The HR Digest July 2022

Editor’s

NOTE

For many editors, overseeing the completion of each issue is more often about digging deeper into ideas that have been subdued, smushed deep under the surface, and reigniting them. A lot of times, we cover ideas that seem strange to talk about in a casual conversation but can flow so easily when writing a feature story. Like an idea, the features in our July issue are contemplative and a great way of unpacking the thoughts in our busy minds.

It has always been our goal to unpack reflective issues for our readers. The depth, research and hard work put into each of the feature stories will be apparent to every reader of our publication. With great pride, I present the July issue of The HR Digest.

Cheers!

As ever, we look forward to your feedback (editor@thehrdigest.com, @TheHRDigest on Twitter, Facebook.com/TheHRDigest).

Priyansha Mistry editor@thehrdigest.com

The HR Digest Magazine | July 2022

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The Team Editorial

Design

Jay Raol Editor-in-Chief

Kevin Paul Sr. Graphic Designer

Priyansha Mistry Editor Anna Versai Sub-Editor

Project Management

Diana Coker Sub-Editor

Tony Raval Project Director

Jane Harper Content Writer

Jay Raol Project Director

Marketing

Advertising

Jason Miller Sr. Project Director

Jay Raol Director – Ad Sales

Technology John Hancock Head-Web Department

Finance Control R. R. Baratiya

Le Manh Coung Sr. Software Coordinator

Julia Hunt Magazine Production

Contents July 2022

HR Drift

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Big Myth: Workers aren’t quitting over values

Leadership Insights

P.22

Influential DE&I Leaders Breaking Down Barriers

Q&A With Jane

P.88

IRL: New Rules of Office

Employee Benefits

P.98

Easy, Low-Cost 401(K) Plans for Startups

Cover Story Great Workplaces

P.106

Legal Hub

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Man vs. Metaverse: What are the legal implications of the newest chapter in entertainment?

Training & Development

P.126

Microlearning Can Reap Big Awards

Recruitment Point

P.136

Clean State Laws in the States

HR Tools & Technology

P.142

HR Analytics Software Changing the HR Game

HR Events Top picks of conferences and professional events around the world

P.156

BIG MYTH// WORKERS AREN’T QUITTING OVER VALUES The bond between worker bees and corporate hive remains as sticky and sweet as ever.

The “Great Resignation” remains one of the biggest stories about the Covid-19 pandemic. But the more you hear about it, the more you wonder whether workers are really quitting in droves. As is the case with neologisms, the term is used and abused in equal measure.

Let’s get to the truth. Millions of Americans have quit their jobs since May 2021; a record 4.5 million walked away in March alone.

Now for what’s not true. There’s stark evidence that workers are in the quittin’ spirit — or refusing to assume new roles — at companies that do not share, honor or identify with their views, the story is complicated.

For many workers walking the walk calls for a broad reconsideration.

What quitagion reports don’t take into account is ‘money’ and how that becomes an unassailable part of inflationary nightmares.

Workism isn’t going away, however, for much of the workforce, a steady salary trumps ethical concerns. The boundary between work and life that was once delineated by ethics is now weakened by inflation as employees feel they don’t have well-paying viable alternatives.

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WORKERS ARE NOT WALKING THE WALK. The HR Digest Magazine | July 2022

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For many workers walking the walk calls for a broad reconsideration.

What quitagion reports don’t take into account is ‘money’ and how that becomes an unassailable part of inflationary nightmares.

Emerging data also suggests that, in the recent past, worker conditions during the pandemic and social-justice movements have led employees to expect greater corporate transparency into where companies stand on critical issues.

It won’t be possible to undermine the American workocracy just by switching jobs. It will necessitate a fundamental shift in the social framework that determines which institutions give us a sense of purpose.

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FUTURE OF WORK// THE WORKPLACE IS ABOUT TO CHANGE DRAMATICALLY We’re still discovering what it means to merge work and play on such a massive scale.

It’s hard to know what to expect from work in 2022, especially with recent developments. Experts at the World Economic Forum’s Annual Meeting in Davos predict what we may be up against.

We’re entering the third year of a global pandemic that has wreaked havoc on the workplace.

Despite the expectations of many employers, a full-time return-to-officebased work appears to be implausible as the omicron variation sets back millions of workers’ return-to-office plans. Pre-pandemic work patterns are also likely to become a relic, given how the labor market has shifted power to employees.

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THE ‘REMOTE WORK’ TEST RUN IS BEGINNING TO LOOK LIKE THE LONG RUN. 12

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Biggest takeaways from Davos, World Economic Forum A shortage of digital skills could stymie the green transition, but increasing investment in care work could help the global economy recover.

We can’t all work in the metaverse, and so we must value essential jobs and invest more in care and education to keep society running.

Job security varies by country, but in order to attract more women and younger people, jobs must be flexible and purposeful.

According to Gabriela Bucher, Executive Director of Oxfam International, the burden of unpaid care work falls disproportionately on women’s shoulders, hence investing in care will “liberate the potential” of women.

According to Nicolas Schmit, the European Commission’s Commissioner for Jobs and Social Rights, the need for caregivers in many developed nations is increasing, making it difficult to recruit people to fill essential jobs.

In our culture, it’s more than an issue of salary; it’s a question of value. “What does society think about particular occupations, professions and educational programs?”

