By Linda Devonish – Mills, CAE, CPA, CMA, MBA, Diversity, Equity, and Inclusion Consultant
Diverse and inclusive environments in the workplace should serve as a sense of normalcy for organizations’ operations. The benefits of establishing a diverse and inclusive workplace should be obvious, and they can include (but are not limited to):
Sometimes, you have to determine the barriers to move forward prior to coming up with solutions, which is the case when organizations are determining ways on how to develop inclusive environments in the workplace.
It is essential for senior leaders of organizations to recognize acts of exclusion that may exist in their workplaces, as they are the strongest barriers to inclusive environments in the workplace. There is a psychological component when analyzing some acts of exclusion, such as microaggressions and unconscious bias.
Most people have the best intentions to have positive and encouraging conversations with colleagues but don’t use the right words to convey their message. This is due to not understanding the power of words which usually results in the use of microaggressions.
Microaggressions can be an indirect demeaning encounter towards a person usually from underrepresented groups, disguised as a compliment. They can be received as hostile and derogatory, resulting in insults towards the target group. It is imperative to point out that microaggressions can be verbal or nonverbal.
There are three different types of microaggressions:
Example of a microinsult – An African – American female medical professional makes a presentation among colleagues at a hospital that she works at about statistics on the treatment of COVID – 19 patients. One of her colleagues approached her after the presentation with a comment, “That was a great presentation. You speak so eloquently.” The comment can be perceived as a compliment if it is a statement shared with colleagues from various backgrounds that make great presentations. However, it seems to be a common comment towards professional people of color which is embraced by that group as an insult. It should not be a surprise for an African – American female professional to present well based on their credentials.
Example of a microinvalidation – An Asian – American professor is asked about her origin by a student. When she replies, “I am from Kansas”, the student’s response is, “No seriously, what country are you from?”, implying that the professor cannot be a citizen of the United States.
They are obvious and usually deliberate and on purpose. Microassaults usually happen when the perpetrator is anonymous, and are being supported by peers around them. Perpetrators know they can get away with their comments. There’s no guesswork in determining if you were the victim of a microassault.
Example of a microassault – A Muslim student sits in a class where a professor makes Islamophobic comments during his lecture.
There is a great TED talk video featuring Tiffany Alvoid, JD, UCLA School of Law, that can be embraced as a solution to mitigating microaggressions, “Eliminating Microaggressions: The Next Level of Inclusion”. The video can be viewed at Tiffany Alvoid: Eliminating Microaggressions: The Next Level of Inclusion | TED Talk.
Are you aware of your biases towards colleagues within your work environment, both personally and professionally? Anybody that responds to that question with “No” is not ready to help their organization to create a bias free workplace as studies have revealed that we all have biases.
The technical definition of unconscious bias is that it refers to the attitudes or stereotypes that affect our decisions in an unconscious manner. These biases, which encompass favorable and unfavorable assessments, are activated involuntarily and without an individual’s awareness or intentional control. It may be surprising that stereotypes are mentioned in the definition but play an integral role with its impact on our unconscious biases.
Here are examples of some typical stereotypes. Hopefully these stereotypes have not held much weight in recent years on how they may have influenced perceptions of family members, friends, and colleagues:
Although these examples are somewhat outdated, they may still apply today within certain work environments:
|2004: Researchers found that it took 50% more resumes from people with traditionally African – American names (e.g., Shaniqua), to get a callback than from people with traditionally European names (e.g.; David).
|2012: When You Tube first launched its app for Apple’s iOS, 5% – 10% of videos appeared upside down because the engineers had unconsciously developed the app for right – hand users.
|2014: A blogger shocks Google by pointing out that 77% of the previous year’s Doodles were for men.
Where many people use biases in everyday life, and are unaware of it, it is the responsibility of senior leaders at organizations to mitigate and gradually eliminate unfair biases in order to level the playing field for diverse teams.
What is the great resignation? How would it be possibly a barrier for organizations to develop diverse and inclusive environments? The COVID – 19 pandemic has played an integral role with people taking a hard look at their lives and careers in determining what is important to them.
In honor of Women’s History Month, statistics have revealed that 1 out of 4 women have resigned primarily due to inflexible work arrangements and lack of advancement opportunities.
Organizations are slowly but surely encouraging employees to return to the office. Companies that are requiring for employees to return to the office 5 days a week are risking the chance of losing diverse talent.
There are many organizations that are:
It is a challenge between developing policies that ensure safety among employees but may give the perception of divisiveness as it relates to employees’ personal preference with vaccinations.
Organizations can begin the journey with embracing acts of inclusion once they recognize and mitigate barriers to prevent the development of inclusive work environments. Here are some inclusive practices that organizations can consider when leaders are developing inclusive work environments:
For many years, diversity and inclusion were the only two concepts that were mentioned during conversations and training sessions when talking about organizations developing inclusive work environments. Currently, having such conversations are not considered to be holistic without mentioning the concepts of equity and belonging that bridge the gaps between diversity and inclusion.
Diversity is the understanding and recognition of individual differences and identities. Inclusion is the act of being included within a group or structure while retaining one’s own unique identity. A great analogy between diversity and inclusion is that diversity is when you are invited to a party; and inclusion is when you are asked to dance.
The first step with understanding equity is that it is different than equality. Equity focuses on fairness, constantly and consistently redistributing power. An example of belonging involves an organization that engages the full potential of employees. Innovation, views, beliefs, and values are integrated when there is a sense of belonging in a workplace.
It is common for employees to become familiar with their colleagues through their professional roles but may not know each other personally. It is an advantage for members of diverse teams to learn about different cultural backgrounds among their teammates. There are so many different ways to encourage employees to learn about each other’s cultural backgrounds.
One way is through formal training sessions. The best type of training is conducting a session tailored to feedback from employees about their competency levels with cultural awareness. One effective assessment tool that is available for organizations to conduct such training is the Intercultural Development Inventory (IDI) tool.
The IDI tool is a psychometric instrument that assesses intercultural competence — the capability to shift cultural perspective and appropriately adapt behavior to cultural differences and commonalities. This 50-item questionnaire is available in 17 languages, can be accessed online and takes approximately 15-20 minutes to complete. After taking the assessment, the IDI generates:
Another way to bring employees together to increase cultural awareness among their peers is to host events based on a cultural calendar. For example, in honor of women’s history month, a panel discussion can take place among female employees of all levels within an organizational hierarchy, to talk about challenges women face in the workplace and provide viable solutions to overcome those challenges.
Employee Resource groups (ERGs) are employer-recognized, employee-led groups that allow people with shared identities to build a community forum to discuss business and professional goals and share resources. The membership basis is typically formed by marginalized, or minority populations based on race, ethnicity, gender, sexual orientation, disability status, parental status, and other defining characteristics. Although there are many benefits with developing employee resource groups, such groups can be perceived as an act of exclusion if there are not groups within an organization that represent all underrepresented groups.
Developing inclusive work environments are essential to organizations’ sustainability. Employees will demonstrate loyalty to organizations that create safe spaces for their opinions to be heard and valued, along with equitable offerings of advancement opportunities.
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