{"id":999881715,"date":"2018-06-18T19:11:00","date_gmt":"2018-06-18T19:11:00","guid":{"rendered":"https:\/\/dice.npgdev.com\/?p=691028135"},"modified":"2018-06-18T19:11:00","modified_gmt":"2018-06-18T19:11:00","slug":"what-diversity-strategies-look-like-att-other-firms","status":"publish","type":"post","link":"https:\/\/dice.npgdev.com\/hiring\/recruitment\/what-diversity-strategies-look-like-att-other-firms","title":{"rendered":"What D&I Strategies Look Like at AT&T and Other Firms"},"content":{"rendered":"

We all know that diversity and inclusion (D I) is important, whether we frame it as a moral, ethical, competitive, or bottom-line issue. We want to build inclusive workplaces, but it\u2019s hard to know where to start. No matter your organization\u2019s size, you can get the ball rolling by first understanding how inclusive your culture is right now. This is a topic of focus in Dice\u2019s 2018 Diversity and Inclusion Report.<\/a> Obviously, large, well-heeled companies have more resources to structure their programs, but that shouldn\u2019t be an excuse for the rest of us. In fact, some smaller companies have seen great success. Let\u2019s discuss the D I tactics used for organizations on both ends of the spectrum. <\/p>\n

Improving the Dialogue <\/strong><\/h3>\n

For smaller companies, D I strategies are less reliant on big programs and facilitators \u2013 rather, they\u2019re about taking small, cost-effective steps to show employees that company leadership cares and values inclusion. In that same vein, inclusion should be an active part of the onboarding process. Discuss what it means and how it looks for your organization and your talent acquisition teams. Be up-front and powerful about inclusion, making sure every new employee knows why <\/em>it matters and what <\/em>it looks like. As Jennifer Kim, Lever\u2019s former Head of Employee Experience Development notes here<\/a>: <\/p>\n

\n Start a \u201cguys jar.\u201d<\/em><\/strong> Take a page from the Bay Area startup npm\u2019s book, implement a \u201cGuys jar\u201d for a friendly reminder against unnecessarily gendered language in the office. Whenever someone at npm accidentally genders something gender-neutral, they put a dollar in the jar. <\/em>When they reach $50, they donate the money to a charity<\/em><\/a>.<\/em>\n<\/p><\/blockquote>\n

Lever also has a Slack channel called \u201cinclusion\u201d where employees share D I articles and news. By making the conversations about D I more present \u2013 and having a norm for actively discussing it in the workplace \u2013 \u00ad\u00ad\u00ademployees naturally get more involved. Here’s a screencap:
\n\"\" The Society of Women Engineers created “Knowledge Cards<\/a>,\u201d which feature provocative questions, stories and data points around D I topics. This can prove helpful for smaller shops that don\u2019t know how to initiate the conversation around inclusion. You could also try a \u201cRound Robin\u201d technique<\/a> in meetings, similar to the \u201cSocratic Method\u201d in college. Essentially, everyone in the meeting must contribute to the discussion, and employees can choose to either participate\/add or pass. This method allows everyone to have a voice, as opposed to letting the loud majority dominate group discussions. Consider hosting some \u201cfun\u201d activities during <\/em>work hours, since working parents might not be able to attend a happy hour. If that\u2019s where the real employee bonding happens, you\u2019re not as inclusive as you think. <\/p>\n

Creating Employee Resource Groups<\/strong><\/h3>\n

AT T focuses their initiatives around having \u201ca true culture of inclusion where every voice matters.\u201d<\/a> The company has spent a decade creating both employee resource groups (ERGs) and employee networks (ENs). ENs prioritize cross-functional diversity, but are more informal and centered on business development issues, while ERGs are nonprofit groups that can provide support and mentoring opportunities for women, veterans, persons with disabilities, etc. Support groups like these give individual employees the opportunity to feel heard, while also letting employees outside <\/em>of these groups learn more about those unlike them. For example, according to Forbes<\/a>, some 85 percent of women in companies with affinity groups believe ERGs are beneficial to their careers and personal lives; in addition, 70 percent said ERGs had played a part in creating policy changes at work. Cynthia Marshall, the SVP of HR and Chief Diversity Officer for AT T, noted: \u201cWe have people that come in and want to know more about different cultures, so they\u2019ll join that particular ERG and expand their knowledge.\u201d <\/p>\n

Leaning on Technology <\/strong><\/h3>\n

Other companies lean on technology to ensure that the widest cross-section of employees is positively impacted by the company\u2019s diversity efforts. Bayer and BASF, for example, use e-learning modules and talent dashboards<\/a> to ensure that employees across the globe can receive ongoing education and contribute to company-wide D I discussions. Johnson Johnson implemented a D I program recently, but wanted initiatives to be \u201cculturally appropriate\u201d for each region.<\/a> With the help of technology, the company combined efforts for Europe and the U.S., and hosted a live video conference on topics of diversity, inclusion, mutual perceptions and respect. Over 100 attendees agreed that it was “the most valuable training”<\/a> they had ever experienced. These ideas speak to training, which is tremendously important for inclusivity. Since \u201cinclusion\u201d can be something of a \u201csuitcase word\u201d (with many different definitions for different people), you need training programs that identify exactly what it means to the decision-makers, to the company and to various regions. Training is the backbone of successful inclusion work. <\/p>\n

The Bottom Line<\/strong><\/h3>\n

Only about 12 percent of companies<\/a> are truly inclusive, but that can be fixed by incorporating a series of small, purposeful steps around your company\u2019s language, use of technology, learning tools, social resources and onboarding methods<\/a>. What kinds of successful inclusion efforts have you seen in other organizations? Noel Cocca <\/em><\/strong>is the founder and CEO of RecruitingDaily and its merry band of rabble-rousers. He aims to produce at the sweet spot between content and actual awareness by creating great work for living, breathing human beings in recruiting and hiring. He works to ease problems, both large and small, from startups to enterprises.<\/em> <\/p>\n","protected":false},"excerpt":{"rendered":"

We all know that diversity and inclusion (D I) is important, whether we frame it as a moral, ethical, competitive, or bottom-line issue. We want to build inclusive workplaces, but it\u2019s hard to know where to start. No matter your organization\u2019s size, you can get the ball rolling by first understanding how inclusive your culture […]<\/p>\n","protected":false},"author":132,"featured_media":691028135,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[2381],"class_list":["post-999881715","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-diversity-equity-inclusion"],"acf":[],"yoast_head":"\nWhat D&I Strategies Look Like at AT&T and Other Firms - Dice Hiring<\/title>\n<meta name=\"description\" content=\"We all know that diversity and inclusion (D I) is important, whether we frame it as a moral, ethical, competitive, or bottom-line issue. 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