The ethical reasons behind workplace diversity, equity and inclusion (DEI) are incontestable — we don’t need studies to prove that we all benefit from understanding, learning and cooperation.
When those studies do come into play, the moral compass points in the same direction as that of the bottom line. Among the findings in Built In’s 2021 DEI analysis of the tech industry: 51% of employees would be more inclined to stay in their current roles if their company improved its DEI efforts, and 60% of tech professionals would seek out information about a potential employer’s diversity when researching job opportunities.
Considering so much of their current and future talent cares deeply about DEI in the workplace, companies are listening. Before 2020, just 5% of tech companies surveyed had programs to support BIPOC professional development. That number jumped to 18% in 2020, and 45% planned to introduce programs in 2021.
When developing effective programs, consultants and research are certainly important. But there is also much to be gained from the feedback of the employees those programs are intended to support.
In Paul Tucker’s experience as the diversity and inclusion manager at ActBlue, “employees can drive DEI efforts at ActBlue...through their honest and open feedback with the DEI and leadership teams.” As Tucker has found, some of the most important resources in DEI development are already available internally: the experiences and input of employees themselves.
As organizations develop and grow their DEI programs, it is important to remain conscious of the ways different identities and experiences intersect. The following local companies shared how they stay mindful and informed when designing DEI resources, paving the way for a comprehensively inclusive future.
As a nonprofit with expertise in building grassroots fundraising tools for progressive organizations, ActBlue has a sharp eye for inclusivity and social movements. Internally, their employee resource groups and anonymous engagement channels are the cornerstones of their DEI action plans.
How does ActBlue approach intersectionality in the workplace, and how does that help shape your broader DEI initiatives?
It is vital to acknowledge people’s intersectional identities because, in the words of Walt Whitman, “we contain multitudes.” We recognize the different identities our employees hold as the first step in informing our DEI work. One example of this is that the first event ActBlue’s employee resource groups (ERGs) hosted was a watch party for a program that highlights the identities and experiences of queer people of color.
What has been the most impactful action ActBlue has taken to create a more inclusive and equitable work environment for all employees, and why?
Forming ERGs has been one of the most impactful actions. We currently have six ERGs, with more to come. We are trying to be as thoughtful as possible in the formation, design and evolution of our ERGs — we are learning on the DEI side, and the employee leaders and organizers are learning as well. ERGs serve as the cornerstone of our DEI efforts at ActBlue, as they are rich partners in the design of DEI at ActBlue as a whole.
We recognize the different identities our employees hold as the first step in informing our DEI work.’’
What role do your employees play in driving DEI efforts? What have you done to ensure even the most marginalized voices on your team are represented, heard, valued and respected?
ERGs are a core component through which employees can drive DEI efforts at ActBlue, and we look forward to more initiatives and programming that will blossom through them over time. Another key way employees can drive DEI efforts at ActBlue is through their honest and open feedback with the DEI and leadership teams. Some channels we have in place to welcome employee feedback are our anonymous annual engagement survey, focus groups surrounding various DEI issues, and regular office hours with DEI and leadership staff. Employee voices are vital in informing our DEI work at ActBlue.
Panorama Education’s mission is to help educators build action plans tailored to each student’s strengths and areas for improvement. With a deep understanding of and respect for individual experiences, their DEI efforts are guided by employee feedback and a lead-by-example approach from senior and executive personnel.
How does Panorama Education approach intersectionality in the workplace, and how does that help shape your broader DEI initiatives?
Intersectionality was a significant talking point when Panorama engaged in company-wide anti-racism training in January. Our facilitators shared resources including: “‘We’re All Just Different!’ How White People Are Co-opting Intersectionality.” The articles supplied and the facilitation provided cautionary notes that the term intersectionality can mask privilege and removes accountability toward understanding how we all play a part in systemic oppression regardless of our identities.
As an organization, we are aware of the intersection of identities and how important it is to understand — especially when having conversations about diversity, equity, inclusion and belonging (DEI&B) — that intersectionality is complex.
Our affinity groups and our caucus are really good examples of intentional spaces where team members can be their most authentic selves and share what might be on their minds, in a psychologically safe space with folks of similar identities. Some of our affinity groups include Women and Non-Conforming in Tech, Moms of Panorama, BIPOC Non-People Managers, BIPOC People Managers, Pan-Asian Alliance, Black Panorama and Panorainbow.
We have leaned into the importance of senior leaders and people leaders modeling inclusive leadership.’’
What has been the most impactful action Panorama Education has taken to create a more inclusive and equitable work environment for all employees, and why?
We recognized that launching ERGs provided an opportunity for us to move from awareness to action. We specifically wanted to gain an understanding from team members, especially from team members from traditionally marginalized identities and their allies, what we can do to move the needle in four key areas: employee engagement, talent recruitment, product development and career development.
Part of the work has involved working with our DEI&B consultants to make sure our philosophies around ERGs are intentional, that we had the right level of executive sponsorship, and that they are heavily connected to our overall business strategy and our goals around DEI&B. “Alignment” would be the key phrase I’d use here to showcase the need for our ERGs to merge with our broader company aspirations, so that we as an organization are focused on the most important work.
We launched our LGBTQ+ ERG, our first ERG, on June 29th — intentionally during our Pride Month programming and events. Our CTO is our first executive sponsor.
What role do your employees play in driving DEI efforts? What have you done to ensure even the most marginalized voices on your team are represented, heard, valued and respected?
We have leaned into the importance of senior leaders and people leaders modeling inclusive leadership. Research tells us that 70% of an employee’s perception of an inclusive environment within an organization comes from their experience with their direct supervisor.
We have a bi-annual climate and culture survey that provides each Panorama employee an opportunity to anonymously respond to questions that we have for them, provide comments that offer more texture on the question(s) asked, as well as an opportunity for anonymous open feedback. Such feedback is valuable in understanding what’s working when it comes to DEI&B, and where we might need to make adjustments.
As an organization, we believe in progress over perfection, and we carry that value when it comes to DEI&B. We certainly have had and will have missteps along our journey. Our focus is to avoid a “checking-the-box” approach to DEI&B, and to be intentional in how to move the work forward.
