day comes and then it goes. But holidays like the 4th of July are celebrated over three or four days with an emphasis on pride and celebration. Juneteenth deserves the same acknowledgment. To enhance and elongate the holiday, give colleagues a runway of days during which to absorb historical information. For example, send an email about the history of Juneteenth one week ahead so people have time to absorb the content. You can also set up a small art exhibit or feature books and other historical information in a common space in the preceding month so people have time to reflect on the information. Host a book club featuring a Juneteenth-centered book so colleagues have a meaningful opportunity to be engaged in the history. In essence, preparing colleagues ahead of time will make the day that much richer–not just for your Black colleagues but for everyone involved.

    Don’t: Wear performative clothing to show that you’re “down” with the cause

    A common mistake companies and individuals make during Juneteenth is thinking that performative allyship is the way to celebrate and honor the holiday. That’s not true. Please avoid wearing dashikis or dawning red, green, and black colors on or around Juneteenth. For many Black people, it’s considered offensive and disingenuous. Avoid performative allyship at all costs, whether that’s your personal style choices or your company’s newest product promotion. The way to show Black folks and others who care about Juneteenth that you are engaged and want to pay your respects is by educating yourself, participating in meaningful conversations where you’re truly listening, and sharing this information with others in your life who may not know the history of Juneteenth. Those are steps towards allyship far more meaningful than wearing a dashiki.

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

    Final thoughts

    While the celebration of Black history is, in general, condensed into one month in February, Black History Month, we often forget that Black history is American history and that we should be celebrating it year-round. Not everyone does and that’s okay. What we can do is inspire more people to engage by having meaningful conversations about what happened on June 19, 1865, and the historical context in which the event occurred. Only when we can pull the veil off of Black history and see that these events are significant for all Americans do we begin to let down our guard and welcome the truth about our country: That we did some awful things, but we’re learning from them. This Juneteeth, make meaningful conversations a priority.

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    Nika White

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  • Avoid Rainbow Washing Your Support of the LGBTQ+ Community | Entrepreneur

    Avoid Rainbow Washing Your Support of the LGBTQ+ Community | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In a world striving for inclusivity and acceptance, becoming an ally to the LGBTQ+ (lesbian, gay, bisexual, transgender, queer, questioning and more) community is an essential step toward fostering equality and creating a more inclusive society. Allies play a crucial role in promoting acceptance, advocating for equal rights and challenging discriminatory attitudes and behaviors during Pride Month and beyond.

    Yet recent actions from Bud Light and Target brands have created more polarization and fear in engaging in this important conversation. Now more than ever we need our allies to support the LGBTQ+ community. True allyship is not “rainbow washing” with support only in June — it is consistent, intentional actions year-round.

    For individuals, effective allyship requires supporting the LGBTQ+ community with empathy, educating yourself and taking meaningful action. For organizations, allyship means standing with the LGBTQ+ community on issues affecting them, having an inclusive environment where people can share their identities freely and measuring progress on their DEI initiatives.

    Related: 4 Commitments All Truly Inclusive Leaders Must Follow

    Individual action #1: Empathy

    Approach conversations with an open mind and be ready to listen and learn from the experiences of LGBTQ+ individuals. Be respectful, ask questions when appropriate and strive to understand the perspectives of others different from yourself. Avoid making assumptions or relying on stereotypes. Recognize that each person’s experiences are unique, and their individual stories and identities deserve to be heard and respected.

    Individual action #2: Education

    One of the first steps to becoming an effective ally is educating yourself about LGBTQ+ issues, terminology and history. Read books, articles and research to gain a better understanding of different sexual orientations, gender identities and the challenges faced by the community. Educate yourself on the struggles and victories of LGBTQ+ activists throughout history, as well as current social and legal issues affecting the community.

    Individual action #3: Sustained action

    One of the most impactful actions we can take is with our words. Language has a powerful impact on how we perceive and treat others. Familiarize yourself with inclusive language and pronouns, including using “they/them” when referring to someone whose gender identity you are unsure of. Respect the chosen names and pronouns of individuals, and avoid using slurs or derogatory language. By using inclusive language, you create a safe and welcoming environment for everyone.

    As an ally, it is essential to actively challenge discrimination and prejudice whenever you encounter it. This includes addressing offensive jokes or derogatory comments, whether they are made in person or online. Speak up in support of LGBTQ+ rights and equality, and use your voice to amplify their voices. Engage in constructive conversations to help educate others and debunk common misconceptions.

    Supporting LGBTQ+ organizations is a tangible way to make a difference. Volunteer your time, donate funds or participate in events that promote equality and advocate for LGBTQ+ rights. This support can help provide resources, counseling and safe spaces for LGBTQ+ individuals who may be facing challenges or discrimination. There are a number of organizations to support year-round:

    • GLAAD: A media monitoring organization that works to amplify LGBTQ+ voices and representations in the media while combating defamation and discrimination.
    • Trevor Project: A leading organization providing crisis intervention and suicide prevention services to LGBTQ+ youth through a 24/7 helpline, online chat and text messaging.
    • National Center for Transgender Equality (NCTE): Dedicated to advancing transgender equality and advocating for policy change at local, state, and federal levels.
    • PFLAG: An organization that provides support, education and advocacy for LGBTQ+ individuals, their families and allies.
    • GLSEN: Focused on creating safe and inclusive schools for LGBTQ+ students, GLSEN works to combat bullying, discrimination and harassment.

    Related: Brands Want to Tell Stories of Inclusion. Marketing Leaders Should Listen Instead.

    Organization action #1: Community building

    Leaders need to use their privilege and influence to advocate for LGBTQ+ rights and equality. Leaders go first and provide resources and education to their teams throughout the year so that they can facilitate an inclusive environment. The LGBTQ+ community is a substantial part of your workforce, especially for younger generations, and 40% of employees hide their LGBTQ+ identity at work.

    Organization action #2: Inclusive environment

    People are looking to business leaders to drive social change. Leaders that create an inclusive environment where people can bring their best selves benefit from higher rates of productivity, innovation and business results. Inclusive leadership is about psychological safety and ensuring people feel comfortable confronting microaggressions or non-inclusive behaviors. Organizations need to hold their leaders accountable for inclusion through representation and inclusion perception data.

