Midlands Business Leadership Group Workplace Equity Initiative
2021 in partnership with
EngenuitySC and Richland Library
Dear MBLG members, As the Tri-Chairs of the MBLG Workplace Equity Initiative (WE), we want to thank you for your commitment to ensuring our regional workplaces are as competitive and equitable as they can be. As leaders and CEO’s, you commissioned this study because you recognize that diversity, equity, and inclusion (DEI) statements are not enough. We believe that a diverse workforce makes us more innovative and as a community, more resilient. We also acknowledge that meaningful DEI efforts are complex and require us to consider the actions we take, the programs we implement and policies that guide us, as tools to a more competitive, equitable Midland’s workforce. You requested the attached workforce equity study to better understand the opportunities and barriers faced by our BIPOC employees and job-seekers. As you review the findings, here are our recommendations: •
Assume that the stories, trends, and themes apply to your organization. While we do not attribute anyone's story or experience directly to one organization, there were many shared themes, across industries.. If the findings cause you concern, that is reason to dig in further. Don’t dismiss the uncomfortable. Do not consider these findings a substitute for proximity to your own teams and employees. Use this document as a discussion tool with HR and others in your organization. These trends and themes impact ALL employees, not just BIPOC staff. What emerged in the interviews is that employers committed to DEI efforts create better work environments for all staff.
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We believe and hope that this study is just the beginning of our DEI work together. We see many leverage points for change in the trends and themes outlined on the coming pages. As you read this study, remember the brave BIPOC staff who cared enough about your organization to use their voice to help us all improve. They trust that we will now act accordingly. Let’s get to work, Dr. Rosyln Artis
Tim Arnold
President, Benedict College WE Initiative Tri-Chair
Sara Fawcett
President & CEO, Colonial Life WE Initiative Tri-Chair
President & CEO, United Way WE Initiative Tri-Chair
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An introduction “We are always being asked to be uncomfortable for change to happen. White people are going to have to get uncomfortable, too.” Sixty highly motivated, Black, Indigenous and people of color (BIPOC) employees agreed to share their truth with us, so that CEOs and leaders in the most influential companies and organizations in this community can learn from them. Overwhelmingly, the participants in our interviews are grateful to work with you and feel that they have more to contribute. What CEO doesn’t want that? The past year has shed a light on the disparities in our community and increased awareness that if you are BIPOC in America, your journey is complex and complicated with barriers not of your own making. As librarians we are keepers of stories. We are honored to have been a part of this study, relaying these stories to you. We also advocate for the marginalized. It is important to us that you see this study as an advocacy tool. One that helps you and your team apply a racial equity lens to your work, which we believe, will ultimately improve the workplace for everyone. Our BIPOC colleagues and employees need, as one of my staff says, “accomplices, not allies.” I hope you can use this study and the tools in this packet, to make meaningful change in your organizations, and by extension, in the community we all live in. Melanie Huggins CEO, Richland Library
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Methodology Richland Library, using its Do Good Columbia* methodology, partnered with EngenutiySC to support MBLG and provide a forum for business leaders to receive candid feedback about the barriers that exist within their own organizations, as well as those that exist in the recruitment and growth of BIPOC* employees. This work had two primary components with the following goals: assess, understand and share the experiences of BIPOC employees and jobseekers; and help local business leaders act based on the feedback received. On behalf of MBLG, a diverse team of eight library staff members developed and launched an application process to recruit BIPOC employees, jobseekers and students for directed storytelling interviews. The application asked for a variety of demographic information so that a representative sample of participants could be selected. That information included: • • • • • • •
Gender Race Highest degree earned Industry Employment level Length of time working with current employer Length of time living in the Midlands
Throughout the communications and application process, applicants and participants were assured that, “The process will be entirely confidential. Information from the study will not be tied to any person, employer or organization, only shared in aggregate. Results will be widely available.” A total of 117 applications were received. The library team initially selected a group of 75 applicants representing a range of demographics to be interviewed. Twelve teams * See glossary on page 20 to learn more.
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made up of 25 library staff members reached out to these applicants to schedule interviews and received responses from many of them. Due to difficulty in reaching a number of applicants, library staff ultimately contacted 111 potential participants and were able to interview a total of 60 BIPOC individuals for this project. Even with this attrition rate, the cohort of interview participants did form a fairly representative sample of the applicant group on the major demographic categories. The participants interviewed represented ten unique employers and institutions across seven industries: • • • • • • •
Engineering, architecture and design Financial services and insurance Government, education and nonprofit Healthcare Manufacturing Professional services Technology
Demographics at a glance
Gender
Race
Age
Employment level
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The 25 library staff members who led the 90 hours of interviews also participated in three hours of refresher training prior to beginning the interview process. They also engaged in a three-hour persona* development and journey mapping* workshop after completing their interviews. Directed storytelling*, persona development and journey mapping are humancentered design* techniques that library staff have been building expertise on for several years. Personas and journey maps based on this work are included in this document’s appendix (pages 25 to 33). To learn more about human-centered design, visit www.DoGoodColumbia.com. As a small token of appreciation, each interview participant received a hand-written note of thanks in a card featuring the painting Leap by Ija Monet along with a $15 gift card to Main Street Bakery, a local Black-owned business. Following the presentation of the project’s results to MBLG and as part of EngenuitySC’s Competitiveness Series, they will be shared with all applicants and participants by email, posted on the Do Good Columbia website, and may be shared widely via other channels as well.
