Inclusive From the Start: How Great Hiring Builds Cultures of Belonging
BY Linda Devonish-Mills October 25, 2023“What are you doing internally to help ensure there are policies and practices to ensure the workplace environment is inclusive?” asked Jamie Adasi, head of inclusion, diversity, equity, and allyship at Greenhouse. According to Adasi, that is the critical question employers should ask to ensure that their workplace is one that employees want to embrace.Adasi led a thought leadership spotlight session at From Day One’s conference in Boston, titled “Inclusive From The Start: How Great Hiring Builds Cultures of Belonging.” She mentions all of the critical factors that DEI professionals must consider to be effective with establishing inclusive working environments. “Whether it’s the Supreme Court’s decision to roll back Roe v. Wade or affirmative action, book bans or the erosion of LGBTQ+ rights, we’re going through a lot right now,” said Adasi.Biased Hiring Practices Adasi discussed the “good, bad, and ugly” involved in hiring practices. She referred to a Greenhouse study that revealed that 78% of underrepresented potential employees state that they have been ghosted after employer interviews. Meanwhile, a significantly smaller 62% of white candidates reported the same experience.More than 60% of respondents in the study revealed that receiving feedback during the interview process would make them more inclined to apply for other jobs at a company, even if they did not receive an offer for the initial position they sought. Previous Greenhouse research has shown that people of color routinely face discrimination in the interview process:Nearly 43% of candidates have had their names mispronounced in a job interview, an issue that foreign-born individuals routinely experience.Candidates have faced discriminatory questions in the interview process. African American interviewees were 25% more likely than white interviewees to receive discriminatory questions.Inclusive Hiring PracticesAdasi referenced Mallick's book about debunking myths to transform your workplace Adasi referred to a book by her peer Mita Mallick, head of inclusion, equity, and impact at Carta, titled Reimagine Inclusion: Debunking 13 Myths To Transform Your Workplace. Adasi refers to the fourth myth in the book: “Hiring and developing diverse talent as long as they are good.”Adasi analyzes the concepts of ‘meritocracy vs. mirrortocracy’ as mentioned in Mallick’s book, stating that mirrortocracy is a concept related to the myth. It occurs when hiring managers select people that look like them instead of seeking skill sets other potential employees can bring to the table. Diverse hiring practices should be incorporated for executive-level and entry-level positions. One successful recruiting strategy is forming connections with administrative faculty at higher education institutions with diverse student populations like HBCUs.Adasi offered more insight about what should be incorporated in good hiring practices:Hiring practices should be attached to workforce representation goals. Diverse hiring managers and interview teams should be the groups interviewing to obtain different perspectives of potential employees. Structured hiring should be conducted based on data and healthy dialogue, not on gut-based decisions. She emphasized that good practices take the guesswork out of hiring. Good practices do not eliminate biased hiring practices but minimize them. Employee Resource Groups Employee resource groups (ERGs) provide a sense of belonging. ERGs are employer-recognized, employee-led groups that allow people with shared identities to build a community forum to discuss business and professional goals and share resources. The membership basis is typically formed by marginalized or minority professionals based on race, ethnicity, gender, sexual orientation, disability status, parental status, and other defining characteristics. Although there are many benefits to developing employee resource groups, such groups can be perceived as an act of exclusion if groups within an organization do not represent all underrepresented groups. Adasi talked about how Greenhouse benefits from ERGs. At Greenhouse, ERGs are referred to as Arbors. Each Arbor has business imperatives, objectives, and critical performance indicators attached to initiatives. “Connecting the Arbors to real business results is one way of ensuring they maintain momentum and support and aren’t just considered a nice to have,” said Adasi. Senior leaders at Greenhouse recognize that employees are allocating extra work and time to participate in the groups. They are rewarded with equitable initiatives such as close partnerships with senior leaders, company-wide visibility, and professional development opportunities. Employees in ERGs are encouraged to get involved in the hiring process as Talent Makers even if they are not hiring managers. Effective Diversity, Equity, Inclusion, and Belonging Conversations Adasi mentioned that Greenhouse’s journey with diversity, equity, inclusion, and belonging (DEIB) is far from complete. She described what the company looked like among employees at her arrival. Greenhouse was struggling to attract diverse inbound applicants. The senior leadership team was 95% white. Adasi worked closely with the talent planning and acquisition team to diversify the pool of employee candidates. The collaboration resulted in proactive hiring tactics with a focus on DEIB. A company’s commitment to DEIB starts from the top, she says. Setting DEIB goals for executives and other leaders is one effective way to influence the rest of the organization. It’s not easy to be a DEIB professional, says Adasi. Still, there is work that has to be done to incorporate inclusive environments in workplaces. Consider how you may take some of Adasi’s steps to support your company’s DEIB initiatives. Every employee at a company has a part to play in developing a sense of belonging in the workplace.Editor’s note: From Day One thanks our partner, Greenhouse, for sponsoring this thought leadership spotlight. Linda Devonish-Mills is a freelance writer and diversity, equity, and inclusion consultant based in Teaneck, New Jersey. Her articles have been published by Thrive Global, a Huffington Post publication, Cowen Partners, an executive search firm, and Hunt Scanlon Media.