    Organization action #3: Measure progress

    The Human Rights Campaign (HRC) has a Corporate Equality Index (CEI): The HRC annually publishes the CEI, which rates major companies and law firms on their LGBTQ+ inclusive policies and practices. The index examines non-discrimination policies, benefits and protections for LGBTQ+ employees, diversity and inclusion initiatives and public engagement on LGBTQ+ issues. Organizations that want to be inclusive year-round participate in the index and strive to improve their scores year over year.

    Standing with the LGBTQ+ community is an ongoing journey of growth and self-reflection. Organizations will make mistakes along the way and need to be open to learning from them. Be receptive to feedback from the LGBTQ+ community and adjust your actions accordingly. Understand that allyship is not about receiving recognition but about supporting and uplifting marginalized voices.

    Becoming an ally to the LGBTQ+ community requires supporting the LGBTQ+ community with empathy, educating yourself and taking meaningful action. For organizations, allyship means standing with the LGBTQ+ community on issues affecting them, having an inclusive environment where people can share their identities freely and measuring progress on their DEI initiatives.

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    Julie Kratz

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  • 4 Strategies to Empower Women in the Workplace | Entrepreneur

    4 Strategies to Empower Women in the Workplace | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In today’s competitive business landscape, diversity and inclusion are more important than ever. Why? A diverse workforce fosters innovation and creativity, contributing to a more equitable and inclusive society while also allowing your business to pivot and remain flexible in a constantly changing environment.

    As co-founder and chief innovation officer at Cymbiotika, I’m proud to be a leader in this effort and I’ve made it my mission to empower the women on our team and advocate for gender equality. Using these strategies at my own company has helped create a work environment that empowers our women team members to lead more successful lives, both personally and professionally. Adding them to your own business’s strategies can help you do the same.

    Related: 3 Ways to Empower and Inspire the Next Generation of Women Leaders

    1. Nurture growth and development through mentorship

    Nurturing my team’s growth and development — particularly the incredible women among us — is a responsibility I not only wholeheartedly embrace but also take very seriously. Mentorship uplifts and empowers women, helps them better recognize their own innate power and potential, guides them to tap into their unique strengths to reach their career goals and develops them into confident leaders who are ready to inspire others, creating a cycle that brings us closer to a more equitable future.

    Have you had a mentor who supported you in your growth as a business leader? Maybe you have one today. Mentoring holds a profoundly significant place in my own personal and professional development.

    Note your own personal mentoring style and get to know the benefits of that style (and any potential disadvantages). My personal mentoring style is gentle, as my goal is to provide guidance, encouragement, and advice to help my mentees more gracefully navigate the incredible variety of challenges and opportunities they are likely to encounter in the workplace. If you are also dedicated to creating a nurturing environment where women can grow and thrive, providing mentorship opportunities to your team is the best place to start.

    2. Foster growth through connections

    We all need a safe haven to share stories and connect on a deeper level. Workshops and other team-building events and gatherings are a great way to bring women together and help cultivate a culture of trust, inclusivity and empathy so that women can uncover their common ground, connect and develop deep and meaningful relationships with people they otherwise might not have had the opportunity to meet.

    In addition to helping women bond with their teammates and build camaraderie, these uplifting workshops and events also serve as a vibrant platform for personal and professional growth, and participation in these activities presents women with a golden opportunity to develop new skills, broaden their networks and inspire one another by sharing valuable life lessons.

    3. Cultivate a culture of support and inclusivity

    There is immense value in providing women with opportunities to develop their talents and skillsets by making internal hiring and growth a priority. A more inclusive environment helps ensure all employees that they are valued, respected and genuinely supported.

    Encourage open communication and collaboration among team members to foster a warm and uplifting environment. By investing in the professional development of your employees and equipping them with the necessary resources and opportunities to enhance their skills and knowledge, such as training programs, workshops and seminars, employees will not only see your company’s commitment to their success, but they are also more likely to achieve their full potential.

    Related: Don’t Just Sit At the Table, Flip It. A Reflection for Women Entrepreneurs.

    4. Become a champion for equality and social change

    As a business owner, you have a powerful platform to promote policies that support women’s rights. What are you passionate about? Your passion can help guide you toward meaningful initiatives for both your organization and you personally to support.

    For example, I’m a passionate advocate for promoting women’s leadership, and I demonstrate that passion in tangible ways by supporting policies that enhance women’s health and wellness, such as Helping Hands for Afghans, a nonprofit agency I founded that benefits Afghan refugees as they resettle into their new lives. Through advocacy and philanthropic work, my company becomes a more supportive and inclusive environment for women to achieve their goals.

    Investing in your team and creating a more supportive and inclusive environment for women gives them room to grow and achieve goals both in and out of the work environment. By championing policies that promote gender equality and using your platform to raise awareness about crucial issues, you can help contribute toward a more equitable and just society.

    Making mentorship, professional development opportunities and advocacy a part of your business’s culture is the key to empowering women — or any other historically disadvantaged or underrepresented group — in the workforce.

    What change can you make today to make your business a more inclusive and empowering place to be?

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    Durana Elmi

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  • We Need to Talk About Black Vernacular and Dialect Bias in The Workplace | Entrepreneur

    We Need to Talk About Black Vernacular and Dialect Bias in The Workplace | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    African-American Vernacular English (AAVE), also known as Black Vernacular English (BVA) or ebonics, is a historic American English dialect that millions of people speak. It’s a part of our cultural DNA and is a blend of words and ways of speaking rooted in various African cultures as well as the English spoken in Southern U.S. states, with additional contributions from Creole.

    This way of speaking has long had negative connotations associated with it. People who speak AAVE are often seen as uneducated and not a cultural fit in workplaces managed by the dominant culture. Many Black people are penalized for a way of speaking that’s deeply rooted in this country and yet, despite their education, accomplishments and accolades, speaking AAVE can significantly diminish their professional prospects.

    This shouldn’t be the case. Speaking a different dialect should not negate the professional impact, skills and value that a worker brings. Companies that claim to support diversity, equity, and inclusion (DEI) while simultaneously discriminating against language or dialect should reconsider their stance on the topic.

    I am working to change that. I help organizations break barriers and integrate DEIB into their business frameworks with a human-centered approach. I will share how organizations like yours can be more conscious about language and dialect bias to do better on their DEI and inclusion goals.

