In our recent posts breaking down the 2021 Women in the Workplace Report we’ve focused both on key findings and recommendations to address burnout through boundary setting. This month we turn our attention to the recommendations focused on advancing Diversity, Equity and Inclusion (DEI) through intentional training.
The report finds that the overall number of employees receiving training related to DEI is increasing, but there are key steps to take to ensure that training is actionable in order to drive change and increase inclusion within the organization.
Encourage broad participation with leadership support.
It may be time for companies to “take bolder steps to encourage participation, such as offering incentives or making training mandatory.” While mandatory training is a topic of debate, ensuring that leadership is bought in, advocating for training participation, and held accountable for improvements in representation is a helpful first step in engaging employees in DEI efforts.
Invest in ongoing programming.
“It takes consistent reinforcement to reshape deep-rooted biases and change behavior, so a one-and-done approach to training is not enough.” All participants come into training at a different place on their journey to recognize and interrupt their biases—some needing an initial lightbulb moment to spark the desire to change, while others are already doing the work and continuing to grow and improve each day. No matter where employees or the organization may be, there is always more work to be done and training can serve both as knowledge growth and accountability.
Incorporate tools and reminders into everyday processes.
“One example of this is sending out reminders of how bias can influence evaluations before hiring and promotion processes; research shows that this simple practice can improve outcomes for women and other people from underrepresented groups.” Explore ways that these reminders can be built into basic business systems, both at an individual and organizational level.
Clearly define behavioral expectations around inclusion.
“In addition to signaling the importance of this work, clear guidelines will help set managers and all employees up for success.” Again, with all employees in a different place on their journey, having clear expectations defined can go a long way in ensuring that everyone in the organization understands what ‘right’ looks like for them.
For us at Gild Collective, these recommendations are refreshing to see—we have conversations with our clients about effective training every day and those conversations often include these key points. Our mission at Gild is to change individual views and behaviors to shift workplace cultures and break down gender barriers. The key for us is the change in behavior which is so critical to improving the experience for underrepresented employees in the workplace. What we know is that a change in behavior often requires a change in mindset and increased empathy for others who may be facing challenges we don’t quite understand. This is why our Changing Bias Behaviors program is build around an empathy-first approach and our gender inequity simulator, followed by an intensive exploration of the actions individuals can take to work against their own biases and act as an ally, while also pushing for change in implementing bias interrupters in our company’s basic business systems.
No matter where you are (or your organization is) on the journey to reduce the impact of your own biases, there is work to be done, understanding to be gained, and behaviors to shift. This collective action is where change comes from and where the 2022 International Women’s Day theme of #BreakTheBias is rooted.