Findings at a glance •
Although almost half (48%) of interview participants shared overall positive views of their work experiences, nearly all of them (97%) shared having at least one negative race-based experience over the course of their careers.
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The immigrant experience is different from that of other BIPOC and comes with its own unique challenges.
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Race and gender are deeply intertwined. Many female interview participants shared experiences of gender discrimination or micro-aggressions.*
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Diversity, equity and inclusion (DEI)* are not the same things, and we don’t necessarily achieve them in a linear way. There can be representation without inclusion and inclusion without equity. Each needs to be addressed independently.
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Race continues to be a driver of workplace inequity, and it is also our strongest leverage point for creating positive change for all.
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Trends and themes For something to be identified as a common theme or trend, the comments or topics shared were similar in the majority of the stories we heard — sometimes all of the stories we heard — across participants, demographics and industries. The most common and actionable themes and trends are listed below. Some are illustrative of initiatives or workplace practices that propelled BIPOC employees forward; some are ones that held them back. If there is a persona that most identified with this theme, they are listed. The themes are presented in no particular order.
Culture is key Organizational culture* is the belief system and values of your organization and its influence on your employees’ behavior. Strong culture can be seen and felt in policy and practice. And it can make or break the experience of your BIPOC employees. Participants shared examples that indicate strong culture is an immune system against negative, individual behavior. Participants stated that strong culture emanates from the CEO, and if they believe and behave that diversity, equity and inclusion (DEI) is a priority, there is a better chance that others will, too. Participants shared that CEOs need to articulate why diversity matters, providing the business case, not just the diversity statistics or racial make-up of staff, which can look like “just checking the boxes for diversity and inclusion.” Participants shared that accessible leadership, including the CEO, helped to build trust. For example, some participants mentioned CEOs who regularly communicate with their employees on many topics, including DEI priorities. Employees cautioned about giving “lip service” to DEI efforts, or CEOs who made statements because they felt pressured to — because of racial unrest in the news, for example. However, there were just as many participants who said that silence on these issues is problematic. As one participant shared, “If you say nothing, I know where you stand.”
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Normalizing conversations about race and diversity is an important element of creating an authentic, trusted organizational culture. Regular dialogue in the organization about race and DEI can start from the top, yet needs to be encouraged throughout the organization. Relevant quotes Our CEO makes us feel like our voice matters. I don’t care about race percentages; I care about how the organization treats their employees. Related persona
Makayla (page 30)
Helpful resources DEI Topics to Consider in 2021 and Beyond Leadership Excellence, Feb. 2021 | https://bit.ly/3v3Shnz
How Organizations Can Take a Comprehensive Approach to DEI Initiatives Healthcare Financial Management, Apr. 2021 | https://bit.ly/3xhyx1R
Mid-level managers and supervisors as your critical gatekeepers Participants may believe that their CEO is committed to workplace equity but noticed a disconnect in the way their direct supervisors behave. A lack of alignment in their supervisors’ behavior with the CEO’s statements or communications about race and diversity is confusing and frustrating, and can lead good employees to seek work elsewhere. BIPOC staff shared examples of micro-aggressions from their supervisors, including watching them more closely than their white peers, and copying others unnecessarily on emails as a form of shaming or embarrassment. Some participants shared that DEI was mentioned as a value during the interview process as well as incorporated into their onboarding experience, but it may never have been mentioned again. Participants also shared examples of strong supervisors who encouraged their growth and development within their company. Managers who are trained to spot and encourage talent, especially among underrepresented employees, are important to a company’s DEI objectives, including retaining BIPOC employees. BIPOC employees whose supervisor personally encouraged them to seek out experiences, education or training to further their career were more invested and spoke more favorably about their workplace.
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Managers who are empowered to actively seek out diverse voices on projects and teams help to strengthen trust and demonstrate a connection to the senior management’s DEI vision. Participants shared that while diversity training might be required for all staff, it appeared that “the higher up you go, the less training you get.” Supervisors were illprepared to direct or respond to employee concerns regarding bias or raciallymotivated actions of colleagues. Participants want to trust that when they share ideas or concerns with their supervisors, they can do so authentically and receive an appropriate response. Relevant quotes I want to move up in leadership so I can be the supervisor / manager I wish I had. Senior leadership is great. As things trickle down, it changes, is contrary in middle management. Communication changes as it moves down the line. Even if my supervisor changed, it wouldn’t matter — there are systemic, cultural issues. Related persona
Diane (page 28)
Helpful resources A DEI To-Do List Bloomberg Businessweek, Aug. 2020 | https://bit.ly/3aqM5ht
Promote Inclusion by Establishing Inclusive Practices and Developing Leaders’ Mindsets Leadership Excellence, Feb. 2021 | https://bit.ly/3aoMFML
Transparency around leadership opportunities and promotions Talented employees with potential and drive need a path or a push. They need to see that there is a way — through experience, certifications, training — that will position them for promotion, or they need someone to guide them as they make their way through the company. Either way, they desire clear career paths, access to cross-training, the ability to meet with colleagues and see the work that happens outside of their daily role, so they know what is possible.