The Care They Crave: Winning Hearts With Gender-Inclusive Health Benefits
BY Linda Devonish-Mills August 16, 2023Timely and accessible gender-inclusive benefits have become a competitive advantage for employers, especially given the health gap in the medical system. “We have to jump through all of these hoops. Women have to get prior authorizations. They must get several letters before getting an MRI for breast cancer screening. It’s unfair that men can get everything and get assistance quickly,” said Barb Dehn. Dehn, VP of menopause and women’s health services at Peppy Health, discussed the challenges that women face with addressing their health issues during From Day One’s July virtual conference.Peppy provides a platform specializing in gender-specific healthcare services such as menopause, endometriosis, erectile dysfunction, gender-affirming care and much more. Its reach is 280 businesses and over 1 million employees.Ken Mitchell, VP of men’s health services at Peppy Health, joined Dehn in the thought leadership spotlight session, highlighting spots where men might struggle finding health support and care. He discussed the challenges men face with getting treated for erectile dysfunction since it can be developed as an effect of various diseases and illnesses. ‘’Somebody who undergoes treatment for prostate cancer may develop erectile dysfunction, not realizing they had it before undergoing treatment,’’ said Mitchell. Gender Neutral Health IssuesDehn discussed health benefits not being embraced as gender-inclusive if menopause and chronic pelvic pain are adopted as women’s health issues. “Ken and I both recognize that not everyone who has [gendered] health concerns identifies as a woman or a man,” said Dehn. Dehn emphasized that menopause and chronic pelvic pain must be embraced as a “human problem” by employers presenting employee health benefits as gender-inclusive. Employers must also provide cost-effective health benefits in treating menopause and chronic pelvic pain. Dehn indicated that healthcare providers only receive an hour of training on menopause, which results in patients receiving sub-standard care. It can take as long as seven years to treat menopause due to its various stages and side effects.Anyone can experience chronic pelvic pain. The condition has many causes, including endometriosis and irritable bowel syndrome. Discomfort with such pain can result in absenteeism at work. People who are suffering don’t always explain that their absence at work is due to the condition and the challenges that come with it.Barb Dehn led the thought leadership spotlight session titled, “The Care They Crave: Winning Hearts With Gender-Inclusive Health Benefits” (company photo)The LGBTQ+ community experiences struggles with menopause and chronic pelvic pain, which is recognized through services offered by Peppy Health LGBTQ+ support. Peppy Health recognizes that current health solutions offered by other healthcare providers do not adequately address the specific needs of the LGBTQ+ community. Individuals within the community have been historically neglected both in the workplace and by medical professionals. According to research by Peppy Health, 1 in 8 LGBTQ+ Americans now live in states where doctors, nurses, and other healthcare professionals can legally refuse to treat them. And approximately 80% of medical students don’t feel fully competent in treating LGBTQ+ patients.Mental Well-Being Dehn and Mitchell discussed how employees and employers forget the correlation between mental well-being and productivity. Dehn explains how the average employee does not feel comfortable talking about their health issues at work, stating, “This is not a workplace issue.’’ She refers to a typical workplace situation where employees are uncomfortable sharing why they go to the restrooms frequently. It’s probably due to a condition that can be treated through their health benefits, but they won’t find out if they don’t confide in healthcare providers that can recommend solutions.Mitchell discussed his strategy for establishing comfortable communication with his patients with erectile dysfunction, recognizing men’s struggle with vulnerability. “My job is to help you get a healthy erection. What you do with it is none of my business.’’ Mitchell takes this light-hearted approach when discussing the challenges of erectile dysfunction with his patients, recognizing that it has a personal and professional impact on them. He also uses visual presentations to help patients understand why they should consider looking into all underlying conditions that can cause erectile dysfunction. Employee Satisfaction and Retention Strategies Employers need to embrace gender-inclusive health benefits as employee satisfaction and retention strategies. It reduces costs in employee turnover. Studies by McKinsey & Co. reveal that employees seek a sense of belonging in the workplace beyond financial compensation. They will go as far as leaving their employers to seek such satisfaction elsewhere. Employers provide a sense of belonging by offering equitable access to gender-inclusive health benefits. Employees who are satisfied with their access to gender-inclusive health benefits feel a greater sense of