Eric Dormoh, JrJanuary 16, 2024DEI Blogs, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog, Workplace Wins

Interdependence Part 2: The Power of Ubuntu: How Connection Can Change the World | A Workplace Blog

By: Destyn Land

 

In American culture, we are often commended for our independence and ability to conquer tasks on our own. Our society values individualism, emphasizing personal freedom of speech, thought, and expression. While these ideals hold great power, it is equally vital to recognize the beauty that comes from embracing interdependence and the reciprocal nature of receiving help. However, this notion of interdependence can sometimes be overshadowed by our inherently individualistic mindset in the Western world. We must not consider this mindset as inherently negative, but rather as a different way of perceiving the world.

 

This is where the philosophy of Ubuntu comes into play. Originating from the Bantu people and the Nguni language of South Africa, Ubuntu embodies a set of values including caring, harmony, responsibility, compassion, reciprocity, connection, and continuity. Translated to “Humanity,” Ubuntu encapsulates the understanding that “I am because we are.” It entails looking beyond ourselves and acknowledging the connections between our lives and the lives of others.

 

Ubuntu challenges us to recognize that societal issues impact us all, of course in varying degrees. It teaches us to move beyond sympathy and into empathy, prompting us to take action. As the renowned Dr. Cornel West once paraphrased, empathy is not merely imagining someone else’s experiences but rather summoning the courage and will to do something about it. When we internalize the belief that “I am because we are,” we refuse to remain silent about the stories of marginalized individuals and the injustices they face. We reject the notion that we can continue with “business as usual” after encountering stories of inequality and injustice.

 

Ubuntu urges us to seek unity and communal well-being within our humanity. It declares that my well-being is intricately tied to yours; I cannot be truly fulfilled if you are not. Truly none of us can be free until we all are free.

 

Here are some transformative steps to infuse the spirit of Ubuntu into your workplace:

 

Make Room for Genuine Connection:

Embracing Ubuntu necessitates moving beyond a focus solely on individual circumstances. Teams should foster curiosity about the needs of people within their organization and the communities they serve. This culture of storytelling enables employees to become deeply moved by the stories of those around them. Let us challenge the notion that meeting success is solely determined by productivity, and instead evaluate success based on how connected individuals feel to their team. There is room for both productivity and team-building; we need to make room for it.

 

Amplify Recognition and Appreciation:

A primary reason people leave fulfilling jobs is the lack of recognition and appreciation. While we may not seek validation solely for our work, we should never underestimate the impact of recognition. One of the most powerful gifts we can give our colleagues is truly “seeing” them, through acknowledging their strengths, talents, and capabilities. I can still vividly recall the life-altering moment when I felt genuinely “seen” at work. When we publicly recognize and appreciate individuals, we affirm their authenticity and encourage them to embrace their unique gifts.

In the continuous journey towards justice and equity, my professional chapter has taken a new turn, leading me down a path to explore the intricate relationships between equity and health in a Minneapolis hospital. I may have left my previous role, but in essence, I am simply continuing the work of creating a world where all individuals can experience freedom, wellness, and wholeness within a different industry.

 

Reflecting on my time with IPD (Institute for Professional Development), the concept of Ubuntu consistently resurfaces: “I am, because we are.” The essence of who I am today, as well as the nature of my work, has been profoundly influenced by the connections and contributions of this department. It is essential to recognize that this influence goes both ways. The Institute for Professional Development is not what it is solely because I was here; rather, every individual on our team adds value to the space. Each encounter with another human in our workplace and life leaves an indelible mark on us. Whether those interactions were positive or challenging, they reveal something about us and the world we inhabit.

 

To Beth, Metro State University, the remarkable clients we have partnered with, and every participant in the training I have had the honor of facilitating, I want to express my heartfelt gratitude. I am undeniably who I am because we are.

 

By embracing the spirit of Ubuntu, our workplaces can be transformed into harmonious environments brimming with connection. Recognizing our interconnectedness as humans fosters understanding, empathy, and unwavering support for one another. Ubuntu teaches us that true prosperity is unattainable if any member of our community is suffering. Let us strive to build workplaces where Ubuntu becomes more than just a statement; it becomes the guiding framework that shapes our actions and interactions. Together, we have the power to create lasting change not only within our workplaces but in the world at large.