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Across industry and years of experience, BIPOC staff want to know what the drivers of success are in your company. Is it talent, soft skills, credentials? Or are years of experience more important? Be clear about the factors that determine growth and promotional opportunities — and understand which requirements may limit your talent pool unnecessarily. What BIPOC staff do not want is ambiguity. Employees shared experiences of not getting interviewed for jobs for which they felt qualified, and not knowing why. Or, they would interview to receive a promotion and would be told, “You aren’t the right fit.” If the “right fit” often turns out to be a white person, this may lead talented, determined employees to come to their own conclusions about why they were passed over. As one participant said, “When you don’t tell people where they stand, they fill in the blanks.” Participants shared examples of what appeared to be “moving goal posts” and what they perceived as “changing expectations” even after they felt like they had met the criteria for a job opportunity. Interview coaching that helps employees articulate their practical experience as well as their credentials was mentioned as welcome. Performance feedback or opportunities for improvement were cited by participants as critical to their feeling valued and less frustrated by slow or lacking advancement opportunities. Relevant quotes I don’t fit, but I don’t understand why. I just want a chance or an opportunity to show my ability. There’s no need trying anymore. I’m not going to move up. The more I achieve to get to the top, the higher they move the bar. Related persona
Rashawn (page 31)
Helpful resources Finding Your Power to Shape an Inclusive Workplace People & Strategy, Winter 2020 | https://bit.ly/3x9tmkf
How You Promote People Can Make or Break Company Culture Harvard Business Review, Jan. 2018 | https://bit.ly/3twKyOo
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Problematic perceptions of “the south” Diversifying some industries requires recruiting more broadly and hiring from outside of South Carolina — and that means selling not just Columbia and the Midlands but acknowledging that “the south” has a reputation. Participants who moved here for a job (or who came to school here and stayed after graduation) cited that the issues of race in the south were top of mind in their decisionmaking. They knew race might be a barrier or a deterrent to their quality of life, and even referred to the south as having a “stigma,” but they were compelled to give the work a chance. In many instances, the participants didn’t stay with that first employer but have moved on to another or wish to leave after graduation. Participants shared that Columbia and the Midlands lack the diversity of larger cities and do not feel as inclusive to BIPOC or LGBTQ communities, and this may lead them to leave for other opportunities. Also mentioned was that hiring / promotional preference seemed to be given to those with degrees from South Carolina colleges or those who were otherwise seen as “locals.” In fields that are predominantly white and that require advanced degrees, the competition for BIPOC employees requires that workplace culture be a positive factor in making transplants feel included and welcomed. Employers that do have a diverse workforce and create ways to celebrate and honor that diversity were cited frequently as being a positive place to work. Relevant quotes Columbia isn’t a big city… but it’s progressive, interesting friends, but will want a bigger city in the future. It’s boring. I kind of grew up in a bunch of different places; wasn’t until South Carolina that I really saw the divide between Black and white. Related persona
Sonia (page 32)
Helpful resources How Southern Are We? Atlanta, Nov. 2012 | https://bit.ly/2QBJBWv
Southern-Minded TIME Magazine, Aug. 2018 | https://bit.ly/2RFT7Z9
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Mentorship (may be) more important than representation Many of the participants who had positive opportunities, advanced within their organizations, or felt good about their employer’s diversity efforts mentioned mentorship as key to their successes. Participants who had a mentor, through a formal program or a more informal arrangement, had similarly positive experiences. Some sought out mentorships by applying to programs where they were paired with a mentor; some shared that a leader reached out to them, wanting to encourage their talent and potential. Others mentioned colleagues or peers who actively advocated for them, helping them navigate the company culture. Of note, it did not seem to matter whether their mentors were of the same race — and most we spoke to were not. Those who lacked mentors and wanted growth opportunities expressed a desire to connect with BIPOC employees who had achieved success. Some mentioned just wanting situational advice and counsel from other BIPOC staff. This can be difficult to achieve if the company itself lacks diversity. As one participant said, “I wish I knew there was this network of individuals that were going through the same things I’m going through. Someone to let me know, ‘You’re not crazy. What you’re going through is real.’” Employee resource groups* can be one way to help connect people with shared experiences. Many participants are interested in “giving back” as mentors themselves and look for ways to connect with young and new BIPOC employees. Relevant quotes You need an advocate on the inside… Someone to help you navigate your career path and talk to. Related persona
Rashawn (page 31)
Helpful resources Mentorships That Work Internal Auditor, Oct. 2020 | https://bit.ly/3n1eXSA
Mentoring Programs Bolster an Inclusive Culture Leadership Excellence, Nov. 2020 | https://bit.ly/3v7gdGr
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However, representation still matters Many participants interviewed were ambitious and refused to let lack of BIPOC leadership in their companies dampen their desires to progress. Yet, they remain painfully aware of who the company decision-makers are and that lack of diversity among them is a signal that they might not achieve their goals. As one participant said, “I don’t know if my company is ready for a Black VP.” BIPOC participants shared that who you know matters and that it’s easier to have access to top leadership positions if you look like those already in leadership. Nepotism and promoting friends and family were mentioned as forms of racial discrimination. Even when BIPOC employees reach leadership levels within their companies, they can feel alone, self-conscious and scrutinized in ways their white peers are not. They shoulder the weight of being the only non-white voice in the room and of feeling that they’re seen as speaking for all BIPOC employees. Relevant quotes No one in leadership looks like me. You can’t be it if you can’t see it. In my 20 plus years, there have been three directors that were people of color. Related persona
Daniel (page 27)