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QUITTERS QUIT QUITTING // THE CURIOUS CASE OF BOOMERANG EMPLOYEES The grass isn’t always greener on the other side.

There is no denying that the pandemic has had a significant impact on the career paths of many. A record number of people have hit the first chapter in their entrepreneurial journey since March 2020.

Many people appear to be returning to the companies they left during the Great Resignation. According to a survey of 5,000 employees conducted in the United States and the United Kingdom, 75% of respondents expressed an interest in keeping in contact with their previous employer after departing. The next prevalent hiring trend, according to Anthony Klotz, the business psychologist who popularized the term “Great Resignation,” is employing “boomerang employees.”

According to a recent study, 43 percent of employees who resigned their jobs during the pandemic thought they had it better at their previous job.

Don’t hold their resignation against them. People can’t be blamed for being curious and striving to improve themselves. They are, after all, easy to rehire and require little training if they return.

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HIRE, HIRE, REHIRE!

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People can’t be blamed for being curious and striving to improve themselves.

They are, after all, easy to rehire and require little training if they return.

The study collected responses from 1,950 employees who left their jobs since March 2020 and 1,850 managers who had people leave their departments.

The good news is that if you have strong management, your employees are likely to return - 20% of those who resigned have returned to their previous position. Another 41% would consider returning if given the chance. That is a total of 61 percent!

People who stopped and returned to work in the United States claimed they did so for personal reasons such as caring for a family member, relocation or a lack of flexibility.

What motivated employees to return to work? Managers who are helpful!

When compared to other employees who left, boomerang employees said their managers created an environment where they felt comfortable communicating their frustrations (77 percent vs. 64 percent), made efforts to keep them (77 percent vs. 50 percent), and conducted at least one stay interview before they left (77 percent vs. 55 percent).

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STING OF SIZEISM// NEW JERSEY SENATOR CALLS FOR BAN ON HEIGHT AND WEIGHT DISCRIMINATION Should employees be able to sue their companies for weight discrimination?

Michigan is the only state in the U.S. that has a civil rights law that outlaws discrimination based on height or weight.

New Jersey state Sen. Andrew Zwicker wants the Garden State to be the second in the U.S. to prohibit such discrimination in hiring. “This is a major problem, and we do not allow discrimination based on race, gender or age,” Zwicker added.

His bill introduced on June 2 and referred to the Senate Labor Committee, classifies rejection based on height and weight as discrimination under the state’s “law against discrimination.”

According to Zicker, studies have revealed “widespread” weight discrim-

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KEEPING A HEAVY FOOT ON SIZEIST COMMENTS.

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The HR Digest Magazine | July 2022

ination, with women far outnumbering men, and he believes it is both destructive and hurtful.

The bill would help forbid discrimination in “work, education, housing, public accommodations and public service,” among other areas, and the senator aims to cover the same ground with the New Jersey bill.

The legislation would allow anyone who believes they have been subjected to such discrimination to file a lawsuit.

He cited a case from years ago in Atlantic City in which a judge dismissed a complaint brought by female casino workers who were weighed weekly and threatened with termination because there was no legal basis to support their claims under New Jersey law.

He said that this bill will close that loophole.

“This is more than common sense, this is just the right thing to do, so that’s why I wrote it and why I’m now advocating for it,” Zwicker said.

If and when the legislation is passed and signed by the governor, Zwicker plans for it to go into legislation immediately.

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FEELS LIKE LIP SERVICE // WELLS FARGO ACCUSED OF HOLDING “SHAM INTERVIEWS” Federal prosecutors are investigating whether Wells Fargo violated anti-discrimination laws by conducting fake interviews.

A former Wells Fargo bank executive claims the company held “fake” job interviews for minority candidates for positions that were already filled, and was fired for raising the issue.

According to Joe Bruno, a former executive in the wealth management division at Wells Fargo’s corporate offices in Jacksonville, Florida, the company would interview minority candidates for positions to adhere to an informal policy promoting diversity, but he noticed that the candidates were frequently interviewing for jobs which were promised to someone else.

Bruno claims he was fired after complaining to his bosses about the “inappropriate” and “ethically and morally wrong” interviews.

According to the New York Times, Bruno was one of the seven current and former Wells Fargo employees who claim they were asked to interview

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“diverse” candidates for positions even if the choice had already been made to recruit someone else.

Wells Fargo told The HR Digest that it could not confirm Bruno’s claim.

“We researched all specific claims the reporter shared with us in advance of the story’s publication and could not corroborate the claims as factual,” a spokesperson for the company said.

CRUSHING DETERMINATION WITH SHAMS.

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The spokesperson added that Wells Fargo “will continue our internal review and if we find evidence of inappropriate behavior or shortcomings in our guidelines or their implementation, we will take decisive action.”

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LEADERSHIP INSIGHTS

Most Influential

DE&I Leaders 22

By: Priyansha Mistry At The HR Digest, we believe in harnessing the power of your peers. That includes staying informed on what the movers and shakers are doing to create a more inclusive world.

The lack of diverse and inclusive businesses is not a new notion, but in recent years it

The HR Digest Magazine | July 2022

has risen to the top of our priorities, conversations, and social feeds worldwide.