 

Until our paths cross again on this lifelong pursuit of justice, I wish you well.

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Beth SchaeferOctober 5, 2023DEI Blogs, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Interdependence Part 1: The Goal | A Workplace Blog

Moving to Interdependence

By: Beth Schaefer

In search of an employee who is a self-starter and can work independently?  Not me.

 

In writing the posting for our new IPD Operations Lead role, I pulled out a word that I had not thought about for a while, but it seems like a word we should use more – Interdependence.

 

Back in a class I took (high school or college – too long ago to remember), I was taught that Interdependence, not Independence, is the real mark of maturity.

 

The theory was that being able to ask for help when you need it and being willing to support others when they needed it was far superior than being alone on your own island of independence (see the chart below).

 

However, in American culture, we have our roots in the rugged frontier which still transfers to modern day with the self-made person.  We love a “rags to riches” story where one person overcomes all the odds to gain power and riches.  However, I am sure that if you drill down into these stories, you would discover they are myths.  Even as I think about the terms associated with independence such as frontiersman and self-made man, those terms sound antiquated and out of place in today’s world.

 

Frontiersmen relied on someone to teach them survival skills, and others to support a supply chain, and others to care for children, and others to form towns and cities.  They may have moved outside “the grid,” but they used the community for support. They were not wholly independent.

 

I think too of the rich plantation owners that built the southern economy.  Self-made?  Hardly.  They relied on forced labor- slave labor.  Entire communities of slaves to build their empires and fortunes.  They were not independent at all. In fact, they may have even fallen more to the dependent-side of the continuum.

 

While we may not use these specific examples anymore, our culture still idolizes the multi-billionaires who presumably build corporations by themselves using their own ideas. The harm of putting the self-made rugged (or now-days contrarian) individual on a pedestal is that we send the message that NOT asking for help or NOT accepting help is the goal.

 

There are plenty of public service announcements that attempt to tell us that it is OK to ask and accept help for our mental health, but I feel like the step of asking for help is still considered a last-ditch effort to solving a problem.

 

Interdependence in the Workplace

We hire for the self-starter independent worker and are then surprised that we find that person lacks the skills to be a “team player.”

 

It is time for us to realize that we are not working on an island.  We need to teach people to work interdependently, ask for help early, and work with others to dream big and solve large problems.  We need to cultivate work places that value and respect this balance.

 

Look for a series of future articles to discuss the philosophy of Ubuntu that provides a framework to lead based on the African worldview of the interconnectedness between people.

* Examples of resources include = ability to comfort, mentor, ability to pay bills, listen, do errands, make purchases, provide advice, recognize limitations, see other’s strengths and weaknesses, solve problems, maintain person and home, give grace

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metrost4-caJune 2, 2023DEI Blogs, Professional Development and Career Advancement Blog

Pets, People, and Practices: Rethinking Bereavement Policies for a Diverse Workplace | A Workplace Blog

Pets, People, and Practices: Rethinking Bereavement Policies for a Diverse Workplace

By: Destyn Land

One of the most important aspects of my culture is the way we view family. While the term “immediate family” typically includes only parents, children, and siblings, my close family extends beyond these traditional boundaries. For many of us, cousins are like siblings, aunts and uncles are like second sets of parents, and our family doesn’t always fit neatly into biological relationships. This fluid concept of family is vital to understanding the importance of diversity, equity, and inclusion (DEI) policies in the workplace.

If we look closely enough and put on a different lens, we often will discover gaps between policy and practice. Despite organizations having policies that promote diversity, equity, and inclusion, it’s essential to assess their effectiveness in practice. For instance, even if a company has a policy on using inclusive language, it doesn’t necessarily guarantee the eradication of discriminatory language in the workplace. To create a supportive and safe work environment where all employees feel valued, the voices and experiences of marginalized individuals should be genuinely listened to and taken seriously. Action is necessary when employees from marginalized communities share how they’ve been harmed to strengthen the company’s commitment to DEI.

One area where DEI policies often fall short is in bereavement policies. The average bereavement policy gives a certain number of days off for the death of parents, siblings, children, grandparents, grandchild, extended family members, and close friends. However, there are potential gaps in this policy.

 

Broadening our understanding of family is the first step.