Helpful resources A Case Study of How to Accelerate Progress in Leadership Diversity People & Strategy, Winter 2021 | https://bit.ly/3n2qWz9
A New Kind of CEO: The Role of the Chief Equity Officer Public Management, Oct. 2020 | https://bit.ly/3mYLEA8
Be aware of networking that excludes Even with the progress many companies have made, the “good ol’ boys club” was still referred to by participants. We may think of networking as formal, like the employee resource groups participants mentioned as positive ways to connect with people sharing their circumstances or background. But there are informal networking opportunities that often feel unavailable to BIPOC employees. Networking is an important element of getting ahead; of making yourself known to the
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higher-ups and those who you aspire to work with. Yet informal networks are created most easily among those who share personal or social similarities, and frequently, those are racially divided. Who do you go to lunch with? Invite to happy hour? One participant said, “Certain people are hanging out together, talking about moving up, sharing new positions,” and this creates an advantage for non-BIPOC employees. Even traveling to conferences or attending trainings together can build camaraderie and important network opportunities. BIPOC employees see white management excluding them from these opportunities. Networking can help people get promoted, and for recent graduates, it can be essential to getting a foot in the door. Inclusive networking opportunities are important for people in all stages of their careers. Relevant quotes We do want people that we can get along with to work with, but it’s so easy to hire someone that looks exactly like you. Related persona
Elvin (page 29)
Helpful resources How Managers Can Make Casual Networking Events More Inclusive Harvard Business Review, Oct. 2018 | https://bit.ly/32wmQpA
The Importance of Networking Diversity Forbes, Oct. 2019 | https://bit.ly/3gt0ZHR
Can I be myself? BIPOC staff sometimes struggle to be their authentic selves in order to fit in, to get promoted or, in some cases, to avoid making their white colleagues uneasy. As one participant shared, “I wasn’t always the best fit for the team or project, but was put there to be the ‘Black representative’ because I made the white staff most comfortable.” Participants expressed the need to assimilate and code-switch* — changing their hair, makeup, clothes, and at times, even their names in order to fit in. One participant said, “I go by an ‘Americanize name,’” because his colleagues cannot pronounce his given name. Code-switching in the workplace is common; people of color talk one way to each other and differently to their white colleagues and supervisors. Some company policies can exacerbate these feelings of exclusion; dress codes that are too restrictive or that don’t respect cultural differences, for example.
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One participant was asked to shave his beard and agreed, even though he said he, “… knew [he] would get razor bumps, which is extremely painful.” Many participants shared that after the racial violence of 2020 (which continues today), they didn’t feel like they could express what they were experiencing. They felt traumatized but needed to be professional and not cause any discomfort among their colleagues by sharing their feelings. It is difficult for some BIPOC employees to be assertive and honest, without being seen as the “angry Black woman” or coming off as threatening. Participants shared that they see more Black women getting leadership opportunities because they are perceived as less threatening than Black men. At some point, all employees will experience personal trauma and have non-work lives that require their attention and care. BIPOC participants who shared the most positive experiences work in places they described as military- and family-friendly, flexible, understanding, and committed to work-life balance. Relevant quotes If there was a meeting, I would straighten my naturally curly hair to be more ‘presentable.’ Dealing with mental stresses is very important, particularly in the past year. Learn my culture, learn me, learn to feel what I’m feeling. If you don’t know me, you’re not even going to be able to understand what I’m going through. Don’t talk about your life and assume it’s the same as mine. Related persona
Carla (page 26)
Helpful resources The Costs of Code-Switching Harvard Business Review, Nov. 2019 | https://bit.ly/32rg84n
Why White Managers Must Take on the Work of Code-Switching Now Fortune, Mar. 2021 | https://bit.ly/3gpPtwW
Micro-aggressions Double checking work, copying supervisors on emails, not speaking or saying hello when you greet others, saying things like, “You are so articulate and so professional,” can all be experienced by BIPOC employees as micro-aggressions. Your BIPOC employees know what micro-aggressions are, they talk about them with their BIPOC colleagues, but they may not speak up to leadership when they experience them.
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And participants shared that these micro-aggressions add up. Even employees in supervisory positions said they are “constantly interrupted, ignored and dismissed.” The default for many BIPOC employees is that, if something goes wrong and they don’t know why, they fill in the blanks because their experiences tell them it “must be about race.” Participants suggested that employees at all levels should receive training specifically on micro-aggressions. Relevant quotes I don’t like to automatically assume that race has anything to do with the way I’m treated. The CEO brought around new employees and didn’t introduce them to the Black staff. Related persona
Carla (page 26)
Helpful resources How Micro-Aggressions Can Wreck Your Business Fortune, Dec. 2015 | https://bit.ly/3sGtFjj
What’s Wrong with Asking, ‘Where Are You From?” Harvard Business Review, Oct. 2020 | https://bit.ly/3eeqOIV
Hear my voice Feeling unheard, unvalued, and not knowing where to go to express concerns was the most mentioned point of frustration and opportunity for improvement among participants. Being able to talk about race at all (as mentioned in the first theme, “Culture is key”) is important because, as one participant said, “People won’t speak unless they know it’s safe to do so.” Having updated policies about discrimination and harassment is critical, but a clear procedure of how to share concerns is even more important. Being heard is also closely tied to representation. Having BIPOC staff among the most senior members of your leadership team, or finding ways to include BIPOC staff in important decisions can contribute to overall feelings of value and lead to better organizational decision-making. When people experience micro-aggressions, explicit bias* or racism, what is the protocol? How are these issues handled and resolved? Many participants who experienced these issues told us they didn’t know where to go (nor did their supervisors), and they had to keep sharing their stories until someone finally reacted.