    Hire for a culture “add,” not a culture “fit”

    Many individuals who speak AAVE are often dismissed in the job interview process because they don’t seem like a good cultural “fit.” I’ve discussed the dangers of hiring for culture fit before, but it’s worth noting that language or dialect should not invalidate a person’s ability to contribute, add value or participate in work life.

    Instead of assuming the status quo is the ideal culture in the company, consider the very real possibility that having folks who speak AAVE or another dialect or language on the team can truly “add” to the company culture. For example, perhaps someone speaking AAVE can bring a new perspective to company projects or dialogues. Or perhaps they can connect with diverse partners and stakeholders in a way that the dominant culture hasn’t previously found successful. Think outside the box about how someone’s language or dialect can actually enhance your company culture instead of “fit” into it.

    Related: Avoiding the Sea of Sameness: How Hiring for Culture Improves DEI

    Never judge a book by its cover

    Although people who speak AAVE are often described as “ghetto,” “loud,” or “aggressive,” it’s often a misconception. A prime example is Angel Reese, a Louisiana State University basketball player who has skyrocketed in popularity in recent weeks. She’s had to face dialect and gender bias in the public eye.

    Angel said, “I’m too hood. I’m too ghetto. I don’t fit the narrative and I’m ok with that. I’m from Baltimore where you hoop and talk trash. If I was a boy, y’all wouldn’t be saying nun at all.” Angel was referring to a culture of basketball that has a double standard for women, specifically for women who speak like her. While some are considered “ladylike” in the sport, others are called something very different.

    Apply this same logic to the workplace. If a worker doesn’t speak exactly like another colleague who represents the norm of the workplace culture, will they still be accepted and feel a sense of belonging? Why should language or dialect stand in the way of someone belonging in the workplace or prevent them from getting hired at all?

    DEI extends beyond skin and gender. Dialect and language should not create a hostile atmosphere where Black workers are undervalued, demeaned or held down at lower rungs in the organization because of the way they speak.

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

    Bias against people who speak AAVE hurts organizations, too

    Did you know the fastest-growing entrepreneurial demographic in the United States is Black women? Black women aren’t waiting for organizations that exhibit bias in their company culture to accept them — they’ve moved on to building their own empires.

    Organizations that consciously or unconsciously bias their employee pool based on the dialect of English the applicant speaks are losing out in the end. As mentioned, dialect does not equate to intelligence, talent or value. Choosing not to hire a qualified candidate because they speak AAVE only pushes them to take their talents elsewhere which can often leave organizations at a deficit in terms of intellect, innovation and growth.

    In this sense, bias not only hurts the person who experiences it, but it hurts organizations, too. This type of bias holds everyone back. So, why not remove the barrier to access, create more empathy and understanding of the various cultures that live within the United States, and see candidates through the lens of value, character and contribution?

    Related: 5 Qualities of Black Excellence Overlooked in the Workplace

    Final thoughts

    Organizations are losing out every time they pass over a candidate that speaks a dialect of English that is not the cultural norm. Race, gender, ability and other identifiers are all seen as important parts of DEI that add to organizational growth and innovation. But why are dialect and language left out?

    The people who experience some of the most bias are those who don’t look or speak like those in the dominant culture. Sticking to the norm is not always the best or only way. I invite organizations to expand their definition of belonging and value and to create increased awareness around dialect bias.

    Human Resources and other groups involved in the hiring process and people management functions should put into place bias guardrails that push on hiring managers who may be discriminating against potential employees based on their dialect of English. The financial and cultural costs are too high to ignore. AAVE is English and should be valued and seen as such within institutions.

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    Nika White

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  • How the Glass Cliff Is Designed to Hold Women Back at Work | Entrepreneur

    How the Glass Cliff Is Designed to Hold Women Back at Work | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    You’ve probably heard of the glass ceiling when it comes to women in the workplace, but the “glass cliff” is just as harmful.

    Whereas the glass ceiling is a metaphor for the barrier women face in the workplace, the “glass cliff” builds on that idea — it’s the phenomenon in which female executives are only given leadership roles in seemingly impossible situations like crises, economic collapses or negative public relations incidents. Women are seen as the right choice to clean up a mess, but not to lead when times are good. Even today, there are recent examples of this including Marissa Mayer‘s tenure at Yahoo, Jill Soltau‘s time overseeing the collapse of J.C. Penney, Peggy Johnson at Magic Leap and Heyward Donigan at Rite Aid.

    The glass cliff phenomenon is further backed by academic research:

    • Researchers at the University of Exeter found that women are more likely to be appointed as CEOs in companies that have performed poorly in the past, compared to men.
    • Columbia Business School found that women are more likely to be appointed to leadership positions in companies that are in crisis, compared to men. The study also found that women are less likely to be appointed to leadership positions in companies that are performing well.
    • McKinsey & Company consistently finds that women are underrepresented in leadership positions across industries, with only 38% of manager-level positions being held by women.

    These statistics demonstrate the existence of the glass cliff phenomenon, which can set women up for failure in leadership positions due to the difficult circumstances they are often appointed under.

    How do you spot a potential glass cliff situation and what do you do to prevent it from happening at your organization?

    Related: 6 Ways to Better Support Women in the Workplace

    Pay attention to when and how women are promoted

    More often, women are promoted in situations that are less attractive to the majority group (often men). These could be situations where despite the best effort, chances of success are low.

    If women are promoted in roles that feel more challenging than the roles that men are often promoted into, you might have a problem. This is especially important for leaders to pay attention to and address. Keep your radar up for potential glass cliff situations and ask if this were a man, would we approach this the same way?

    Amplify the experiences of women in your network

    Often, women are not given credit for their work equitably to men. Watch out for missed opportunities to give women leaders the credit they deserve for their good work. Make sure that their performance is incrementally rewarded with pay and promotional opportunities similar to men’s. You can measure promotion rates of genders and see how it compares to industry standards. Most commonly women are promoted at 86% of the rate that men are promoted based on equal merit. McKinsey & Company calls this the “broken rung.”

    Set goals to increase the representation of women in leadership

    Once you’re paying attention and measuring promotion rates, it’s important to set goals — not quotas. Quotas can create a zero-sum game mentality where men feel like women are only promoted based on their gender. Goals create a win-win opportunity. As women advance, so do profitability and opportunities for all genders.

    Related: If You Want More Women in Leadership, You Have to Enact Concerted Change. Here’s How.