 

  • For many of us, family is not limited to biological relationships. There are many people within the LGBT+ community whose biological family has caused them harm, and now they no longer keep in touch with some of them. They still may have what is often referred to as “chosen family,” individuals who are as close to them as any biological family member. When a bereavement policy defines who an employee’s “close family” is, it erases the fluidity of family that exists for many people. Chosen family members are just as much family as biological family members, and a bereavement policy should reflect that. Additionally, some pet owners consider their pets as family members, and bereavement policies should include them too.

 

  • Have you thought about whether your bereavement policy includes pets? As someone who didn’t grow up with pets, I didn’t initially appreciate how significant losing a pet could be for some people who consider them family members. However, my perspective shifted after my close friend’s dog of 16 years passed away. Listening to their stories, I realized that the dog had been a source of emotional support throughout tough times. Unfortunately, their employer didn’t allow bereavement to leave for pets, which had a negative impact on both their mental health and job performance. It’s essential to recognize that pets can hold a significant place in employees’ lives and to offer appropriate support during times of mourning.

 

 

Another vital aspect of bereavement policies is recognizing that mourning practices look different across cultures.

 

  • When someone dies, the grieving process can vary greatly across cultures. For some individualistic societies, mourning is prepping for a service or memorial of some kind, and then after the service life resumes as normal. However, for some cultures, mourning can extend far beyond this. For example, when my partner’s family member passed away, in their culture every family member spends time at the eldest member of the family’s home from the day of death, until the day of the funeral. My partner and her family spent the night there close to every night, sitting together, sharing memories, cooking food, and grieving as a community. While there is no one-size-fits-all solution for dealing with loss, bereavement policies need to respect the fact that different cultures have diverse customs, rituals, and practices surrounding death.

 

You may be questioning, is this too open-ended, and too easy for people to misuse or abuse? Despite the seeming disadvantage associated with such policies, it’s essential to consider cultural nuances where personal needs differ from one another. The goal of equity is not fairness, but rather it’s about having what every person needs.

While there is always room for someone to game the system, constant lies about the death of a family member or friend to get time off point to a much deeper issue with the company culture that needs addressing. Instead, writing the policy in a way that accommodates some level of nuance while still setting guidelines is the way to go. For instance, the policy could include a guideline indicating the number of days available for bereavement leave. The policy can also acknowledge that people process grief differently and that cultural backgrounds play a role in how people react to grief. The policy may state, “We recognize that grief impacts people differently, and different cultures have different norms for grieving. If, for any reason, an employee needs extended bereavement leave beyond the given number of days, they can contact Human Resources or their direct supervisor.”

The goal should be flexibility rather than rigidity. The work of Diversity, Equity, and Inclusion demands us to think and act beyond our comfort zones in specific situations, making it crucial to keep questioning and brainstorming new solutions. Being risk-averse is okay, but it’s equally important to embrace possibilities for making workplaces more supportive for everyone.

While there may be many concerns about bereavement policies, ensuring employees can grieve and come back to work ready to be productive is essential for a company’s health and longevity. Writing policies in ways that accommodate nuances while reinforcing guidelines is a right step in the goal of creating a workplace where everyone has what they need to thrive.

 

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Eric Dormoh, JrMay 11, 2023DEI Blogs, Professional Development and Career Advancement Blog

It’s More Than Memorizing a List: Inclusive Language in the Workplace | A Workplace Blog

By: Destyn Land

Part Three of Who’s Sitting at Your Table?

May has always held a special place in my heart, a time when people from all social classes come together in celebration of the many milestones that make this time of the year so magical. It is a month filled with pride as we watch our loved ones graduate, taking their first steps into a brand-new chapter of their lives, while others may see two hearts joining together in a beautiful wedding ceremony. For those of us living in Minnesota, May marks the end of the long and harsh never-ending winter and the beginning of the warm and inviting summer. With anticipation, we look forward to the social events and gatherings that await us, where we will make new connections and strive to navigate this new and exciting space with grace and charm. As we venture into uncharted waters, we will inevitably find ourselves questioning if we’re saying the right or wrong things.

In my last article (which you can access here), I emphasized the importance of expanding our definition of diversity. We must begin to recognize how our social identities intersect with one another and go beyond what is merely visible. By becoming more aware of our own identities and the identities of others, we can equip ourselves to live more equitably and inclusively. One of the most effective ways we can promote DEI at work and in our everyday lives is by recognizing the power of language and adopting inclusive language. Often, the assumption is that inclusive language is just about memorizing lists of words and phrases that we should no longer use, but while these lists are useful starting points, true inclusivity begins by examining the intentions of our hearts.