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In some instances, they never knew if or how their concerns were addressed. Feelings that speaking up can have negative consequences were common, as were feelings that it was highly futile behavior. BIPOC staff sometimes feel they must “tread lightly so I help, not hurt, myself.” One way to build trust and conversations around race is to center them on what is happening in the community — as we saw during the civil unrest of 2020. Creating safe places for hard conversations is essential to building the trust that will encourage BIPOC staff to speak up with their concerns as well as their ideas. Relevant quotes My brilliant ideas were not heard because I was afraid to speak up. It’s hard when I see things that are unfair and I have no power to change it. Nobody wants to work in a place where they feel devalued. Related persona
Diane (page 28)
Helpful resources Are Your Diversity Efforts Othering Underrepresented Groups? Harvard Business Review, Feb. 2021 | https://bit.ly/3uVsuOm
It’s Time for White People to Step Up for Black Colleagues FT.com, Jun. 2020 | https://on.ft.com/2P3Avl3
Show it, don’t say it Participants shared that DEI statements are not enough. All the “trends and themes” in this document require action to create workplace equity. Some specific, actionable ideas that participants shared include: gender-neutral restrooms, open office spaces (no matter your title or position), employee resource groups, creating Diversity Officer positions, and forming a DEI council. It cannot be overstated that representation of BIPOC in leadership positions demonstrates action and commitment to DEI. Participants shared that even companies that are “doing things right” (CEOs who spoke out during times of racial unrest / Black Lives Matter, for example) struggle with racial and ethnic diversity in leadership. Many also shared that a DEI commitment should start at hiring and be a part of a strong onboarding process for all staff. Lastly, when changes to practice and policy are made because of employee feedback
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or to address BIPOC disparities, be transparent about these actions. Employees need to be heard and to see action. (“You said…, we heard…, and we acted.”) Relevant quotes Last year (2020) was a struggle. All these companies came out and made statements. I don’t give a sh— about your statements. There is no one that looks like me in positions of power, nor on track to be in a position of power. Related persona
Makayla (page 30)
Helpful resources Is Your Company Actually Fighting Racism, or Just Talking About It? Harvard Business Review, Jun. 2020 | https://bit.ly/3alo9Mj
Adidas Tweeted Against Racism. Its Black Workers Say that Isn’t Enough. The Wall Street Journal, Jun. 2020 | https://on.wsj.com/2QGSoGx
New graduates as an innovation asset The youngest participants — those new to careers or graduates beginning the job search — are hungry for opportunities. They are excited about sharing their ideas and knowledge with their new or potential employers. However, they report feeling marginalized and patronized by the older, more experienced people in their workplaces. Some Gen Z and Millenials are less likely to feel they have to separate the personal from the professional; they assume they can talk openly about race at work, for example. They also desire access to leadership and mutual respect from their supervisors. Additionally, the participants who reported successful careers and who are now in positions of leadership overwhelmingly reported the importance of early successes — like getting into a leadership program, being recognized by higher-ups, being assigned a mentor — when they were still new to a company or role. Those early successes created enough momentum to turn those new graduates and young people into producers for the company and made them less likely to leave or give up when times were difficult. Younger participants mentioned learning about potential employers from university job fairs. Internships were less common in those we interviewed, and the literature would suggest that this is the unfortunate reality for many BIPOC youth. The energy and ideas that young employees and new graduates bring to employers need to be harnessed and nurtured, especially when it comes to improving workplace equity.
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Relevant quotes It is necessary for organizations to have ‘new blood’ in conversations when it comes to DEI. Related persona
Sonia (page 32)
Helpful resources What Millennials Want: Diversity That’s More than Just Skin-Deep Bloomberg, Jun. 2018 | https://bit.ly/2RQ98Mj
Zero Experience Preferred Inc., Apr. 2017 | https://bit.ly/3svZE5t
Immigrant experience There are unique challenges for international students and employees that vary from the Black experience and BIPOC American-born staff. Barriers to success in the workplace can include things like visas and language, or credentials and degrees from other countries that don’t transfer to the US. It can feel like starting over, even for someone with an advanced degree and years of experience. Money also plays a factor because the visa process, new degrees, and additional qualifications can be expensive. Participants mentioned employers that supported their visa process with reimbursement as particularly helpful. International participants shared that their colleagues often see their accents or command of English as a barrier, or even an indicator of lack of intelligence. Relevant Quotes I was told, ‘The way you pronounce [your name] is so funny’ and it made me selfconscious about speaking in meetings. Related Persona
Arun (page 27)
Helpful Resources Research Shows Immigrants Help Businesses Grow. Here’s Why. Harvard Business Review, Oct. 2018 | https://bit.ly/2Q7toIV
How to Successfully Work Across Countries, Languages and Cultures Harvard Business Review, Aug. 2017 | https://bit.ly/32tg83N
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Appendix The following pages contain supplementary information, including personas, journey maps, and resources for learning more.