    Develop objective leadership selection criteria

    Begin by clearly defining the role you are hiring for, including the responsibilities, expectations and qualifications needed to succeed in the position. This will help you identify the specific skills and traits you are looking for in a candidate. Then, identify the key competencies that are essential for success in the role as well as performance indicators.

    Consider using validated assessments, such as personality tests or cognitive ability tests, to measure a candidate’s abilities objectively. These assessments can provide insight into a candidate’s strengths and weaknesses and help you make more informed hiring decisions. Be sure to review the criteria you have developed to ensure that they are fair, relevant and unbiased. Consider involving a diverse group of stakeholders in the review process to ensure that different perspectives are taken into account.

    Ensure balanced interview and interviewee slates

    For any open leadership position, it is critical to have a sourcing strategy that ensures you are reaching a diverse pool of candidates. This may involve using job boards, social media, networking events, employee referrals and other channels to attract a wide range of applicants. Screen candidates objectively by using the objective selection criteria you have developed. This will help ensure that all candidates are evaluated based on the same set of standards rather than by outdated gender biases.

    Some organizations screen resumes to remove any identifying information, such as names, addresses and schools, to reduce the potential for bias in the hiring and promotion processes. Be sure to Interview a diverse slate of candidates and mirror diverse representation with interviewers to attract a range of perspectives and experiences.

    Remove systemic gender biases

    The maternal wall is the largest area of gender bias against women where people assume women are caregivers and men are providers. This results and decreased opportunities for women and often the prime years of their careers.

    Start by recognizing and addressing biases related to caregiving responsibilities, such as assuming that women are more likely to take time off for caregiving or that men are not interested in or capable of taking on caregiving responsibilities. While this gender stereotype may be true often, workplace dynamics and family roles are shifting.

    Related: To See More Women in Leadership Roles, Here’s What Needs to Happen

    What to do as an ally

    You might be thinking this is great, but I’m just an individual contributor or one person in a massive organization. What can I do to influence change?

    Consider these ideas:

    • Challenge your leadership team to be accountable for gender issues in the workplace
    • Question promotional decisions that put women in more challenging circumstances where success is unlikely
    • Mentor, sponsor and advocate for women (especially women of color) that are more marginalized so that they are proactively equipped to lead when opportunities become available

    With the percentage of female CEOs leading corporate America at just 10%, we can do better. The glass cliff prevents women from being effective leaders and can hurt future generations’ chances of increasing representation. Learn how you can spot the glass cliff and how to prevent it from occurring in your organization. Collectively, our actions matter as allies.

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    Julie Kratz

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  • The Developer Shortage Crisis Could Devastate The Tech Workforce. Here’s Why. | Entrepreneur

    The Developer Shortage Crisis Could Devastate The Tech Workforce. Here’s Why. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    If you work in technology, you’ve likely seen the headlines bemoaning the ongoing developer shortage. Demand for skilled developers has increased steadily over the last few years, but the supply has failed to keep up. The International Data Corporation (IDC) has predicted a global shortfall of four million developers by 2025. If we don’t act now, the global talent shortage could result in approximately $8.5 trillion in unrealized annual revenues by 2030.

    So what can we do about it?

    Recently, I attended the SXSW festival in Austin and led a panel with industry leaders from Salesforce, Morgan Stanley and Estée Lauder to address this question. Throughout the conversation, it became clear that our solutions must go beyond establishing a more robust job fair at the top universities. To tackle the developer shortage, the entire industry must undergo a paradigm shift, prioritizing diversity, education and policy to realize change and secure the future of all tech-enabled businesses. ChatGPT will only take us so far.

    Tap into new pools of talent

    Tech has primarily pulled candidates from the same finite talent pool for decades. The problem is that this pool does not reflect the diversity of the world around us. 62% of all tech workers are white, and 75% are male. Relying on this extremely limited and homogenous source of talent has put the industry in a bind. Companies are unable to fill open positions, yet, there are large groups of people who have been shut out of the industry. What would the developer shortage look like if we enlarged our talent pools to better include women, people of color, global workers, people with disabilities and formerly incarcerated people?

    We cannot continue returning to the same empty pot and expect gold to suddenly appear. We cannot expect to find 4 million new developers by 2025 from the same pool.

    As leaders, we need to consider groups we may have dismissed due to old biases and ask ourselves, “How can we tap into new pools of talent?”

    Related: 4 Reasons Low-Code Tools Will Never Replace Software Developers

    Utilize non-traditional methods

    Fostering a new generation of developers means organizations must implement non-traditional methods to identify and attract talent.

    First, look at your job descriptions — are they accessible to those with unconventional backgrounds? Do away with degree requirements and develop job descriptions that focus less on credentials and more on the skills necessary to succeed in the role. Furthermore, train hiring managers and recruiters to untangle their biases and identify transferable skills in a candidate’s application.

    Skills can be taught, but passion and creativity are much harder to come by. One can typically upskill an employee in weeks or months, but changing someone’s behavior will take years at best. Don’t allow erroneous requirements like a four-year degree to get in the way of hiring someone who could bring a vital perspective to your team.

    We should also consider how we can adapt our workflows to drive inclusion and belonging. For example, the prevalence of remote work has opened up many opportunities for those living with a physical disability. Pre-pandemic, many workplaces wouldn’t consider an applicant if they couldn’t come to the office. Moving forward, we must educate ourselves on other areas of our work that might be unwittingly exclusionary and adapt accordingly so all have the chance to contribute. It takes leadership and teams a lot of learning to properly include everyone.

    Related: How Software Developer Freelancers are Filling the Skill Gap

    Nurture the talent pool

    If we only look for talent when we need them, we will likely default to old biases and hire the first developer that checks all our boxes. The onus is on organizations to actively build and nurture an expanded talent pool through education, training and support.

    Organizations must invest in STEM education outside the traditional and expensive four-year degree. What can we be doing as companies to expand access to tech education and accreditation? At Salesforce, they partner with schools to provide access to computers and coding classes to bring tech to students early in their learning journey. There are also programs like Microsoft’s Accelerate, which provides free courses and resources to underserved communities to equip them with the necessary skills to participate in the tech sector.