Diversity, Equity, and Inclusion (DEI) is all about love. A genuine love for people should drive our desire to live in a world where everyone, regardless of their ethnicity, gender, socio-economic status, religion, ability, or body type, is well-represented in every industry. Love should drive our desire to want to work in a place where all employees receive equitable pay, discrimination is nonexistent, and where everyone can be their authentic selves without fear of judgment. The true measure of our commitment to DEI lies in our hearts’ intention. We must ask ourselves why we care about DEI—is it merely a matter of being compliance-ready or is it about co-creating a world where everyone can thrive?

The language and modes of communication adopted in our workplaces could have the power to determine who will succeed and who will not. Inclusive language, therefore, is essential.

 

Here are three ways to improve the use of inclusive language in the workplace.

 

  1. Avoid Using Acronyms
    1. Acronyms can be a significant challenge for new employees at a new workplace, as they need time to become familiar with the nuances of a new environment. Although acronyms tend to be common within tight-knit groups, it’s important to remember that not everyone will retain or understand the meaning of a given abbreviation. Although avoiding acronyms may seem like a minor suggestion, common usage of abbreviations can quickly create a sense of ‘in-group’ and ‘out-group’ dynamics, making new employees feel excluded from early on.

 

  1. Develop an Inclusive Language Policy
    1. Inclusive language is not just about eliminating acronyms – it involves deeper reflection on the language that may have roots in oppression and exclusionary histories (racism, anti-Blackness, homophobia, etc.). A true commitment to inclusion requires a shift in organizational culture to respect, empathy, and growth. Establishing an inclusive language policy enables organizations to align their values and mission with accountability, demonstrating to employees that they are committed to creating an equitable workplace. Those of us with marginalized identities have often witnessed organizations making empty promises – the mission statement sounds great, yet the actual practices fall short. In next month’s article, we will dive deeper into how policy can be a powerful tool for achieving a work culture that authentically reflects the organization’s values.

 

  1. Model the Way
    1. Whether we hold a position of leadership or not, others often pay close attention to our actions and words in the workplace. It is our individual responsibility to use language that does not discriminate against any group and to actively address and speak out against discriminatory language when we encounter it. Although Minnesota may be known for an aversion to confrontation, this should not stop us from taking a stand against exclusionary language. We can approach individuals who use non-inclusive language in a respectful one-on-one conversation to better understand their perspective and educate them on why their language was inappropriate and should be avoided in the future.

 

It is important to understand that no one is capable of always choosing the right words 100% of the time. Language is constantly evolving, and as we learn new information and gain new perspectives, we should reconsider our word choices. When we make mistakes (and we all will), it is crucial to remember that our intentions do not negate the impact of our words. Even if we did not mean to offend someone, that doesn’t take away the hurt or harm that our words have caused. In these situations, it is important to apologize, take responsibility for our actions, and educate ourselves to prevent future occurrences. Do not make the mistake of trying to defend yourself or convince others that you did not do something wrong. Instead, focus on recognizing and owning your mistake, learning from it, and working to avoid similar incidents in the future.

 

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Eric Dormoh, JrApril 6, 2023DEI Blogs, Professional Development and Career Advancement Blog, Workplace Wins

Who’s Sitting at Your Table? Part 2: It’s Beyond What You Can See | A Workplace Blog

In last month’s article (read it here), I provided an illustration about a dinner party hosted by a person that did not consider who their party guests were, and what they may need to fully enjoy the evening. Some of the guests were gluten free, vegan, or needed halal options, yet there were no alternatives to the menu. It didn’t just stop there — the chairs did not fit all body types, the building was not accessible, some guests were using non-inclusive language, and overall, the party wasn’t the best experience for certain groups of people. If we were to take a close look at this party, we would see that the party was only a great experience for the people that had the most similar experiences and identities as the host. When we’re planning, designing or building something, it’s easy to assume that if something is good for ourselves, then it’s good for everyone.

If we’re not careful we can create a workplace culture that only gives space for people who are the most like us to thrive.

One way that we can combat creating this kind of work culture is by Broadening the Definition of Diversity.