Glossary Bias : The attitudes, stereotypes and actions (positive or negative) towards members of a group merely because of their membership in that group. Bias can be intentional, unintentional, explicit or implicit. (Anti-Defamation League) BIPOC : Black, Indigenous and people of color Code-switching : Adjusting one’s style of speech, appearance, behavior and expression in ways that will optimize the comfort of others in exchange for fair treatment, quality service and employment opportunities. (Harvard Business Review) Directed storytelling : An interview methodology that prompts users to tell stories of their past experiences, focusing on motivations, needs, goals, barriers and delights. (Patrick Quattlebaum, Harmonic Design) Diversity : All of the ways in which people differ, encompassing the many different characteristics that make one individual or group unique from one another — race, age, gender, sexuality, nationality and more. (Racial Equity Tools) Do Good Columbia : In 2017, Richland Library launched Do Good Columbia, a two-day community problem-solving workshop that used human-centered design techniques to develop creative solutions to community problems. In its first iteration, Do Good brought together more than 100 diverse stakeholders from across the Midlands and focused on increasing access, usage and enjoyment of our city’s rivers. The MBLG Workplace Equity initiative is supported by Richland Library under the banner of Do Good Columbia. (www.DoGoodColumbia.com)
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Employee resource groups (ERG) : Voluntary, employee-led groups made up of individuals who join together based on common interests, backgrounds or demographic factors such as gender, race or ethnicity. (Society for Human Resource Management) Equity (in the context of race) : The systemic, fair treatment of all people of color that results in equitable opportunities and outcomes for all. (Race Forward) Human-centered design : A design methodology that places the needs of people at the center of the problem-solving process. (Do Good Columbia) Inclusion : Authentically bringing traditionally-excluded individuals or groups into processes, activities, and decision-making in a way that shares power. (Racial Equity Tools) Journey map : A visual representation of a person’s experience across time, focusing on what they are doing, thinking and feeling, as well as the people and touchpoints they interact with. (Patrick Quattlebaum, Harmonic Design) Micro-aggressions : The everyday verbal, nonverbal and environmental slights, snubs or insults — whether intentional or unintentional — which communicate hostile, derogatory or negative messages to people based upon their membership in a marginalized group. (Racial Equity Tools) Organizational culture : Context that defines the proper way to behave within an organization; shared beliefs and values established by leaders and communicated and reinforced throughout the organization, ultimately shaping employee perceptions, behaviors and understanding. (Society for Human Resource Management) Personas : Research-based fictional characters developed in order to represent different user groups. Creating personas helps us understand people’s needs, experiences, behaviors and motivations. (Interaction Design Foundation)
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Further reading Featured resource Embracing Racial Equity: 7 Steps to Advance and Embed Race Equity and Inclusion Within Your Organization Annie E. Casey Foundation, 2015 | https://bit.ly/3n0c5W2
Adidas Tweeted Against Racism. Its Black Workers Say that Isn’t Enough. The Wall Street Journal, Jun. 2020 | https://on.wsj.com/2QGSoGx
Are Your Diversity Efforts Othering Underrepresented Groups? Harvard Business Review, Feb. 2021 | https://bit.ly/3uVsuOm
The Black Experience at Work in Charts McKinsey & Company, Apr. 2021 | https://mck.co/3ehmcln
A Case Study of How to Accelerate Progress in Leadership Diversity People & Strategy, Winter 2021 | https://bit.ly/3n2qWz9
The Costs of Code-Switching Harvard Business Review, Nov. 2019 | https://bit.ly/32rg84n
A DEI To-Do List Bloomberg Businessweek, Aug. 2020 | https://bit.ly/3aqM5ht
DEI Topics to Consider in 2021 and Beyond Leadership Excellence, Feb. 2021 | https://bit.ly/3v3Shnz
Finding Your Power to Shape an Inclusive Workplace People & Strategy, Winter 2020 | https://bit.ly/3x9tmkf
Hiring Practices Can Counter Implicit Bias, Systemic Racism Crisis Management Update, Mar. 2021 | https://bit.ly/3dvaiFq
How Managers Can Make Casual Networking Events More Inclusive Harvard Business Review, Oct. 2018 | https://bit.ly/32wmQpA
How Micro-Aggressions Can Wreck Your Business Fortune, Dec. 2015 | https://bit.ly/3sGtFjj
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How Organizations Can Take a Comprehensive Approach to DEI Initiatives Healthcare Financial Management, Apr. 2021 | https://bit.ly/3xhyx1R
How Southern Are We? Atlanta, Nov. 2012 | https://bit.ly/2QBJBWv
How to Successfully Work Across Countries, Languages and Cultures Harvard Business Review, Aug. 2017 | https://bit.ly/32tg83N
How You Promote People Can Make or Break Company Culture Harvard Business Review, Jan. 2018 | https://bit.ly/3twKyOo
If There’s Only One Woman in Your Candidate Pool, There’s Statistically No Chance She’ll Be Hired Harvard Business Review, Aug. 2016 | https://bit.ly/2QFDssw