    Still, education alone is not enough. My company recently partnered with a non-profit and a higher education institution in Brazil to help underserved communities access tech jobs. Although these students had completed their computer science degree — while holding a full-time job in another area —many still didn’t feel confident applying for a job in tech or even creating a Linkedin profile. We quickly realized it was essential to build a bridge from the hard skills learned in class to the soft skills they need to get a job, including networking, interviewing and seeking out opportunities. Gaining the credential is one thing, but if a person doesn’t know how to use it in the job market, they won’t get far.

    During the question portion of the panel, a student and young entrepreneur asked how companies can incentivize and publicize developer boot camps for young people. He suggested focusing on community-centered approaches — going into underserved communities and providing educational resources. We shouldn’t expect people to come to us, we have to make the effort to reach out to them.

    It’s on us to create holistic solutions along every step of the pipeline, providing the necessary structure, support, and emotional safety for marginalized groups to confidently apply for tech jobs.

    Related: Why Low-Code Platforms Are the Developer Shortage Solution People Aren’t Talking About

    Act as an ecosystem

    There’s a visibility gap, not a talent gap in the developer industry. Finding non-traditional and creative approaches to identify and evaluate talent is how we can help our companies see the talent they may think is lacking.

    We must find solutions that help foster and develop talent from its earliest stages and connect more into initiatives with nonprofit organizations working with underserved communities to create solutions that work for them and with them.

    Most importantly, we will all fail if we compete to develop talent. The challenge at hand requires us to scale and to scale properly. We must work together to build an ecosystem with partners across industries — even those we may consider competitors.

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    Leonardo Mattiazzi

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  • 3 Proven Ways to Hire (and Keep) Diverse Talent | Entrepreneur

    3 Proven Ways to Hire (and Keep) Diverse Talent | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    One of the most common diversity, equity and inclusion strategies over the last decade has been to diversify hiring processes. The temptation to hit the “easy button” and fill front lines and open positions with women, people of color, those with disabilities and other marginalized communities is opportunistic and inauthentic. If you’re not creating an environment for diverse talent to thrive, diverse talent will not stay. This requires a more holistic approach, rather than a simple hiring fix.

    To take a more holistic approach to hiring diverse talent, consider:

    • Broaden where you recruit
    • Remove bias from the hiring process
    • Hold recruiters and hiring managers accountable for diverse representation

    Related: 10 Ideas to Drive Your DEI Initiatives in 2023

    Broaden where you recruit

    If you went fishing and didn’t catch any fish would you blame the fish? Or if you were gardening and had trouble growing plants, would you blame the flowers? It is more likely that you would shift your approach to catch more fish or grow more plants. Yet, with diverse talent, we often blame them for not applying or not being “qualified.”

    Instead, shift your approach much like you might shift your approach with other ineffective techniques. There are lists of organizations that can help place diverse talent. Folks from diverse backgrounds will check peer-reviewed websites like Glassdoor and reach out to people that work at the organization, as well as comb through the corporate website to see if it’s truly a diverse and inclusive workplace. After many corporate promises were not delivered, there is an increased skepticism by potential employees to be cautious when evaluating employers. Compensation and benefits (although important) are table stakes, with culture and flexibility taking precedence over traditional worker priorities.

    And time developing relationships with HBCUs, diverse networking groups and building a reputation for inclusion first before showing up on campus and at events declaring diversity is important. Actions speak louder than words. Candidates from diverse backgrounds have never been so highly sought after and they can be choosy with their employment in ways they have not been afforded in the past. Do intentional and consistent work and candidates might believe it.

    A diversity recruitment strategy outlines the organization’s goals and approach to recruiting diverse talent. This strategy should explain outreach efforts to underrepresented communities and track success, pivoting as strategies work or need to adjust to meet candidate needs.

    Related: 5 Tips for Finding Diverse Candidates That Make Dollars and Sense

    Remove bias from the hiring process

    The hiring process is riddled with bias. if we don’t have systems to address bias, then bias is invited into the process. Most hiring managers admit they hire people they would like to spend time with vs. people that are most qualified for the position.

    Use inclusive language in job postings to attract a diverse pool of candidates. Avoid using gendered language and be specific about the skills and qualifications required for the position. If a job posting has a requirement that people doing the job do not currently fulfill, it’s not a requirement.

    Ensure that the interview slate of candidates and a panel of interviewers are diverse and represent the organization’s commitment to diversity and inclusion. This sends a clear message to candidates that the organization values diversity.

    Manage personal bias in the hiring process. There are many biases that play into the hiring process. To find diverse talent, recruiters and hiring managers need to be aware of their potential biases and be prepared to manage them. Bias is not bad; bias is human. Inclusive leaders manage their biases knowing they can never fully remove them. Some include:

    • Potential vs. performance bias: Those in the majority group (white, straight, cisgender, able-bodied men) tend to be evaluated on potential. Women, people of color and those from underrepresented groups tend to be evaluated based on actual performance. This means that the starting point is different for people based on identities they can’t control. Be cognizant of this bias with clear objective criteria to evaluate candidates so this bias does not creep in.
    • Caregiving vs. providing bias: Women are often assumed to be caregivers whereas men are assumed to be providers. This stereotype may be true, yet it certainly is not always the case in modern culture. The traditional family with men being the primary owners and women being stay-at-home has shifted significantly in the last few decades, yet our brains are still wired to connect women with caregiving and men with providing. This leads to an unfair advantage where men as seen as more committed or stable compared to women. Question assumptions about women’s caregiving responsibilities equitably to men.
    • Cultural fit vs. cultural add bias: When people say they’re a good cultural fit, it’s usually code for they like us. Humans have an affinity or like me bias and like to surround themselves with people they feel comfortable with, usually of their identities. This is an obvious challenge if we want to diversify our workforce, we need to look at people from different backgrounds as cultural adds. This doesn’t mean that they’re not aligned with our core values and beliefs, yet they bring a different perspective. Asking the question, “What perspective does this person add?” can help combat this bias.

    Related: Business Leaders Need to Take Inclusive Language More Seriously — Here’s Why.

