Equity Revision…
By Courtney Sutton
In my previous blog post, Don’t forget the Equity!, I talked about what DEIA work looks like from the perspective of the human experience. I wanted to return to that idea here to deeply explore what a human centered DEIA organization might look like. Before I dive in, I will acknowledge that I am still learning and exploring the depths of what a world that is truly diverse, inclusive, accessible and equitable actually looks like. Here is what I imagine….
Welcome to the CSQK Foundation!
CSQK, a fictional organization, is a philanthropic foundation that partners with community projects in an effort to increase outcomes for low to moderate income families. CSQK has approximately 300 employees. In the last two years, CSQK has spent a great deal of time, money and effort to review its practices, observe organizational behaviors and research ways to exist as a more equitable and socially safe environment for its staff and the communities it partners with. This review included all of the standard practices of reviewing the data, hosting focus groups and training, as well as a social audit of company culture. This work was completed by independent contractors. At the end of the review, the leadership and board of CSQK came together to take a holistic look at what came out of the raw data. The data revealed that although CSQK staff appeared to be doing stellar work within the communities and with external stakeholders, there was much to be desired about the internal functions of the organization. The leadership structure of CSQK realized the need to shift the company culture to improve the experience for its staff.
The first change of CSQK is to reimagine traditional DEIA training. CSQK kept the typical required all staff DEIA training once per year and coupled the training with a requirement to choose an ongoing form of professional development such as, emotional intelligence courses, team building, or professional coaching. Staff at CSQK are empowered to choose one of the available professional/self development options that best meets their needs. The staff is required to devote 5 hours a month to that development (1 hour a week).
In the theme of cultivating an equitable environment based in trust and autonomy, staff at CSQK are also now able to schedule work hours in a fashion that best fits their needs, while still meeting the needs of the company. All staff agree to be available for a 3-4 hour shift during normal business hours with the opportunity to flex the remainder of their working hours to meet their own personal schedules. This scheduling model is done with the expressed expectation that staff is responsible and accountable for the completion of work products.
CSQK has also adopted a flexible workspace that utilizes desk hoteling practices when staff are working on site. The company has also equipped staff with technology needed (laptops, tablets, phones, hotspots) that enable staff to work from any location. Staff are also now able to apply for an expenses reimbursement to offset the cost associated with their daily work (such as increased energy bills/gas or parking fees/ business socializing, child/elder care) to account for expenses incurred to staff.
CSQK instituted blind hiring practices, where all competitive opportunities (hiring/promotion/etc.) are applied for with identifying information such as applicants names , companies they’ve worked for, social/professional affiliations, and education programs redacted from the hiring committees. Interviews are conducted over telephone only, with standardized formatting of questions that use plain English to assess technical skill.
To further engage its current staff, CSQK has decided to be intentional in giving individuals the resources they need to be able to be competitive for growth opportunities. CSQK’s human resource team is increasing visibility on industry training and learning opportunities. In addition the process for requesting/accessing opportunities has been simplified with supervisors being removed from selection or approval and staff being empowered to initiate action to enroll in opportunities up to a specifically budgeted amount.
Performance evaluations have been reworked to remove assessment areas based on vague metrics such as “strong writing” or “effective communication ability”. New performance standards are based on tangibly evidenced work such as assignment completion, engagement in company requirements, and self/peer assessments of soft skills.
Is company CSQK the DEIA standard for workplaces of the future?
Is it reasonable to believe that these types of shifts in company operational functions can improve outcomes for disadvantaged/underrepresented staff members?
Although fictional, has CSQK been innovative in thinking about its approach to DEIA?
Sharing your thoughts in the comments below will help me deepen my thinking about what is possible when the approach to DEIA is open and accepting of “being” rather than “doing”.