It’s Time for White People to Step Up for Black Colleagues FT.com, Jun. 2020 | https://on.ft.com/2P3Avl3
The Importance of Networking Diversity Forbes, Oct. 2019 | https://bit.ly/3gt0ZHR
Is Your Company Actually Fighting Racism, or Just Talking About It? Harvard Business Review, Jun. 2020 | https://bit.ly/3alo9Mj
Mentoring Programs Bolster an Inclusive Culture Leadership Excellence, Nov. 2020 | https://bit.ly/3v7gdGr
Mentorships That Work Internal Auditor, Oct. 2020 | https://bit.ly/3n1eXSA
A New Kind of CEO: The Role of the Chief Equity Officer Public Management, Oct. 2020 | https://bit.ly/3mYLEA8
Performative Allyship: What Are the Signs and Why Leaders Get Exposed Harvard Business Review, Nov. 2020 | https://bit.ly/3swIoNz
Promote Inclusion by Establishing Inclusive Practices and Developing Leaders’ Mindsets Leadership Excellence, Feb. 2021 | https://bit.ly/3aoMFML
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Research Shows Immigrants Help Businesses Grow. Here’s Why. Harvard Business Review, Oct. 2018 | https://bit.ly/2Q7toIV
Sheryl Sandberg Has a Key Piece of Advice for Managers Working to Fix the Broken Rung on the Corporate Ladder for Black Women Business Insider, Aug. 2020 | https://bit.ly/3ssP27z
Southern-Minded TIME Magazine, Aug. 2018 | https://bit.ly/2RFT7Z9
What Millennials Want: Diversity That’s More than Just Skin-Deep Bloomberg, Jun. 2018 | https://bit.ly/2RQ98Mj
What’s Keeping Black Workers from Moving Up the Corporate Ladder? The Wall Street Journal, Feb. 2021 | https://on.wsj.com/3ssOMW9
What’s Wrong with Asking, ‘Where Are You From?’ Harvard Business Review, Oct. 2020 | https://bit.ly/3eeqOIV
Why White Managers Must Take on the Work of Code-Switching Now Fortune, Mar. 2021 | https://bit.ly/3gpPtwW
Zero Experience Preferred Inc., Apr. 2017 | https://bit.ly/3svZE5t
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Arun Age: 37 Gender: Male Race: South Asian Employment level: Entry-Level Industry: Design
In brief Arun moved to the United States from India seeking a better life for his family. When he began the job search, he didn’t realize that his years of experience and education from his home country wouldn’t transfer to US standards. While he applied all over the country, SC was his first job offer and he accepted, knowing little about Columbia or the area. As one of a few people of color in his specific field, he sees his race and ethnicity as an advantage for his company. Wants to accomplish Considering starting his own firm in a more diverse city. Wants to earn U.S. credentials that will allow him to grow in his field. Feeling Disappointed in the lack of diversity in his company. He also feels stuck by his lack of credentials and his need for a job to support his family. Thinking My experience doesn’t matter; I can’t be considered for promotion until I have the right credentials. Doing Outside of his job, he is working to get credentialed; balancing work, life and his education. Quote “Equity should be a part of the culture for all levels within an organization… The path to success is through equity.”
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Carla Age: 42 Gender: Female Race: Black Employment level: Supervisor Industry: Manufacturing In brief Carla has diverse work experience, having worked in retail and hospitality before landing her current job as a line supervisor. She worked at the company for several years, beginning in an entry level position and working her way up to a middle management role. She loves her field of work, both the challenges and that she is helping the community. She has two children. Wants to accomplish She wants to continue to grow her leadership role in her company and hopes to become a director. She wants to have a greater voice in the decision making and big picture direction of the company. Feeling Feels like she has to give 110% and always work harder than her colleagues. She feels also her work and decisions are being watched more closely than her white counterparts. Thinking Her company says they value DEI but the board and CEO demographics don’t necessarily reflect that. She tries to “blend in” to the culture of the organization rather than bringing her authentic self to work. Doing Establishing relationships with colleagues and supervisors; trying to expand her network. Working to achieve more work / life balance. Quote “Because of my assimilating and fitting myself in, I was given more opportunities than my Black colleagues who didn’t.”
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Daniel Age: 52 Gender: Male Race: Black Employment level: Manager Industry: Finance
In brief Daniel was recruited and quickly hired after he completed his business degree and has worked for the same company since then. In management yet he would like to move up to a VP level position. He knows the company well and is one of its longest tenured employees. He has children entering college and the raise in pay would be helpful.
Wants to accomplish A promotion to an executive level position.
Feeling Feels he has the experience and credentials for VP positions; disappointed and frustrated by the lack of additional promotional opportunities.
Thinking He doesn’t see Black men at the top of the company so he’s wondering whether it is even possible; thinks that those promoted to VP are friends with the CEO.
Doing Reaching out to mentor and motivate younger employees.
Other info / quote “I feel like I’m in golden cuffs and invisible chains.”
