Diversity from a Distance

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How to foster an inclusive workplace during and after COVID-19.

As the novel Coronavirus continues to challenge companies across all industries, the requisite aspects of a successful operation are becoming more and more apparent. By now, a host of highly credible researchers have put the topic to rest: Diversity is a major corporate asset. McKinsey and Co, a leader among them, found that companies in the top quartile of both racial and ethnic diversity were 35 percent more likely to experience weighted financial return when compared with their industry medians.

But as the aftershock of COVID-19 remains tangible in all sectors, and as businesses are left with the daunting task of pivoting overnight, it seems impossible to overstate the immense value that comes with having a diverse team. A workforce comprising people with widely different backgrounds, experiences, and perspectives has the distinct advantage of tackling a problem from multiple angles, and troubleshooting a proposed solution with the same informed approach.

In order for a company to be creative, innovative, and simply relevant in today’s markets, an inclusive workforce is the bare minimum. But it’s not enough to understand the benefits or to want to be inclusive. Fostering diversity in the workforce takes intentional work, from the recruitment process to the daily operations. And in the work-from-home era, it’s work that can’t wait.

Potential, Not Credentials

Let’s start at the beginning. A company is only as strong as its recruitment strategies, and talent comes from anywhere. Not only is potential found across every nationality and gender, it’s there in different cultures, housing districts, and levels of education. Sticking with a recruiting initiative that neglects one or more of these avenues is the quickest way to lose talented job prospects.

A recruitment team should not only be open to all people, they should be dedicated to looking for talent in places that aren’t traditionally considered. Job descriptions without any hints of gendered language and advertisements placed across a variety of channels are good places to begin. Recruiters must be aware of their own fallibility, and tackle recruiting bias head on. Blind hiring, standardized interviews, and software-based vetting are important steps in making sure recruiters are looking at the work before the person.

Recruit, Retain, Repeat

A strong recruitment plan is an important first step—one that can’t be skipped if the goal is real diversity in the workplace. But to retain talent, and offer employees a setting in which they’ll find happiness and support, it’s imperative that company practices and policies work for everyone.

Good leadership can set the tone for building strong human connections, and making work a place for people to connect. Remote work brings a new set of challenges, but it’s still possible to facilitate connections and build engagement. Making space for virtual happy hours, morning coffees, or social activities should be a major priority. Managers should make time for digital check-ins, and offer regular one-on-ones with new and/or underrepresented employees.

But often, the proof is in the policy. When building a diverse team, it’s important that everyone has an equal chance to succeed. Consider maternity leave, accommodation for major religious holidays, and facility access for workers with disabilities. And make sure workers understand the space that exists for them with proper policies.

Again, the age of COVID-19 is asking more from corporate policy. Some employees may be hesitant to perform in-person work, especially if they need to take extra precautions for a family member. Others might be in a caretaking position at home, unable to show their videos on screen or be available outside work hours. Employees who assume caretaking roles have been put in uniquely fragile positions throughout the pandemic, and it’s in the company’s best interest to support them in any way possible.

Facebook has set an example for other employers to follow, offering compensated child and elder care through Bright Horizons. Numerous employers are broadening their mental health offerings, supporting free access to teletherapy and offering employees guidelines on the effective management of mental health through stressful periods.

A Space to Fail

During the pandemic, the world started working differently. Corporate success after COVID-19 will be trial and error, a series of failures followed by important adaptations. Now more than ever, an affirming company culture that facilitates a safe environment for employees to try, fail, learn, and succeed is indispensable.

Employers should display a temporal and financial commitment to employee learning, internal talent development, and inclusive workshop settings. Opt-in learning communities, where administrators and mentors are available to support employee learning without mandatory participating, have proven most effective in fostering deeper and more self-directed motivation to improve.

It’s clear by now that companies won’t find their footing without a diverse array of perspectives and an intentionally inclusive corporate culture. Employers that have already invested in strong diversity and inclusion initiatives have an upper hand, but it’s never too late to revamp a recruitment process or take a second look at corporate policies. Luckily, a team of employees with multiple perspectives will be able to troubleshoot a company’s initiatives from the inside looking out, and make it clear to employers what works and what’s gone wrong—it’s of the utmost importance that employers keep listening.

Pablo Listingart is the founder and executive director of ComIT, a nonprofit organization designed to help people overcome employment barriers and reintroduce themselves to their local labor market. With an extensive network, ComIT builds ever-changing courses tailored to immediate industry needs—coding languages, IT tools, soft skills, and professional development. ComIT has provided free training to more than 700 students, connecting 400 promising graduates with companies in need of local talent.