Diversity is the fact that we are all different and bring different things to the table. It is the acknowledgement that our workplace is full of people from different racial backgrounds, ethnic groups, religions, genders, interests, and much more.  Expanding our understanding of diversity means looking at people more holistically and looking beyond the pieces of someone that (we believe) is visible. Our identity is not just our race, and age but it is also:

  • Ethnicity
  • Socio-Economic Status
  • Gender
  • Sexual Orientation
  • Religious or Spiritual Affiliation
  • Language
  • Body Type
  • Education

And so much more! All these identities influence the way that we move through the world, and the privileges that we may have been given or denied. You may be asking yourself the question, “What do these identities have to do with the workplace?” Just about everything.

To ignore or dismiss any piece of a person’s identity is to ignore and dismiss them.

Currently around the world, millions of Muslim people are fasting from food and water from dusk to dawn for Ramadan. As you may imagine, fasting impacts everyone very differently, and while some people may feel more energized overall during Ramadan, some may feel their energy or mood shift while their body is adjusting to fasting. As a colleague or supervisor, the best thing you can do is to educate yourself, be aware, and be ready to make adjustments (if they’re needed). In many cultures, and in many workplaces, a lot of our community building and connection time revolves around food. Whether it’s a team lunch, company potluck, or after work happy hour, we have seen the evidence of how food brings people together. During the month of Ramadan instead of hosting a team lunch or potluck, consider having an optional team community building time outside of the lunch hour so that people fasting can participate without continuously being asked, “Why aren’t you eating?” You could even take it a step further and host Iftar (the main meal during fasting at sundown) for your team. Learning about identities that are different from our own equips us to better understand, serve, and support our colleagues and team.

We must keep in mind that people are not a museum, meaning, we don’t want diversity just because it ‘looks good.’ We need diversity to challenge our ideas, to help us think bigger and more creatively. We need it to make the world and workforce better. However, diversity should always move us to act. Because we have different experiences and different needs, we must do things differently. A good first step is to ask yourself which one of your identities (you can look at the list above) do you think about the most, and which one do you think about the least? Often the social identity that we think of the least is the one that we tend to not consider as much when talking about diversity; therefore, it’s likely an identity that we need to push ourselves to learn more about.

Some of our identities come with unearned privilege, or the denial of privilege.

Here’s an example:

I have been a part of the Christian faith for most of my life, and that comes with a lot of privilege in America. Here’s a few of them:

  • I have rarely had to take off work to observe any of my religious holidays or celebrations (Christmas, Good Friday, Easter, etc.).
    • In addition to this, I am not pressured to celebrate holidays from another faith.
  • I can usually assume that most people are familiar with the core tenants of my religion.
  • I often see people of my religion, or my religion positively referenced in many forms of media.
  • I can practice my religion without being questioned or mocked.
  • My religion is taught or offered as a course by most colleges and universities.

The privileges that I’ve mentioned here are not one’s that people who practice Islam, Hinduism, Judaism, Sikhism, or Shamanism can say that they receive. Because of the domination of Christianity, we assume that religion is a weekend, or Sunday morning practice, when for many people (even within the Christian faith), religion is a daily way of experiencing and looking at the world.  Because religion is a part of someone that isn’t always visible to others, we make the mistake of not considering it when building our Diversity, Equity and Inclusion expectations, policies, and procedures.

As we continue to ask the question ‘Who’s Sitting at Your table?’ We must remember that we all are continuously rotating between teaching and learning positions in life. When we have identities that are of the dominant or majority culture, as we broaden our definition of diversity, we must find ourselves spending more time as the learner, and not the teacher. When we see diversity from a more expansive lens, we will take the path of becoming more equitable and inclusive in the workplace and beyond.

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metrost4-caMarch 6, 2023DEI Blogs, Professional Development and Career Advancement Blog, Workplace Wins

Who’s Sitting at Your Table? Part 1:The Dinner Party | A Workplace Blog

By: Destyn Land, M.Ed.

 

Imagine that you were personally invited to a dinner party hosted by one of your favorite celebrities (for me this would be the late Chadwick Boseman).