More than ever, we’re seeing diversity, equity, and inclusion (DEI) start an open conversation about holding themselves and the companies they work for to higher standards, building

better brands from diverse perspectives, and ultimately creating workplaces where every employee can thrive.

Here are 11 DEI leaders who are driving change across the world and making the world a better place.

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LEADERSHIP INSIGHTS

Setting a New Global DE&I Record Wanda Hope

Chief Diversity, Equity & Inclusion Officer, Johnson & Johnson

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hat truly informs and drives DE&I at Johnson & Johnson is our enterprise-wide, evidence-based strategy,” says Wanda Hope, Chief Diversity, Equity, and Inclusion Office at Johnson & Johnson. In an exclusive interview with The HR Digest, Hope calls for a commitment to flexible working, diverse recruiting, and leadership in creating cultures of diversity, equity and inclusion.

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Q. JNJ takes great pride in its DE&I programs. Can you tell our readers more about these programs and how they’ve promoted change within the company in practical terms?

DE&I, we are often asked about the programs we are creating and expanding. What truly informs and drives DE&I at Johnson & Johnson is our enterprise-wide, evidence-based strategy.

For more than 135 years, the values of diversity, equity and inclusion (DE&I) have been part of our culture at Johnson & Johnson and woven into how we do business every day.

We see our evidence-based strategic approach to advancing DE&I as a business imperative and an essential part of our success. It has enabled us to prioritize and invest in global- and country-level initiatives that drive

When sharing our work around The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS impact, including building teams that reflect the communities we serve and a culture of belonging.

And we know that in our rapidly changing world, our commitment to diversity, equity and inclusion matters more than ever. To meet these demands, we have evolved our DE&I strategy to better reflect our global approach, our diverse communities and our commitment to ensuring equitable access and outcomes.

As we continue our DE&I journey at Johnson & Johnson, we challenge ourselves to be even more transparent and accountable in driving action, continue to foster a culture of belonging, learn from our experiences to course correct as needed; and transform talent and business processes to achieve equitable access and outcomes for all.

Q. From your perspective, what are the most immediate opportunities for companies to cultivate a culture where diversity, equity and inclusion are woven into its fabric, both internally and externally?

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At Johnson & Johnson, we know it’s critical to drive increased accountability and transparency to execute and deliver on our DE&I commitments. We measure our impact and transparently share our progress in our annual sustainability report, Health for Humanity, and through our annual DE&I Impact Review.

In addition, we have identified five key success factors that enable organizations to execute on a DE&I strategy to achieve tangible outcomes and impact internally and externally.

You must have the right tone at the top. Your CEO and senior leaders must demonstrate their commitment and drive DE&I as an organizational priority.

Second, it’s important to embed your evidence-based DE&I strategy into your systems and processes to drive equity.

Third, you must have a strong communication and change management plan to engage all employees across your organization.

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Fourth, you must measure progress to drive accountability and deliver business outcomes.

Finally, it is critical to focus on DE&I long-term outcomes, not shortterm activities and programs.

Collectively these key success factors help to propel our organization to take bold actions to solve today’s complex health problems and to create a healthier, more equitable world.

Q. What experiences, people or philosophies have most influenced the way you view and practice diversity, and why?

My mother always taught me about the importance of equal rights for all.

She was actively involved in the Civil Rights Movement, working to ensure her children and future generations would have an equal opportunity to realize their potential in a more just society.

I grew up looking at this roll of toilet paper, proudly displayed in our china cabinet, and learning about the value

of fairness, equality, diversity and inclusion through my mother’s stories and those of other civil rights heroes.

Those leadership lessons shaped who I am today, helping me to be a successful leader in business and in my community.

“

YOUR CEO AND SENIOR LEADERS MUST DEMONSTRATE THEIR COMMITMENT AND DRIVE DE&I AS AN ORGANIZATIONAL PRIORITY. Q. Do you have any initiatives or areas you plan to focus on in the coming years?

We evolved our DE&I strategy this year to better reflect the unique experiences of our global workforce and our commitment to ensuring equitable access and outcomes.

Through programs like Blacks in Brazil and women-focused initiatives in Japan and India, we are developing DE&I strategies at the regional and country level to continue engaging our

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LEADERSHIP INSIGHTS

“

ACHIEVING EQUITABLE ACCESS AND OUTCOMES REQUIRES TAILORING OUR TOOLS, RESOURCES AND MINDSETS TO MEET THE UNIQUE NEEDS OF INDIVIDUALS, SO EVERYONE HAS A FAIR AND EQUITABLE OPPORTUNITY TO PARTICIPATE AND CONTRIBUTE TO THEIR FULLEST POTENTIAL AT JOHNSON & JOHNSON. employees in meaningful ways that highlight our DEI commitments — and in ways we can listen and learn together.

Our strategy also embodies our commitment to championing fair and equitable access for all — in our systems and processes as well as in the ways we engage and collaborate with one another.

Achieving 28

equitable

access

and

outcomes requires tailoring our tools, resources and mindsets to meet the unique needs of individuals, so everyone has a fair and equitable opportunity to participate and contribute to their fullest potential at Johnson & Johnson.

Q. If The HR Digest readers would like to get involved in advocating for more women in the boardroom, what do you recommend they do?