belonging. They feel they have all the tools needed to get their jobs done. Dehn shared what employers should consider when offering gender-inclusive health benefits. Gender-inclusive health benefits fill the gaps to address health issues more holistically than traditional health insurance. She mentioned that employers must deeply dive into their health benefits to determine what’s covered and not covered to ensure employees can obtain baseline primary care that does not fall under a one size fits all model.Editor’s note: From Day One thanks our partner, Peppy Health, for sponsoring this thought leadership spotlight. Linda Devonish-Mills is a freelance writer and diversity, equity, and inclusion consultant based in Teaneck, New Jersey. Her articles have been published by Thrive Global, a Huffington Post publication, Cowen Partners, an executive search firm, and Hunt Scanlon Media.
Connecting The Dots Between Fertility Benefits and Health Outcomes
BY Linda Devonish-Mills August 03, 2023“We’re having a baby.” Individuals and couples expanding their families may not realize what is involved beyond the emotion of joy that comes with the announcement. It’s just one step in what can be a long and challenging road. The journey can be less challenging if employees are aware of their fertility benefits options, though. Samantha Purciello, sales strategy manager at Carrot Fertility, discussed that correlation during a thought leadership spotlight session titled “Connecting The Dots Between Fertility Benefits and Health Outcomes’’ during From Day One’s July virtual conference. Purciello talks about the importance of employers offering fertility benefits that support employees through the phases of childbirth and how employees can manage their health as they navigate through the steps. ‘’Fertility benefits make it possible for employees to access treatments like IVF. But for the best pregnancy outcomes, support should not stop or start with care access alone. Better pregnancy outcomes start before fertility treatments begin, throughout pregnancy, and during postpartum,’’ said Purciello. Carrot Fertility establishes relationships with employers to help employees obtain personalized care related to their fertility journey. Who Has Access to Fertility Benefits? Purciello points out that IVF is the first treatment that comes to mind regarding fertility benefits, but it also covers egg freezing and adoption. She diffuses the theory that fertility benefits are only available to families that are going through the journey of pregnancy and experiencing challenges. Fertility benefits are and should also be available to individuals and couples focusing on long-range planning while considering expanding their families. Purciello refers to hypothetical case studies throughout the session as examples of how employees can connect the dots with fertility benefits and health outcomes throughout each stage of pregnancy. Family Planning Purciello refers to a case study of a young married couple that focuses on their nutritional habits by speaking with a nutritionist and making dietary changes. Meanwhile the gentleman was undergoing periodic sperm testing as part of a health benefit offered by his employer. The couple learned a valuable lesson about the correlation of good nutritional habits impacting sperm health, resulting in a healthy pregnancy and childbirth.Samantha Purciello of Carrot Fertility led the virtual presentation (company photo)Research conducted by the Nurses' Health Study confirmed the benefits of women following fertility diets and taking folic acid supplements. Purciello mentioned that, unfortunately, the average couple going through a pregnancy journey is unaware of the correlation between healthy nutritional habits and sperm testing, as it is not discussed during OB/GYN appointments. Great packages of fertility benefits offered by employers should include employees’ access to nutritionists and sperm testing. PregnancyPurciello refers to another hypothetical case study about an African American couple expecting their first child. The study focuses on the woman's actions to overcome challenges she faced during her pregnancy. Her biggest challenge was not keeping up with OB/GYN appointments due to the doctor’s office not being close to her house. A co-worker informed her about a prenatal education session series. The company’s plan of fertility benefits covers the sessions' costs. Her session attendance reminded her of the importance of keeping up with her OB/GYN appointments. Group prenatal care reduces preterm birth risk by 33%, according to research by the American College of Obstetricians and Gynecologists.The couple also benefited from creating a birth plan by establishing a relationship with a midwife. The pregnant woman identified the midwife through her fertility benefits plan. Establishing birth plans helps expecting parents feel more prepared for labor and delivery. DeliveryThe case study for the delivery phase highlights an African American woman establishing a relationship with a doula during her pregnancy since she did not have a good relationship with her obstetrician. Doulas can help reduce preterm birth and increase spontaneous vaginal delivery, according to