Upon your arrival, you realize the table you were assigned to sit at has seats that you do not fit in comfortably. Because you’re so excited to be in the same room as (fill in the blank) celebrity, you try your best to make it comfortable and not make too big of a deal out of it. As the night continues you realize that the food that is served is not in alignment with your dietary needs, and there are no other options. You also notice that the people at your table don’t tend to listen when you speak, and say things that offend you, but say, “It’s just a joke” when you try to interject. I imagine that regardless of how excited you may have been to see the celebrity you chose, your night wouldn’t have been the greatest, and you would probably not come back for another party.

This dinner party is what our workplace is like when we only think about “diversity.”

Diversity is all about getting different people into the door, while equity and inclusion make sure that the people we’ve invited are given what they need to thrive and have a great experience. Before we ask the question, “What can we do to recruit more diverse candidates?” we must ask, “What are we currently doing to retain our Black, Indigenous, and staff members of color?”

If we want people to feel a sense of belonging in the workplace, we must understand the role and importance of diversity but also prioritize creating equitable and inclusive environments that support diverse populations. Over the next three months, I’ll be discussing three different ways you can begin building or growing your equity and inclusion initiatives:

  1. Broaden the Definition of Diversity
  2. Utilize Inclusive Language
  3. Look for Gaps in Policy and Practice

Every table that we sit at is full of people with varied experiences, and histories (even when the people at our table share similar identities). While we need to be aware of who’s sitting at our table, we also must be aware of who’s not there, and what voices are not being heard.

Whether you are just starting your DEI journey, or have been riding the road for some time, remember that each of these concepts (Diversity, Equity, and Inclusion), work together to create workplaces where everyone can feel supported, safe, and empowered to be their most authentic self.

 

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Beth SchaeferJanuary 6, 2023DEI Blogs, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Diversify to Recruit and Retain | A Workplace Blog

By Beth Schaefer

Recruitment and Retention remain top concerns for HR departments and hiring supervisors.

If you have not thought about the role of diversity in these 2 challenges, now is the time.

Diversity Defined

Research, polls, and surveys tell us that the younger generations are seeking multicultural diverse workplaces.  Before discounting that environment (or rolling your eyes), take a look at what actually defines that type of organization because I think you will find that is the type of organization all of us want to work for.

Some of the characteristics and attributes of diverse, inclusive, and equitable workplace environments include:

 

  1. Respecting Individuals – People want to be appreciated for their unique contributions to the organization. Respect builds trust, and trust builds engagement with the work.

 

  1. Communicating Honestly – People want their organizational leaders to “walk the talk.”  They want the policies that the company says they have to be adhered to by everyone in the organization.  If they say they have an inclusive culture in their value statement, they want to see inclusive actions in their hiring practices or promotion opportunities.

 

  1. Valuing Innovation – Characteristics of innovative organizations include learning about customer needs by including all ages, genders, and races when problem-solving.  The organization makes a commitment to inclusion.

 

  1. Practicing Culture Add – Culture fit can imply that only people who already “fit the mold” are hired. Whereas Culture Add encourages the addition of different perspectives and sees that as a value.

 

  1. Creating a Sense of Belonging – When people feel they are valued for their unique skills, talents, backgrounds and perspectives, and can see how those attributes contribute to the organization’s goals, they feel that they belong in that organization.

 

  1. Evaluating Diversity, Equity, and Inclusion Challenges. Recognize areas that need improvement and taking steps to address those gaps.   About 80% of companies “go through the motions” of DEI, but do not hold themselves accountable (Society of Human Recourse Management).  See Items 1 and 2.

When I look at that list of 6 attributes, I think those embody that type of organization that could recruit me and retain me as an engaged talented worker.

Cultivating Culture

Of course, getting your entire organization aligned to doing the values it states, may be out of your sphere of influence; however, there are some things that you can do locally to retain the young people you hire.   This website contains many past articles on getting your workforce engaged – which leads to retention.  I encourage you to visit or revisit those and consider the suggested actions steps.  However, for people like me who are X Generation or Boomers, you may need to rethink and move beyond the way you have always done things.  The list below states some changes (for people my age – paradigm shifts are what we use to call these) you may need to make.