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It is important to advocate for increased diversity on corporate boards, so boardrooms reflect the full diversity of the communities and consumers we serve. 86% of our board are independent directors, with 35.7% of the board identifying as women and 21.4% identifying as ethnically/ racially diverse (2021 Health for Humanity Report).

The importance of board diversity is supported by Deloitte’s 2022 Women in the Boardroom report, which confirmed that companies with the most diverse boards tended to have diverse women in executive leadership roles.

To this end, we prepare diverse talent in our business and functions for future leadership — by creating equitable access to key leadership roles. One example is our Enterprise Sponsorship Program, in which our senior-most leaders sponsor diverse talent and build relationship capital. Since 2016, over 1,000 sponsees have participated in the program; with an overall retention rate of more than 93% to date as we build a pipeline of future leaders.

Notably, more than two-thirds (67%) of sponsees experienced positive career movement within two years of the program (2021 Diversity, Equity & Inclusion Impact Review).

Wanda Hope, Chief Diversity, Equity & Inclusion Officer, Johnson & Johnson Wanda Bryant Hope, is the Chief Diversity, Equity & Inclusion Officer at Johnson & Johnson. She worked as the Vice President of Global Performance & Development, Vice President of Sales & Marketing, Vice President of Commercial Analytics, National Sales Director, and Global Marketing Leader, before driving innovation, diversity and inclusion at J&J. Hope found her ways to build a better world and received several awards for her efforts towards future success including Healthcare Businesswomen’s Association’s Rising Star Award amongst others. The Black Enterprise also recently recognized her as the Most Powerful Women in Diversity.

Photo: Johnson & Johnson

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LEADERSHIP INSIGHTS

A Holistic Approach to Employee Experience Sonia Cargan,

Senior Vice President, Chief Colleague Diversity, Equity & Inclusion and Talent Officer, American Express

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s one of the largest organizations globally, American Express has carved an employer brand as strong as its name in the financial world. Sonia Cargan, Senior Vice President, Chief Colleague Diversity, Equity & Inclusion and Talent Officer at American Express, talks exclusively to The HR Digest about how people-focused strategies have been the key to the giant’s success.

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Q. What initiatives are you most advance diversity, equity and inclusion for our colleagues, customers and proud of at American Express? communities. The plan includes a series At American Express, we are proud of of internal and external initiatives, our long history of building a diverse, commitments and resources, toward equitable and inclusive culture that enhancing diverse representation and embraces differences and reflects the equal opportunities for our colleagues, values we hold true. We are committed customers and communities. to creating a more sustainable and equitable future where all people In 2021, we published the company’s have the opportunities and resources inaugural Diversity, Equity and to reach their full potential. In 2020, we Inclusion Report, which highlights the announced a $1 billion Action Plan to company’s progress on our DE&I The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS commitments and initiatives as part of our $1 Billion DE&I Action Plan.

In 2020, we achieved 100% pay equity for colleagues across genders globally and across races and ethnicities in the United States. We are committed to continuing to achieve pay equity going forward.

Launched Self-Identification (Self-ID), a voluntary effort designed to give colleagues the opportunity to share their diversity data with the company, including their gender identity and sexual orientation. The initiative aims to inform diversity, career and learning strategies and strengthen our inclusive culture so that everyone feels invited to bring their whole selves to work and has rolled-out in major office locations globally.

Enhancing recruitment process to attract the highest quality talent and deliver the best candidate experience while reducing inherent bias. To help us develop diverse slates of candidates, we’ve forged or strengthened partnerships with Historically Black Colleges and 32

Universities, organizations such as the Thurgood Marshall Fund and the United Negro College Fund, and skills-based programs such as YearUp, Multiverse, YUPro and more.

We also formed a new Office of Enterprise Inclusion, Diversity and Business Engagement, led by my long-time colleague Robert Childs, to expand our inclusion and diversity work in close partnership with our executive committee. To drive meaningful, longterm change in our culture and the way we operate, we knew we needed to have clear objectives for the enterprise with timelines and metrics to ensure we were driving progress and impact.

The company has two senior leaders focused on delivering on our inclusion and diversity strategy.

Q. From your perspective, what are the most immediate opportunities for companies around cultivating a culture where diversity, equity and inclusion are woven into its fabric, both internally and externally?

Creating a more sustainable and eq-

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uitable future for all is a transformational journey — one of continuous learning, growth and progress. We have to be committed to our journey with open ears and eyes to learn and enhance as we go.

DE&I needs to be clearly mapped with the company’s culture and vision and be driven through the lens of the company’s strategy. To drive changes successfully DE&I needs to be everyone’s responsibility across the company and companies can act on three strategies to enable their efforts. o Create a holistic strategy.

Words are powerful and actions are important, but when these are part of a holistic strategy, that’s when meaningful and sustainable impact really happens. At American Express, our Diversity, Equity and Inclusion (DE&I) efforts are a fundamental part of our Environmental, Social and Governance (ESG) strategy, which takes a holistic view of the many ways the company responsibly backs our key stakeholders. The mission driving our ESG strategy is to back people

and businesses to thrive and create equitable, resilient and sustainable communities globally. DE&I is one of our three core pillars of our ESG strategy. o Be transparent and seek feedback.