    Hold recruiters and hiring managers accountable for diverse representation

    What gets measured gets done. Without clear expectations, managers resort to past methods. If we want more diversity, we have to do things differently. The status quo is the enemy of diversity. Accountability begins by:

    • Setting clear expectations: Clearly communicate the organization’s diversity and inclusion goals and expectations for diverse hiring to all managers. This can include specific targets for diverse hiring and a commitment to eliminating bias in the recruitment and selection process. The goal is to improve, not set quotas or force diversity when it is not possible yet.
    • Establishing metrics and tracking: Establish metrics and tracking mechanisms to measure the effectiveness of the organization’s diverse hiring efforts. This can include tracking the diversity of candidate pools, monitoring the progress of diverse hires and measuring the impact of diversity and inclusion initiatives on employee engagement and retention.
    • Incorporating diversity into performance evaluations: Incorporate diversity and inclusion goals into managers’ performance evaluations to hold them accountable for diverse hiring. This can include evaluating managers based on the diversity of their hires, their efforts to eliminate bias in the recruitment process and their ability to create an inclusive work environment.
    • Recognizing and rewarding success: Recognize and reward managers who are successful in hiring and retaining diverse talent. This can include public recognition, promotions and bonuses for achieving diversity and inclusion goals.
    • Addressing non-compliance: Hold managers accountable for non-compliance with diversity and inclusion goals through disciplinary action. This can include coaching, training and, in some cases, termination of employment.

    Despite positive intentions to diversify hiring processes, leaders often struggle to find diverse talent. They cite the lack of applicants as evidence that diverse talent does not exist and is not attracted nor qualified to work at their organization. However, when diversity recruiting and hiring are given a strategic approach, results shift. There are three proven ways to diversify talent acquisition: broaden where you recruit, remove bias from the hiring process and hold recruiters and hiring managers accountable for diverse representation.

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    Julie Kratz

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  • 5 Reasons Why Entrepreneurs Are Privileged | Entrepreneur

    5 Reasons Why Entrepreneurs Are Privileged | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As a Black woman entrepreneur, I’ve managed to run a successful diversity, equity and inclusion (DEI) consultancy for the past six years. But I promise, it wasn’t easy. For me, becoming an entrepreneur looked like getting a doctorate in organizational leadership and working my way to owning a business. Despite the years I dedicated to my entrepreneurial journey, I still benefited from a level of privilege that many don’t share when it comes to entrepreneurship.

    I’ve talked for years about how Black women don’t receive the support or mentorship they need in the workplace to succeed as well as about the many ways Black entrepreneurs struggle in this space. But we should talk about the privilege that those of us who do succeed in business have. We should also talk about the reasons why people in marginalized communities start businesses from the beginning and how their entrepreneurial endeavors can be long-lasting and successful.

    The complexities of privilege in entrepreneurship are vast but worth discussing. We have to peel back the layers to discover how more entrepreneurs from marginalized communities can lift themselves out of poverty and into prosperity.

    Related: 18 Business Leaders on Creating an Inclusive and Equitable Society

    1. Having start-up funding is a privilege

    How will I fund my business? This question looms over many entrepreneurs. When 66% of them use their own money to start a business and another 33% start with less than $5,000, it’s a perfectly valid concern. This means that if they aren’t born with a silver spoon in their mouths, some folks have to look beyond their personal bank accounts to kickstart their businesses.

    Venture capitalists, friends, family or bank loans are funding options, but most of these come with serious strings attached. It’s a privilege to have access to these resources in the first place, but it can feel oppressive to have to ask, in general. Knowing that the loan you used to start your business will double, triple, or quadruple your personal debt is a daunting realization.

    I was fortunate enough that when I started my DEI consultancy, I didn’t have to struggle for funding. I had the privilege of having a husband who was ahead of me on his entrepreneurial journey. His business endeavors gave me the freedom to build my consultancy without the pressure of needing to contribute to our household income. Not everybody has that opportunity. Equitable access to funding for a business isn’t easy to find and every entrepreneur falls into a different place on the spectrum of privilege and oppression when it comes to funding.

    Related: 6 Ways to Offer Allyship to Black Entrepreneurs

    2. Having other entrepreneurs to look up to is a privilege

    Whether it’s a parent, grandparent, aunt or uncle, having someone in the family who is an entrepreneur helps make the dream of starting a business of your own feel more achievable.

    I didn’t have an entrepreneur in my family, but my husband did. His dad was the example that inspired a ripple effect of entrepreneurs in the family. Seeing his family members start, grow and scale businesses was inspiring to witness. As we all know, representation matters. Watching entrepreneurs who look like us experience the ups and downs of business helps us know our dreams are possible.

    However, if we have never seen entrepreneurs like us, it’s harder to imagine how starting and growing our businesses would be possible. For some of us, having access to a successful entrepreneur in our lives is a privilege that likely impacts the success of the businesses we hope to create.

    3. Having a college education before starting a business is a privilege

    As someone who received her doctorate, I’m in the minority of entrepreneurs: 62% of entrepreneurs have at least a bachelor’s degree while 7% have a doctorate or other degree. I also reap additional financial benefits as a result of my educational privilege. It turns out entrepreneurs with doctoral degrees earn 35% more than those with high school diplomas.

    But not all entrepreneurs have the privilege of going to college. Many people choose entrepreneurship because of the seemingly unlimited earning potential it promises, even those with only a high school diploma. For many marginalized folks who didn’t have access to college or university, entrepreneurship may feel like the only way to pull themselves out of their economic situation and into a brighter future.

    4. Having a business that lasts more than three years is a privilege

    Despite Black women being one of the fastest-growing demographics of entrepreneurs in the U.S., CNBC reported that eight out of 10 Black-owned businesses fail in the first 18 months. Having a great business idea and some funding to boost your journey will help; however, maintaining a business for more than five years is a rarity. Around 49% of women-owned businesses are less than five years old and as they approach the six to 10 year window, that number shrinks to 17.5%.

    There are many reasons why the privilege of business longevity isn’t afforded to all. Funding runs out, an unexpected business emergency shows up or the entrepreneur simply has a change of heart about their venture. Regardless of the reason, having a business that lasts decades is a privilege that some marginalized entrepreneurs only dream of.

    Related: 10 Reasons Why 7 Out of 10 Businesses Fail Within 10 Years

    5. Starting your own business can actually create privilege

    In light of the recent layoffs nationwide across many industries, now is one of the best times to try entrepreneurship. The main motivators for becoming an entrepreneur are the numerous ways it can grow and expand our financial and personal futures. Research shows that women who start their own businesses do so because they are ready to chase their passions and work for themselves.

