How Inclusivity Can End the Great Resignation

Several weeks back I shared an article from Knowledge@Wharton about how inclusivity in the workplace, and making sure employees’ personal stories are represented can be the turning point in talent retention. Recently, the pros at Wharton published a follow up article in which they share the keys to avoiding the Great Resignation. Spoiler alert: it’s all in the management.

Their research shows that at every level of management, from supervisors all the way to C-suite executives, fair practices matter. It’s not simply a matter of managing well, either. Managers work tirelessly to create an environment where everyone feels valued, represented, and heard. If management can achieve this, talent will be less inclined to seek other employment options. In fact, as they state in the article: “Companies that earn a reputation for being a place where everyone is seen, heard and valued may not have to worry about the Great Resignation.” Give it a read to see how your company can benefit.

Storytelling and Inclusion in the Workplace

Storytelling is the most ancient of human traditions. Although it was storytelling that bonded humans throughout much of our history, it is not a large part of our modern culture. It can, however, increase feelings of inclusion and community in the workplace. Two inclusion consultants, Selena Rezvani and Stacey A. Gordon, recently wrote a piece for HBR detailing their experiences with the power of storytelling amongst co-workers.

Many companies will attempt inclusion with diversity hires, demographic tracking, and equity. What actually drives change, however, is the ability to put oneself in another’s shoes. One study found that taking the perspective of others “may have a lasting positive effect on diversity-related outcomes by increasing individuals’ internal motivation to respond without prejudice.” Check out HBR’s new piece and learn how team building begins with storytelling.

Diversity on Your Board

As the founder of one of the country’s oldest minority-led investment firms, John W. Rogers Jr. has spent his career pushing for greater diversity across a variety of different industries. Yet despite his work (and that of many others) and despite diversity and inclusion being at the forefront of recent corporate conversation, the wealth gap between racial groups is growing, not shrinking.

“People have just no idea how much worse off we are. We’re losing out on the key economic opportunities and the parts of the economy where the wealth is being created today, primarily Wall Street and Silicon Valley,” Rogers said. “We are still continuing to try to work in yesterday’s industries. And in tomorrow’s industries, where the real opportunity is, we continue to be locked out. It almost reminds me of baseball in 1940.”

Recently Stephanie Creary of the Wharton School, interviewed Rogers on her podcast (older episodes here), as well as co-authored an article for Strategy & Business with him. In both, the two discuss ideas and practical frameworks for boards to actively advance racial justice and increase diversity within their organizations. For those who have made a commitment to fighting systemic racism, the message is clear: put your money where your mouth is. This should be required reading for any C-suite or board members who would like to authenically increase diversity among their colleagues.

How to Talk About Race in the Workplace

Wharton Business School professor Stephanie Creary has written a new opinion piece offering advice on how to effectively open up a conversation about race in the workplace. In the wake of the murders of Breonna Taylor, Ahmaud Arbery, George Flloyd, and Rayshard Brooks, along with the caught-on-camera-racism of Amy Cooper, many companies have come out publicly against racism and inequality. As part of these public statements, companies are committing to more open discussions about race, as well as prioritizing diversity & inclusion education for their employees.

In her article Creary states “To eradicate systemic racism, it is important for managers to empower employees and provide them with resources for having productive conversations about race.” Many managers, however, feel ill-equipped to offer sage advice on ‘what to do’ when it comes to diversity and inclusion in their organizations. Creary discusses her own struggles as an African American professor to provide strategic frameworks to her students and leaders, and she introduces her RACE Framework:

R: Reduce anxiety by talking about race anyway. It may be an uncomfortable topic but conversations have to start somewhere.

A: Accept that anything related to race is either going to be visible or invisible. Not everyone identifies with a single race or a single conversation about race. Leave room for everyone.

C: Call on internal and external allies for help. Cultivate a diverse network of internal (managers, C-suite colleagues) and external (professors, clients, former colleagues, etc.) who are committed to having these same conversations.

E: Expect that you will need to provide some “answers”, practical tools, skill-based frameworks, etc. Lean on the same network of internal and external allies to provide tools that help employees understand that including race, diversity, and equality in company conversations is a priority.

Read the full article here, absorb her advice, and really learn how to apply her RACE Framework.