Through transparency, we hold ourselves accountable and not only stand by our words but put them into action. Last spring, we published our full U.S. workforce EEO-1 data in our DE&I Progress Report. Additionally, in our effort to enhance our disclosures and provide greater transparency we also disclosed recruitment retention, and hiring data in our ESG and inaugural DE&I reports published last fall. Each year, we conduct an annual Colleague Experience Survey to better understand colleagues’ perspectives and needs. Our Board of Directors and senior management review the results and action plans. Feedback from our colleagues suggests that they feel valued and agree that we have their backs.

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LEADERSHIP INSIGHTS o Hold yourselves accountable.

Our Board plays a key role in guiding our annual company scorecard, which we use to measure our performance on business priorities. This scorecard includes a colleague component with goals related to diversity, talent and culture, making up 15% of the scorecard. We reflect this strategic focus in our recruitment, hiring and promotion practices across the company to attract, develop and retain the best talent and enhance diverse representation among our colleagues.

Q. What experiences, people or philosophies have most influenced the way you view and practice diversity, and why?

Early in my career, I was told by a senior leader, “If you are in a room and you have been invited to participate, it is your responsibility to use your voice.” These words have served me well throughout my career journey and have unlocked many opportunities — even more so now in my role where I have to speak up and advo34

cate for others.

The current state of the world has demonstrated to all of us the critical need for empowered voices to be a driver for change. I show up each day, take my lived experiences and perspectives with me, and use them to share knowledge and shift conversations.

My experiences and broad perspectives make me unique, whether it’s me as a woman, a person of color, a parent, or a global citizen — my voice is my superpower. Individually, each experience has taught me something different, but collectively they’ve shaped me into the person I am today.

Q. Do you have any initiatives or areas you plan to focus on in the coming years?

I am excited about the progress we’ve made but understand we have more to do. I look forward to focusing on our culture and our colleagues, particularly as we move forward with Amex Flex, our new model of working that

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combines the benefits of both virtual and in-person experiences.

For our culture, that means becoming a company where explicit consideration of equity is integrated in everything we do to embody true inclusion and; For our colleagues – creating a culture that respects, values and recognizes everyone by removing barriers to achieve inclusion and advancement.

Last year, we brought together our DE&I, Global Talent Management and Leadership & Learning functions all under my leadership. We believe this move will enable us to embed

diversity, equity and inclusion more deeply into our culture and the way we operate, particularly as the landscape for talent becomes increasingly more competitive. This move reinforces our commitment to our colleagues and how we think about the colleague experience in a strategic way, from recruitment, to onboarding and professional development.

I am committed to delivering on our $1 billion Action Plan and the ongoing integration of DE&I into our workforce practices and ensuring that American Express is a company where all colleagues feel seen, heard and like they truly belong.

Sonia Cargan, Senior Vice President, Chief Colleague Diversity, Equity & Inclusion and Talent Officer, American Express Sonia serves as the Senior Vice President, Chief Colleague Diversity, Equity & Inclusion and Talent Officer of American Express. In this role, Sonia leads the global DE&I strategy to build awareness, promote an inclusive culture throughout the colleague experience and ensure that American Express remains an employer of choice among top diverse talent. Sonia also leads our enterprise talent management, learning, development, and performance management strategies and works closely with the Executive Committee to drive meaningful change across the talent life cycle and foster a culture of belonging, covering 72 countries.

Photo: American Express The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS

Rethinking DE&I for Growth and Agility Pamela Fisher,

Chief Inclusion and Diversity Officer, Bristol Myers Squibb

“I

t’s been said that the two most important days in a person’s life is the day they are born and the day they discover their ‘why’.” In an interview with The HR Digest, Pamela Fisher, Chief Inclusion and Diversity Officer at Bristol Myers Squibb, examines the impact of Covid-19 pandemic is likely to have in the years to come, and highlights why HR leaders have an increasingly important role to play in a rapidly changing world.

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Q. What initiatives are you most for our colleagues, communities and proud of at Bristol Myers Squibb within our industry.

(BMS)?

I am proud of and inspired by the Bristol Myers Squibb is committed to passion, engagement and energy of transforming patients’ lives through our 30,000+ employees who continue science. We rely on the strength of to live into our value of inclusion, drive our rich history and long-standing the human connection, and purpose commitment to inclusion and diversity that we bring to our work every day. to ensure that our patients around It is through their efforts that we have the world can achieve optimal health been able to deliver on our Global outcomes to fully realize this vision. D&I and Health Equity Commitments We look to drive meaningful change to address disparities in healthcare, The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS increase diversity in clinical trials, expand the supply chain to include more diverse suppliers, enhance our employees’ ability to give back to the community, and increase the diversity of our own workforce.

Q. Can you tell us about BMS’s newest Employee Resource Groups (ERGs) focused around supporting women and minorities?

Bristol Myers Squibb has a unique People and Business Resource Groups (PBRG) model, which elevates their value proposition and empowers members to drive value and growth for Bristol Myers Squibb. Each of our eight PBRGs has a dedicated full-time leader who is responsible for the endto-end strategy — comprehensive framework, key objectives, goals, priorities and impact metrics — to strengthen and accelerate Bristol Myers Squibb’s commitment to inclusion and diversity. The PBRG Leaders report directly to members of our Leadership Team and act as an advisory group on business initiatives connected to inclusion and diversity efforts. Bristol 38

Myers Squibb’s PBRGs include the Black Organization for Leadership Development (BOLD); Bristol Myers Squibb Network of Women (B-NOW), Cultivating Leadership and Innovation for Millennials and Beyond (CLIMB), Disability Advancement Workplace Network (DAWN), PRIDE Alliance supporting LGBTQ+, Organization for Latino Achievement (OLA), Pan Asian Network (PAN), and the Veterans Community Network (VCN).

