Racial Equity at Work Isn’t Rocket Science
By: Dorianne St Fleur
Tags: Diversity In Tech, Diversity And Inclusion, Programming, Inclusion, Racism

Racial Equity at Work Isn’t Rocket Science

Here are 10 steps to inclusion

Photo by NESA by Makers on Unsplash.

The past three weeks have been disorienting.

In the wake of the civil unrest after the murder of George Floyd and the subsequent heightened racial tension, companies across the country (and the world) have developed a seemingly newfound sense of urgency when it comes to solving their lack of racial representation and inclusion.

From Twitter to Ben & Jerry’s, it’s been interesting to watch brands publish statements denouncing racism and inequity.

DEI consultants like myself have become inundated with inquiries from HR and business leaders who want to talk about rolling out diversity training to their employees and creating a long-term approach to diversity, equity, and inclusion overall.

Black employees have been brought into conference rooms to get a “pulse check” on “how they’re doing” and how their white counterparts can “help.”

Even with all of this activity, until there are systemic changes in the way our workplaces are structured — complete with a total shunning of the status quo — absolutely nothing will change.

Believe it or not, building an anti-racist workplace — one where white supremacy isn’t tolerated or upheld — isn’t rocket science.

Is it uncomfortable?

Yes.

Is it counter to what white people have likely grown accustomed to?

Absolutely.

But is it very difficult to learn or understand?

Not at all.

And yet, the vibe coming from most leaders and HR professionals makes it seem like the problem of racial inequity in the workplace is too hard to solve.

Here are 10 steps companies that are serious about building an anti-racist workplace can take right now.

Clearly define and publicly state why equity and inclusion are important to your organization beyond the “business case” for it and/or it being the “right thing to do.” Create uncomplicated and direct goals specifically designed to measure gains in diversity, equity, and inclusion, and openly share said goals (and progress against them) with all employees and the public. At least 20% of C-level positions should be held by individuals who identify as Black, Latinx, and Native American. These positions should not only be called Chief People or Chief Diversity Officer. At least 30% of senior-level positions (i.e. VPs, Senior Directors, Global Heads) should be held by individuals who identify as Black, Latinx, and Native American. Create an entire department (not just a lone D&I person) dedicated to diversity, equity, and inclusion. This department should report directly to the CEO and not to HR. All people processes (i.e. compensation, hiring, promotion, performance reviews) must be audited, re-configured, and measured regularly to ensure there is no disparity in outcome based on race. C-level executives, senior leadership, middle managers, and HR should be held directly responsible and accountable to the success of achieving DEI goals. Eliminate “unconscious bias” training and replace it with coaching, programming, and learning experiences designed to teach racial equity and the nuances of cross-racial interactions at work. Incentivize managers and leaders who work to build inclusive environments and remove managers who actively (or passively) work to erode it. Take the onus off Black people to solve the inclusion problem and cultivate an environment where white people actively engage in anti-racist advocacy.

Here’s the bottom line: If you truly want to build a company culture that actively and relentlessly indexes toward racial equity and inclusion, stop talking about how hard it is and actually start doing something about it.