    Entrepreneurs of color are starting businesses for similar reasons. Dissatisfaction with their boss and the lack of diversity, equity and inclusion in corporate America cause many to start their own businesses.

    Most importantly, for many entrepreneurs, their salary ambitions can reach whole new heights. While the average woman earns 82 cents for every dollar a man earns, the average woman entrepreneur earns 91 cents. Although a one-to-one earning ratio would be the best-case scenario, it’s clear that for many women, starting their own business helps them close the pay gap.

    The lifestyle and flexibility perks of entrepreneurship cannot be overstated either, such as working from home with hours that fit your schedule. The ability to parent or become a caregiver to someone you love or simply being able to avoid microaggressions, pay disparities and unequal treatment at work are all new privileges afforded by starting your own business. For many marginalized folks, this kind of economic and personal freedom is a dream that can only come true with entrepreneurship.

    Related: Why Paying Women An Equal Wage Helps — Not Hurts — Your Business

    Final thoughts

    As marginalized folks balance the pros and cons of becoming an entrepreneur, those of us who have already found success in this space should ask ourselves: What can we do to lift up more entrepreneurs from marginalized communities? How can we leverage our privilege and power to be sensitive to the issues that arise for new entrepreneurs? How can we fund and support them in the most critical stages of their business?

    In my opinion, successful entrepreneurs have an obligation to share their privilege with others and help more folks confidently enter into the entrepreneurial space. Say the names of new entrepreneurs in rooms that matter. Offer a loan or donate capital to entrepreneurs in marginalized communities. Mentor new entrepreneurs and flatten their learning curve so they can be more likely to thrive beyond the five-year mark.

    Sharing entrepreneurial wisdom and offering resources when available can help more women, folks with disabilities, queer and people of color reach entrepreneurial success and grow their careers beyond imagination.

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    Nika White

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  • Why Companies Are Failing in Their Diversity, Equity and Inclusion Efforts | Entrepreneur

    Why Companies Are Failing in Their Diversity, Equity and Inclusion Efforts | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Companies care about diversity, equity and inclusion (DEI) because they know that a diverse workforce leads to greater innovation, creativity and overall success. However, despite this knowledge, many companies struggle to effectively implement DEI initiatives. In difficult economic times, it’s easy for companies to cut costs and put DEI efforts on the back burner. However, this can lead to consequences such as a lack of diverse perspectives and diminished employee engagement.

    Let’s explore why it’s crucial for companies to prioritize the success of their DEI leaders and equip them with the necessary resources and authority to foster an inclusive workplace. By doing so, companies can unlock the full potential of a diverse and empowered workforce. Our takeaways will provide practical steps that companies can implement to develop a successful DEI strategy that not only benefits the business but also supports the well-being and satisfaction of its employees.

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    Clair Kim

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  • Why Diversity and Inclusion Is So Important for Startups | Entrepreneur

    Why Diversity and Inclusion Is So Important for Startups | Entrepreneur

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    Diversity and inclusion are essential components of a successful workplace in any organization. When it comes to startups, the importance of diversity and inclusion cannot be overstated. Startups need to be innovative, adaptable and flexible to succeed, and having a diverse workforce can help to achieve these goals.

    Diversity generally refers to the range of differences that exist among people. These differences can include race, gender, ethnicity, age, sexual orientation, religion, education and culture, among others. Inclusion refers to an environment where all individuals feel valued, supported and included, regardless of their differences.

    For startups, diversity and inclusion involve creating a work environment in which everyone feels very comfortable sharing their thoughts, ideas and perspectives without fear of discrimination or exclusion.

    Related: Why You Need Diversity on Your Team, and 8 Ways To Build It

    Benefits of diversity and inclusion in startups

    1. Better decision-making:

    A diverse workforce brings multiple perspectives, experiences and ideas to the table. This diversity of thought can lead to more creative solutions and better decision-making. When a team is composed of individuals with different backgrounds and experiences, they are better equipped to identify challenges and opportunities and develop innovative solutions catering to a broader range of customers.

    2. Increased innovation:

    Startups need to be innovative to succeed. A diverse workforce can generate new ideas and aids to create products and services that cater to a diverse customer base. When individuals from different backgrounds and experiences come together, they can combine their unique perspectives and expertise to develop innovative solutions.

    3. Better customer understanding:

    Businesses need to understand their customers to develop products and services that meet their needs. A diverse workforce can help startups to better understand their customers and cater to a broader range of people. A team of individuals with different backgrounds can bring unique perspectives on customer preferences, cultural nuances and societal dynamics. This can lead to products and services that are better tailored to customers’ needs.

    4. Better problem-solving:

    A diverse team is better equipped to identify challenges and develop solutions that cater to a wider range of people. Startups must be agile and adaptable; a diverse team is better suited to this task. By leveraging a team’s diverse experiences and perspectives, startups can develop solutions that cater to the unique needs and preferences of diverse customers.

    5. Improved employee engagement:

    A diverse workforce that feels valued and included is more likely to be engaged and committed to their jobs. When employees feel like they belong and that their contributions are valued, they are very likely to be productive and motivated to help the company succeed. This can lead to better morale and higher employee retention rates.

    6. Enhanced creativity:

    Diversity and inclusion help to create an environment that respects and embraces different perspectives, cultures and ideas. This can spur creativity and innovation, resulting in a wider range of ideas and solutions that may not have been generated through a homogeneous work environment. A diverse and inclusive workforce can open up a world of possibilities for startups, helping them to solve problems and face challenges in new and imaginative ways.

    7. Competitive advantage:

    Companies that embrace diversity and inclusion are very well positioned to attract and retain top talent. A diverse workforce that values different perspectives and experiences can help businesses to tap into new markets and cater to emerging customer needs. This can ultimately translate into a competitive advantage in the marketplace.

    8. Improved reputation:

    When startups prioritize diversity and inclusion, it can positively impact their reputation within the industry and in the eyes of potential customers. Companies seen as socially responsible and inclusive may be more attractive to consumers and can help build a positive brand image.

    9. Mitigating risk:

    Diversity and inclusion can help mitigate workplace risk by reducing bias and promoting fairness. When teams are composed of individuals from different backgrounds and experiences, there is less risk of groupthink, which can lead to poor decision-making. Additionally, promoting diversity and inclusion can reduce the risk of costly legal battles resulting from discriminatory workplace practices.