Q. From your perspective, what are the most immediate opportunities for companies to cultivate a culture where diversity, equity and inclusion are woven into its fabric, both internally and externally?

Companies must approach inclusion and diversity as they would any other business strategy or business imperative. They need to understand the shifting demographics and changing landscape, needs, values and preferences of their customers.

Support starts at the top of the organization, and it is imperative companies have a strong leadership

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and organizational commitment. This includes embedding inclusion and belonging into the company’s values and expectations and aligning their inclusion and diversity priorities to anchor their business, growth and people strategies. They should identify biases within their processes and practices and rebuild more equitable systems, in addition to measuring and reporting their progress to hold leaders and teams accountable for inclusion and diversity success.

Q. What experiences, people or philosophies have most influenced the way you view and practice diversity, and why?

It’s been said that the two most important days in a person’s life is the day they are born and the day they discover their ‘why’. I am grateful that Bristol Myers Squibb gives me the opportunity to continue recognizing my ‘why’, which is advocating for a more just and equitable world

SUPPORT STARTS AT THE TOP OF THE ORGANIZATION, AND IT IS IMPERATIVE COMPANIES HAVE A STRONG LEADERSHIP AND ORGANIZATIONAL COMMITMENT. The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS for everyone. Health Equity and closing the wealth gap is critically important to achieving this aspiration.

I am inspired and energized by my 30,000+ colleagues around the world who understand that we are uniquely positioned to play a pivotal role in millions of people’s lives every day.

Q. Do you have any initiatives or areas you plan to focus on in the coming years?

Bristol Myers Squibb will continue to deliver on our inclusion and diversity commitments by driving innovation &

growth to address the unmet needs of our increasingly diverse patients and communities around the world; lead with our value of inclusion to advance a workplace where our colleagues feel they belong, and their unique perspectives are valued and rewarded, while building a global workforce which reflects the diverse cultures, backgrounds, and experiences of our patients and communities; and reimagine and transform our business and industry practices, processes and policies to achieve equitable advancement and outcomes for all.

Pamela Fisher, Chief Inclusion and Diversity Officer, Bristol Myers Squibb Pamela Fisher serves as the Chief Inclusion and Diversity Officer at Bristol Myers Squibb. In her role she drives the Global Inclusion and Diversity (GI&D) business strategy and operating plans, connects the GI&D health equity commitments to business performance, innovation, and patient outcomes, and continues to strengthen and shape the diverse and inclusive culture at Bristol Myers Squibb.

Pam has more than 20 years of global corporate experience in diversity and inclusion management, philanthropy, communications, and government relations and earned her undergraduate degree in communications from George Mason University.

Photo: Bristol Myers Squibb

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LEADERSHIP INSIGHTS

The Touchpoints That Count Mita Mallick,

Head of Inclusion, Equity & Impact, Carta

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here’s a global movement happening right now that is empowering HR professionals to elevate their voice and strategic contribution to the company in building a better workplace.

Mita Mallick, Head of Inclusion, Equity & Impact at Carta, is one such leader whose contributions towards DE&I have inspired a generation of HR professionals to invite more diverse and inclusive thinking into their work. In a candid conversation, Mallick highlights why investing in DE&I and the employee experience will be the most important step in a post-Covid world.

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Q. What challenges did you come across while working as the head of diversity at Unilever and Carta? How did you manage these challenges?

We spend billions of dollars on Diversity, Equity and Inclusion (DE&I) training as a country. We are all in the perpetual race to build more inclusive cultures at our workplaces.

And yet this work doesn’t start in our organizations, it starts at home. It

starts at our kitchen tables.

Because the real question we should all be asking ourselves as we scramble to create inclusive work cultures: How can we expect to show up and be inclusive leaders in our workplaces if we live the majority of our lives in communities surrounded by people who only look like us? Start by challenging yourself to build cross cultural bridges and learn about lived experiences that are not your own.

The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS Take the time to build relationships with those from communities you don’t identify with. This is one of the first steps in showing up as inclusive leaders, to build empathy and understanding for experiences that aren’t our own.

Q. Do you think it is easier or harder for women and minorities entering the workforce?

The systemic barriers still exist for individuals from historically marginalized communities entering the workforce. We see this evidenced by the recent news of Wells Fargo hosting “fake interviews.” The company allegedly staged fake interviews with individuals from historically marginalized communities, when the job was already promised to someone else. We know individuals from historically marginalized communities are subjected to “fake promotions,” face microaggressions and have low representation in leadership rooms across the country. We have work to do to create more equitable workforces.

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Q. What are three things you wish you could tell everyone entering or in the workforce right now?