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Diane Age: 41 Gender: Female Race: Latina Employment level: Supervisor Industry: Healthcare
In brief Diane is a valued colleague; everyone wants to work the same shift as her. She’s experienced, fun and highly competent. In her current job, she has personally experienced as well as observed acts of racism and discrimination, which are deeply concerning. She’s reported these to her supervisor and when she didn’t get the response or action she expected, she went to HR.
Wants to accomplish She wants to stay in her current job, if changes are made within the organization. Diane wants to change the culture in the workplace for employees and patients/customers who have also experienced discrimination.
Feeling Unheard, frustrated, and disappointed. Thinking The CEO made DEI statements during 2020 but nothing has changed. Doesn’t want to leave her colleagues but knows the culture and some supervisors need to evolve.
Doing Using her voice. Encouraging others to speak up. Documenting complaints and concerns. Working hard and trying not to get further discouraged.
Quote “Employers need to be fair and respect everyone – not just people who look like them.”
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Elvin Age: 39 Gender: Male Race: Black Employment level: Sr. team member Industry: Healthcare
In brief Elvin’s family are first generation US citizens, and he is the first in family to go to college. He joined the military, which allowed him to travel and further grow cultural competence and emotional intelligence. He’s experienced personal setbacks but considers those “character builders” and prides himself on being a good problem solver. He is motivated to do his best in every setting and enjoys positions that allow him to directly help others. Wants to accomplish He wants growth opportunities with his current company, preferably in a position that allows him to directly help others.
Feeling Optimistic about his chances to grow and help the company better perform; unsure if his unique skills and experience are valued. Thinking Knows he need to network to increase status and to get noticed; frustrated by the lack of opportunities and access to decision makers.
Doing Seeking external support, mentorship. Getting additional education, training and development when he can. Performing current job at a high level.
Quote “Leadership matters.”
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Makayla Age: 33 Gender: Female Race: Black Employment level: Mid-level mgr. Industry: Finance
In brief She is a highly-motivated, college-educated Black woman. She was recruited to apply for a job in this company by someone in her church and she’s been with the company for five years and already received a promotion. She was encouraged to apply to be in a leadership program by her supervisor, who has become her mentor. She is frequently asked to be on special projects and feels that the company cares about her as a person. She is ready for the next challenge and actively seeking out a new leadership position. Wants to accomplish Makayla wants to be the first Black director / VP of her company.
Feeling While she believes she is qualified and talented, she sometimes worries she is just a “diversity statistic;” she is frustrated by lack of Black women represented in upper leadership. Thinking Believes her company’s CEO is making an effort and saying the right things about race / equity but she has noticed that not all supervisors have the same attitude.
Doing Created an informal ERG to help other Black women in the company.
Quote “I’m not sure my company is ready for a Black VP.”
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Rashawn Age: 24 Gender: Male Race: Black Employment level: Entry-level Industry: Manufacturing
In brief Born and raised in Eastover, Rashawn is a proud Lower Richland High School graduate. He was an honor roll student in high school and served in several leadership positions, from captain of the soccer team to student government. He received scholarship opportunities to go to a four-year college but gave those up in favor of an associate’s degree from Midlands Tech, so he could work and help his mother with his siblings. He has young children of his own now. Wants to accomplish Able to provide for family, give his kids opportunities he didn’t have. Wants to move into management for higher income and because he likes working with people. Feeling Confident he has the skills to be a good supervisor; unsure of how to navigate to the next level. Thinking He wants a “fair shake” at a promotion and doesn’t want his race to be the reason he gets an interview. Doing Looking for part-time paid work to supplement his income.
Quote Current job has high turnover rate – “I’ve been here for four years and they consider me a vet.”
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Sonia Age: 19 Gender: Female Race: Afro-Caribbean Employment Level: Student Industry: Student
In brief Sonia moved to Columbia from Jamaica to attend college. The transition has been tough—she’s far from family and not everyone in the south is welcoming—but her school experience has helped her forge bonds to the community and she’s looking for local work that will put her passion for science to use. She has attended some job fairs, and friends who’ve already graduated have referred her to potential employers. Wants to accomplish Wants to stay in Columbia with her friends for now; wants a job that will help her gain experience in her field and position her for graduate school in the future. Feeling Even though she is an A student, she’s nervous about readiness, interviewing and entering the job market; worried about what potential employers will think of her. Thinking Not sure if Columbia is the place she’d like to be forever; not a very big or diverse city.
Doing Seeking mentors, guidance and focusing on final semester of school.
Quote “Take a chance, take a risk… If you’re scared, just do it.”
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Journey map sample Rashawn Age: 24 Gender: Male Race: Black Employment level: Entry-level Industry: Manufacturing
Doing
Gets hired
Feeling
Thinking
People
Applies for promotion
Isn’t selected
Optimistic
Frustrated
Great opportunity
I have the skills
Hiring manager
HR
Asks for feedback
Told “not the best fit”
Confused
What am I lacking?
Unfair
Should I look for a new job?
Hiring manager
TIME
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Reflecting on themes Use this space to reflect on the themes that are most powerful to you. 36
Theme Which theme would you like to explore?
Feeling How does this theme make you feel?
Thinking What does this theme make you think about?
Doing How can you make change? Who do you need to engage to move forward?
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