research by the National Library of Medicine. Doulas are advocates for women throughout their entire journey with pregnancy through the development of a birth plan. Establishing a relationship with a doula is an excellent option for women of color, as research has shown how they are subjected to systemic discrimination related to fertility issues. Purciello mentions that doula support is not typically covered by insurance. However, employers can make it possible for employees to obtain access to pregnancy professionals. Employers providing such support allow them to give their employees equitable opportunities for healthy outcomes related to childbirth and benefits that are culturally sensitive to their needs. PostpartumPurciello states that postpartum medical care is critical in the first 6 to 8 weeks after childbirth. Medical care at the postpartum stage has been linked to better future health outcomes. Such maintenance is essential for women of color as they are at high risk for hypertension. Postpartum depression affects up to 19% of women who have recently given birth. The case study for the postpartum stage refers to a woman returning to work after having a baby. She experiences anxiety about handling her baby's nutritional needs through breastfeeding and pumping when she returns to work, along with concerns about addressing hundreds of e-mail messages not addressed during maternity leave. Purciello refers to this study to describe how women benefit from telehealth options for referrals to lactation consultants and emotional support experts. Connection with Fertility Benefits and Health OutcomesPurciello emphasizes the importance of employers providing a fertility benefits solution that includes care coordination and guidance at every stage of childbirth. ‘’When you begin your search for a fertility benefits platform, you’ll first want to ensure that the platform is truly end to end and covers every step of a fertility, health care, or family forming journey,’’ said Purciello. She recommends that employers look for a solution emphasizing a few key areas, including personalization, evidence-based care, global solutions, and aligned incentives. Personalization: look for a program that’s personalized to every employee. Plans should never be a “one size fits all.” Evidence-based care: ask about the expertise behind the platform. Determine how easy it is for employees to access expert support. Global solutions: this is a priority for employers with employees outside of the U.S. When reviewing vendors, ask how they vet clinics and agencies in other countries and how they handle the different global rules and regulations governing fertility care. Aligned incentives: Purciello embraces this critical area as a solution for systemic discrimination with fertility issues.“Equitable coverage for all fertility journeys and a payments platform that supports income diversity, by removing the need to pay for expensive care upfront, is another way to provide culturally sensitive and inclusive support.”Such practices among employers ensure equitable access to fertility benefits, especially for women of color and the LGBTQ+ community.Editor’s note: From Day One thanks our partner, Carrot Fertility, for sponsoring this thought leadership spotlight.Linda Devonish-Mills is a writer and diversity, equity, and inclusion consultant based in Teaneck, New Jersey. Her articles have been published by Thrive Global, a Huffington Post publication, Cowen Partners, an executive search firm, and Hunt Scanlon Media.
Maintaining Momentum in Diversity and Inclusion Efforts
BY Linda Devonish-Mills July 21, 2023Julia Lashay Israel, head of inclusion and belonging at Keller Williams, is cautious about using the acronym ‘DEI.’ “I prefer to explicitly write [diversity, equity, and inclusion] out. I’ve found that most people, if you say DEI, really have no idea what it means, or what you’re doing, or what the work means. They just know that they’ve heard it [in media, online and elsewhere] as this bad thing,” said Israel.Israel and a panel of four other leaders participated in a discussion at From Day One’s June conference in Austin, Texas, titled “How to Keep The Momentum Going With Diversity and Inclusion,” moderated by reporter Deborah Sengupta Stith. The panelists addressed the challenging gap between companies’ commitments to diversity, equity, and inclusion, (DEI) and employees not feeling a sense of belonging, as noted in Gallup surveys and a report issued by the Pew Research Center.In her role, Israel focuses on both external and internal DEI efforts. All 170,000 realtors at Keller Williams collaborate with individuals to ensure fair and equal opportunities for homeownership. “We believe that people build wealth through homeownership.” The internal focus with DEI at Keller Williams is to ensure there are growth opportunities within the company.Janet Etlinger, vice president, HRBP leader for HPE’s computer business unit, agreed with Israel’s thoughts on DEI, stating, “We are in a really polarizing climate right now.” She shared her observations about the limited diversity in their boardrooms. “We still have to get there,” said Etlinger. Etlinger is responsible for managing HR business partners at