First, think of how you can be showing up with more kindness and grace for your colleagues. We need more empathy in our workplaces. Second, the work to create a more inclusive culture doesn’t belong to the CEO, the Chief People Officer, or the Chief Diversity Officer. This work belongs to all of us. Finally, it doesn’t matter what level you are in your organizationyou can make a difference. You can work with recruiting to ask about diverse slates for open roles. You can interrupt bias when you see things happening to your colleagues; when you see something say something. You can also vote with your wallet; you can advocate to bring in more diverse suppliers and you can also personally support small business owners.

Q. What are you proud of in terms of what you’ve accomplished?

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THE SYSTEMIC BARRIERS STILL EXIST FOR INDIVIDUALS FROM HISTORICALLY MARGINALIZED COMMUNITIES ENTERING THE WORKFORCE.

I am the proud mom to Jay who is 9, and Priya who is 7. They are my biggest accomplishment. I do this work in diversity, equity and inclusion to create a more equitable world for not just Jay and Priya, but all of our children.

Q. How are you going to shake things up next?

I am the proud co-host of the Brown Table Talk Podcast with my friend Dee C. Marshall. We are on a mission to lift up as many women of color as possible. We want to help them not just survive, but thrive in their workplaces.

And we need allies to join us in this conversation to do better, and be better. Because we can’t change what we won’t discuss. We hope you will listen in and join us.

Mita Mallick, Head of Inclusion, Equity & Impact, Carta Mita Mallick is the Head of Inclusion, Equity & Impact at Carta who leads to serve the customers and communities with a goal to bring innovation and leadership together.

Mita believes in transforming businesses with a purpose. Prior to her current role, she was the Head of Inclusion and Cross Cultural Marketing at Unilever. She also has experience in marketing in beauty and consumer product goods. As a LinkedIn Top Voice and a contributor for Entrepreneur, she has tracked down and untangled many corporate challenges.

Photo: Carta

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LEADERSHIP INSIGHTS

Building a Culture to Last Marissa Andrada,

Chief Diversity, Inclusion, and People Officer, Chipotle

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n these difficult times, Marissa Andrada, Chief Diversity, Inclusion, and People Officer at Chipotle, is making a conscious effort to build on the advantages of a value-based corporate culture. In this interview with The HR Digest, she makes a case for the value of DE&I, and discusses the company’s culture, and how it has won several great place to work accolades.

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Q. What major changes under Diversity and Equity stood out well for Chipotle since you took reigns as the Chief Diversity, Inclusion and People Officer in 2018?

The transformation that we began in 2018 was also a people transformation. To best position Chipotle for growth, it was vital to reset our culture by codifying our values to support our purpose of

Cultivating a Better World. Our values engendered an inclusive, collaborative and creative environment in which our employees were encouraged to bring their full selves to work. During our transformation, it was important that we also hired team members who lived our values; when we moved our support centers to Newport Beach and Columbus, we established a network of minority and women owned boutique search firms to help us curate diverse talent. Ensuring we

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LEADERSHIP INSIGHTS have diversity of thought represented throughout the organization has been an ongoing journey. In 2019, we established four (4) Employee Resource Groups (ERG) fueled by the energy of our employees. Each ERG sought to provide resources and support for our all employees, as well as provide valuable feedback that shaped policies and practices. The cultural shifts and injustices of 2020 encouraged a more open dialogue about sharing our internal and external inclusion efforts. Our employees value seeing concrete examples of how the company is evolving and actively have a voice impacting those changes.

Q. How important is it for companies to build a diverse workforce that reflects the diversity of their consumers, clients and communities?

Building awareness of our diversity is the first step toward achieving equity and inclusion, and at Chipotle, we’re committed to cultivating an environment where ALL are welcome and enabling a learning culture that values, respects and champions 48

diversity, equity and inclusion (DE&I).

Our mission has always been to cultivate a better world and not just through serving real food, but also through real, meaningful action. Chipotle is committed to transparently reporting on our internal metrics to ensure that we’re successfully meeting goals of increasing diversity while creating an inclusive environment. As of December 31, 2021, 53% of Chipotle’s U.S.based employee population is female and approximately 70% of our U.S. based employee population is comprised of racial and ethnic minorities.

To close the gap, employers need to be intentional in their efforts to identify and foster diverse talent.

At Chipotle, more than 90% of our restaurant management roles are internal promotes. We are providing a clear path for how crew members can advance to a Restaurateur in 3.5 years, making an average salary of $100,000 and leading a multimillion-dollar business. We have also continued to evolve our Board of Directors and senior leaders to ensure there’s diversity of thought throughout

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the entire organization. The goal is for our team members to see leaders at all levels of the organization who look like them, in essence envisioning themselves at every level of Chipotle, and we are laser-focused on our efforts to achieve this.

Q. What experiences, people or philosophies have most influenced the way you view and practice diversity, and why?

I am a first-generation American whose parents immigrated from the Philippines so the importance of diverse representation is a personal passion.

If you think about cultivating a better world, and cultivating an environment where employees can thrive, I believe that success is better when you’ve got a network around that is helping you, so we offer benefits like English as a second language for employees and their families. As was the case when my family arrived, a lot of folks don’t speak English as their first language.

We hire these individuals and see that when they’re going through it with a family member, the chance of success at improving increases 100-fold.

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EVERYONE WANTS TO BE SEEN AND HEARD SO START

BY PRACTICING STELLAR LISTENING SKILLS. LOOK TO YOUR EMPLOYEES TO PROVIDE GUIDANCE ON WHAT SUPPORT THEY NEED AND BUILD INITIATIVES AROUND THE BEST MEANS FOR SERVING THEM.