  1. Do not expect people to find their own way. Be intentional about supporting their career and development.   On my first day of teaching, I was assigned a teaching mentor; he was paid for exactly one day to mentor me.  Fortunately for me, he thought that was bunk.  While they paid him for a day, he mentored me the entire time I was in that teaching role – 4 years.  Here I am still in education 33 years later.  The current statistic for teaching tenure is that 44% of teachers leave the profession within 5 years.  I am sure that other occupations have similar drop out rates.  Provide a career pathway and help your employees achieve their goals. People will stay and work for your organization if your organization shows it cares about them.
  2. Provide Input Opportunities. I grew up in an era where young people were to listen and learn from those older and wiser. While young people can learn from the older generations, the older generations need to recognize that they can also learn from the younger generations.  Respect the skills and knowledge of everyone on your team.  Do not expect the younger generation to sit on the sidelines observing; provide the “Why” and let them join the game.
  3. Reward Quality Work. There might still be some “pay your dues” believers left in the workplace.   This phrase means that regardless of your skills and talents, you need to just wait patiently for your time to come; for a space to open up; for you to become more seasoned and experienced. My dad coached me on how to pay my dues and how to temper my enthusiasm for wanting to move forward.  Most young people do not see time as a qualification for work.  If they can do the work, they want the chance, they want the recognition and they want the reward in the moment – regardless of their age.
  4. Offer Made-to-Order Opportunities. The younger generations have grown up in a world that asks for and honors their preferences.   I ordered a new Discover card last week, and not only could I pick from hundreds of designs, I could create my own personal image – all at no extra charge.  From creating a video game character, to selecting a wait list of show to watch, to choosing ring tones to recognize their contacts, the younger generations have grown up in a tech world that allows them to make all kinds of choices. When I was young, Burger King let you “have it your way” by removing lettuce off your burger.  Now Subway and Chipotle personalize your order by having you build your sandwich, wrap, bowl exactly the way you like.  Figure out how to be flexible and offer personalized workplace options whenever you can.

While I am not a young worker anymore, I look at the list of 4 things and think, Would I like to work for someone who does these 4 things?   Of course, I would!

In my research, I came across all the usual statistics that support these ideas from a financial outlook.  Of course, it saves money to have engaged employees rather than a revolving door.  Rather than reciting those numbers again, I am going to say one of the best reasons to rethink the old ways, is because the new way is actually more fun.

 

Read more from the sources used for this article:

Gen Z in the Workplace: What Employers Need to Know – Architectural Digest website
What Do Newer Generations of Employees Want and Can Your Business Adjust? – Forbes website
Four Things Gen Z and Millennials Expect From Their Workplace – Gallup website
Emphasizing DE&I in Employee Retention – Strategic Finance website
5 Extraordinary Benefits of Age Diversity in the Workplace – Vervoe website
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Beth SchaeferJune 2, 2021DEI Blogs, Professional Development and Career Advancement Blog

Five Criteria For High-Quality Diversity Training | A Workplace Blog

The workplace is full of buzzwords … Some that you may know and love (?) are: pivot, synergy, transparency, bandwith…

Most started out positive, but have devolved into a joke because they are more talk than walk (another overused workplace buzzphrase).

This year, “Diversity, Equity, and Inclusion” have also become words the workplace uses more and more. The difference; Diversity, Equity, and Inclusion (DE&I) are not just buzzwords.

These values deserve and need to be a focus in our workplace goals and strategies and are far too important to just end up a part of the buzzword pile.

Instead of just talking, taking action to make real change should be part of the strategy going forward and training for your workplace is often a good first step.

Please be aware that the popularity of DE&I has made many trainers become sudden experts; all eager to sell your organization on their training.  When I searched Google 1,370,000,000 results came up under “Diversity Training.”   With so much to choose from, how do you sift through all of these training options and find one that will actually be affordable and make a difference?

To save you time, I researched what makes a good DE&I trainer and combined the information I found into five key criteria.

Training and trainers should…

  1. Focus on changing behavior, not just increasing awareness.
  2. Directly teach actions of inclusion. Do not assume that people know how to intuitively be inclusive even when they want to be.
  3. Encourage leaders to also attend training that is focused on improving their own DEI-related skills.
  4. Offer organizations assistance in setting DE&I strategy and training goals that are actionable and in the forefront of the organization’s goals and work.
  5. Have individuals set a measurable diversity goal to work on outside of the training session. The goal should be just outside their comfort zone with support that encourages, not shames mistakes.

Please keep in mind that even if diversity training for your organization seems impossible right now, you can use the criteria as an inspirational list while you start putting resources towards meaningful intentional workplace changes.

 

 

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