HPE worldwide, supporting staff that designs general-purpose servers with artificial intelligence as a driver. Etlinger supports DEI training presented to employees as optional vs. mandatory to ensure buy-in with initiatives.Commitment to DEIMadhukar Govindaraju, founder and CEO of Numly, talked about his first step toward his company’s commitment to DEI, signing a pledge to CEO Action for Diversity & Inclusion. Govindaraju focuses on an intersectional definition of diversity ‘’Diversity for us is not just based on gender and ethnicity. We include neurodiversity and disability in our definition,” said Govindaraju.Staff at Numly work with large global companies to combine DEI with leadership and development based on research from the Harvard Business Review, resulting in inclusive learning. According to the Harvard Business Review, DEI should be present in all learning content and experiences. Learning and development should carefully review all existing and future material through a DEI lens.Women’s Leadership RolesWomen are an underrepresented group that is a pivotal focus of companies’ DEI initiatives. Susanne DiCocco, principal at Deloitte, talked about her journey to becoming a partner at a firm in Canada in 2015 before her relocation to the U.S. to join Deloitte. She attended a new partner global conference in Beijing for the firm in Canada. She was surprised when a global leader was excited to announce that the new partnership class comprised 21% women, which was a 30% increase from the previous year. “[It was] 2015, and we [weren’t] even a quarter of the firm’s population.”DiCocco compared the representation of the 2015 firm to that of Deloitte in 2023. She received applause from the audience when she shared that female partners make up 42.7% of Deloitte. DiCocco hopes that one day it will not be necessary to talk about statistics of female partners as it would just be ‘what is.’ Mark Pearson, corporate vice president for human resources, talent, and organizational capabilities at Advanced Micro Devices (AMD), shared the company’s goal to encourage women to pursue careers in the semiconductor industry. Turnover for women and people of color at AMD is lower than experienced within the technology industry, says Mark. Workplace Culture That Embraces BelongingAll of the panelists agreed that it is essential for companies to establish a culture that embraces a sense of belonging, especially in states like Texas that have a reputation for not supporting DEI initiatives.Deborah Sengupta Stith of the Austin American- Statesman moderated the discussion (photo by Cassandra Sajna for From Day One)Pearson pointed out the common mistake that many companies make with a primary focus on creating a diverse pipeline before focusing on establishing a healthy culture. “Great, your pipeline gets better, and your new hires look great, but if your culture stinks, you’re still going to run into the same statistics where you’re experiencing turnover with new hires within 18 months, and you never strengthen the middle piece of the organization,” said Pearson. A focus on culture drives the pipeline in the right direction.Etlinger strongly agreed with Pearson’s analogy about culture in the workplace. “Culture eats strategy, that eats performance, that eats everything for breakfast,” said Etlinger. HPE’s Modern Slavery Transparency Statement refers to the company’s commitment to human rights and culture as stated in the following excerpt from the statement, “Driven by our culture and what defines us as a company – how we act, how we treat others, and how we conduct business – we believe a future without modern slavery is possible, and we are determined to do our part to get there. We re-examine and refine our program each year in light of our experience and emerging best practices.”Employee Resource and Affinity GroupsIt’s also important to establish employee resource groups (ERGs) that allow employees to develop leadership skills, since they are usually employee-led. ERGs support employees from underrepresented groups to learn how to speak up when they encounter such behaviors as microaggressions, unconscious bias, and systemic discrimination and mitigate them accordingly.“Affinity groups are really just to provide spaces for a sense of belonging and to be able to share experiences related to their demographics,” said Israel.DEI MetricsMost companies supporting DEI initiatives are good with strategy and implementation but are still determining what metrics should be established to measure progress. Govindaraju shared his thoughts on DEI metrics. “I encourage you to measure one to two goals you can manage and monitor. Retention by underrepresented groups is a very good metric.”DiCocco shared Deloitte’s journey with metrics for 13 outcomes with DEI. Her sentiments with metrics support accountability at the group and individual levels and provide insight into how companies can keep the momentum going with DEI. “DEI is not a program. It is not a thing. It’s every little action that you do every single day. You can start measuring yourself to determine your contributions to DEI.” Linda Devonish-Mills is a writer and diversity, equity, and inclusion consultant based in Teaneck, New Jersey.