    Related: Diverse Teams Drive Innovation in Ways Homogeneous Teams Just Can’t

    Strategies for promoting diversity and inclusion in startups

    1. Embrace diversity in hiring:

    Startups must embrace diversity in recruiting and hiring to build a diverse workforce. This means looking beyond traditional recruiting methods and expanding the search for talent to include diverse communities. By recruiting from a wider range of backgrounds, startups can build a stronger team with diverse perspectives and experiences.

    2. Train employees on diversity and inclusion:

    Training is essential in promoting diversity and inclusion in the workplace. Startups should regularly train employees on diversity and inclusion best practices, including unconscious bias training. Employees should understand the importance of embracing diversity and creating an inclusive work environment.

    3. Create a culture of inclusion:

    Creating a culture of inclusion involves valuing and respecting all employees and fostering an environment where everyone feels very comfortable sharing their thoughts and ideas. Startups can achieve this by promoting transparency and open communication, providing opportunities for feedback and recognizing and celebrating diversity.

    4. Establish diversity goals:

    Startups should establish diversity and inclusion goals and measure progress against them regularly. By setting goals and tracking progress, startups can ensure that they are making progress toward creating a diverse and inclusive work environment.

    Overall, diversity and inclusion are essential components of a successful workplace in startups. A diverse workforce brings new perspectives, experiences and ideas to the table, leading to increased innovation, better problem-solving and a better understanding of customers. By promoting diversity and inclusion in recruiting, training and culture, startups can build teams that are better equipped to counter the challenges of an ever-changing business landscape.

    Related: Diverse Hiring and Inclusive Leadership Is How Startups Thrive

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    Chris Kille

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  • Why Employers and Employees Aren’t Agreeing on Expectations | Entrepreneur

    Why Employers and Employees Aren’t Agreeing on Expectations | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In just seven years, we will face a global worker shortage of 85 million people, according to the 2023 Workforce Trends ManPower Group report. That means there will be major shifts in the power balance between employees and employers. Traditional employers with a command and control leadership style will have less power as power shifts more to employees.

    With increased power over employees, expectations are shifting. Consider these statistics:

    • 31% of current workers would take another role in the next month if it offered a better blend of work and lifestyle.
    • 68% of Gen Z workers are not satisfied with their organization’s progress in creating a diverse and inclusive work environment and 56% would not accept a role without diverse leadership.
    • More workers think that the ability to collaborate (83%), solve problems (82%) and be trustworthy (82%) are more important to do their job well than simply being a high producer (76%).
    • 57% of employees are already pursuing training outside of work, because company training programs don’t teach them relevant skills.
    • 75% of investors say companies should address ESG (environmental, social and governance) issues, even if doing so reduces short-term profitability (diversity, equity and inclusion fit in the “S”).

    To address these growing macro trends, organizations need to:

    • Model and reinforce workplace flexibility — especially senior leadership).
    • Objectively measure employee performance (a.k.a. behaviors + results).
    • Proactively address ESG social issues before it is mandated.

    Related: How to Balance Employee Happiness and Business Expectations

    1. Model and reinforce workplace flexibility — especially senior leadership

    Considering nearly one-third of workers would leave their roles immediately for better work-life integration, this signals a growing expectation for authentic flexibility. No longer a nice to have, it is a must-have for workers. More traditional cultures have been slow to change, expecting employees to return post-pandemic to the status quo. Rather than retreat to past notions of workplace expectations, this is an opportunity to shift to meet shifting employee expectations. People are looking to leaders to not just say flexibility is important but to model it through their own actions. As leaders work remotely and take time off, employees feel safer doing so as well.

    Here are some unconventional ways leadership can promote flexibility (Note: For front-line workers, virtual work may not be a possibility and flexibility can be more constrained):

    • Host a workplace offsite at a remote location where employees can bring their families, mixing work and life in a relaxed environment.
    • Set expectations for in-person days in the office environment. Consider maybe one or two designated days per week that your employees are expected to be physically present, and working from home the remainder of the days.
    • Be clear about holiday observances cross-culturally. Be cognizant of holiday celebrations and out-of-office obligations.
    • Talk to team members about their travel interests or family visits, encouraging them to work from other locations if they can and want to during less busy times.

    2. Objectively measure employee performance (behaviors + results)

    Subjective criteria invite bias into the performance management process. More often, inclusive behavior is just as important as the ability to get results. If your employees are getting results with exclusionary behavior, they need to be held accountable for these behaviors as well — trust, collaboration and problem-solving skills. Increasingly, toxic workplace behavior is a key reason for employees self-selecting out organizations. If you tolerate toxic behavior because the person is getting results, it’s the same as saying toxic workplace behavior is acceptable.

    Consider adding competencies to the performance management process to ensure people are not only getting the results but they’re being held accountable for their behavior. Competencies like communication, leadership, empathy and vulnerability are highly correlated with healthy workplace cultures. What gets measured and gets done. When people are held accountable for their behavior, the culture shifts.

    Related: Employees Only Meet Expectations When They Know What’s Expected

    3. Proactively address ESG social issues — before it’s mandated

    Europe’s expected mandate of ESG reporting will affect any organization that does business in Europe. Rather than having to react once enacted, it’s important to proactively prepare. Because diversity, equity and inclusion (DEI) are a part of the social component of ESG, organizations will be expected to report on DEI activities and representation numbers. Investors, customers and employees alike are asking how organizations are contributing to positive social change. As the power continues to shift to employees, expect this question to be asked more often, realizing future consumers and employees are voting with their dollars and employment decisions. People want to work with organizations that are creating social good.

    Case study

    A Fortune 25 client of ours in the financial services industry realized this shift in employee power. Instead of maintaining the status quo, they decided to develop a program that responded to changing employee needs. They built a nine-month Men as Allies program with a curriculum to support learning on flexibility, inclusive leadership skills and how to effectively mentor and sponsor people different from themselves. The result was a boost in year-over-year membership growth of 30% for women and 40% for men as allies. Promotion rates and retention for women in the program increased as well.

    With a growing disconnect in workplace expectations, it’s important that organizations realize that the workplace needs to change, not the employees. By modeling flexibility, measuring employee performance and anticipating ESG expectations, we can meet employees where they are and create more inclusive workplaces where all people feel seen, heard and feel like they belong.

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    Julie Kratz

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