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OUR EMPLOYEES VALUE SEEING CONCRETE EXAMPLES OF HOW THE COMPANY IS EVOLVING AND ACTIVELY HAVE A VOICE IMPACTING THOSE CHANGES. Q. What strategies do you plan to implement to ensure all voices are heard in the global workforce?

At Chipotle, the voices of our people matter and will always be heard. We host ongoing listening sessions with our executive officers, including “Ask Me Anything” meetings where restaurant employees’ opinions can be shared directly with our Chairman and CEO. Our Restaurant Support Center and field-based leaders can participate in ChipChats with leaders as well as attend my Real Scoop sessions, which are one-hour discussions with diverse influencers about their personal journeys.

Various Employee Resource Groups (ERGs) have also been formed as a way for employees to create community and live Chipotle values, including PRIDE – People Respecting Inclusivity, 50

Diversity and Education, HUSTLE – Humans Uniting to Support the Ladies’ Experience, and a Multicultural ERG was formed called UNIFIED – United Network of Influencers Furthering Inclusion and Ethnic Diversity all of which have been established to foster diversity and inclusion across the organization. Additionally last year, we also began participating in MLT’s Black Equity at Work Certification program that requires and supports employers to apply comprehensive, sustained rigor to meaningfully increase Black equity.

To ensure that our leaders are held accountable for making decisions that cultivate a better world, Chipotle tied Environmental, Social and Governance (ESG) goals to executive compensation, which includes maintaining both racial and gender pay equity as well as implementing a program to accelerate the development of Chipotle’s diverse

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field organization and support center employees for promotion to above restaurant and next level roles.

Q. What’s the key lesson you want aspiring CHROs to take away from your work?

Everyone wants to be seen and heard so start by practicing stellar listening skills. Look to your employees to provide guidance on what support they need and build initiatives around the best means for serving them. Food with integrity is the outcome of people with integrity; never lose sight of the fact that people are your greatest asset. Investing in them will not only foster engagement, but will enable

equity.

We want to attract and retain individuals that believe in Chipotle’s mission to cultivate a better world, and in turn we will invest in their overall wellness by offering leading wages alongside robust benefits that address physical, mental and financial health.

By providing access to education and financial planning, I believe we’ll see a greater representation of diversity in more senior roles over time as these individuals grow with the organization.

Authenticity lives here is a key value so no matter what your story is or where you come from, if you are passionate about Chipotle’s purpose, there’s growth and opportunity for you.

Marissa Andrada, Chief Diversity, Inclusion, and People Officer, Chipotle Marissa Andrada proudly serves as the Chief Diversity, Inclusion and People Officer for Chipotle, bringing the brand’s purpose, To Cultivate a Better World, to life through its people. Andrada’s initiatives and passion points include driving a diversity strategy across all levels of the company and fostering a culture of well-being to inspire mutual learning, development, personal and career growth.

Andrada has been instrumental in redefining Chipotle’s benefits, launching a new tuition assistance program including the option to earn a Debt Free College Degree, access to mental healthcare and a quarterly bonus option open to all Chipotle employees.

Photo: Chipotle The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS

Empowerment for the Win Marina Pariseau,

Chief Diversity Officer and Vice President, Global Diversity & Inclusion, Human Resources, 3M

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n a remarkable interview with The HR Digest, Marina Pariseau talks about the value of DE&I initiatives in the global business sector and what makes 3M one of America’s top employers.

As a prominent DE&I leader, the Chief Diversity Officer and Vice President, Global Diversity & Inclusion, Human Resources, 3M, has made a tremendous contribution to paving the way to a more inclusive wokforce.

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Q. 3M is one of the few companies that has achieved pay equity within 100% of its global workforce. That’s a unique feat.

What are the biggest challenges you faced in supporting pay equity for men, women and minorities across the globe?

I’m proud to say 3M achieved 100% pay equity on a global scale in 2021.

We were able to accomplish this due to the consistent implementation of our

global pay philosophy and principles.

Each year, we analyze pay equity by comparing employees in the same job category, job grade and location, then leveraging objective and systematic compensation. Our biggest challenge has been in navigating the complexity that many other global organizations face—with employees in over 70 countries, the nuances in local government regulations and internal pay practices can be very complicated. To help ensure progress

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LEADERSHIP INSIGHTS we knew we needed to start by first looking at our largest, most complex countries. Once we had a good method for our analysis, we applied it to some of our smaller countries and then we adjusted where needed to make sure it was appropriate for that particular country.

Q. What initiatives are you most proud of at 3M? There is so much to be proud about working for 3M. Our purpose in unlocking the power of people, ideas and science to reimagine what’s possible and solve the world’s most difficult challenges inspires the work that we all do. Having recently joined 3M, I am especially proud of how we reinforce our commitments through our actions. 3Mers are advancing equitable change in our communities, especially in the communities that need us the most. In 2020, 3M announced it would invest an incremental $50 million over five years to support economic equity through workforce development within our global headquarters. Additionally, every 3M Business Group has launched its own 54

initiatives to help drive equity in our communities using the unique skillsets of our people. Our Health Care Business Group is working to address health care disparities for historically marginalized communities.

Our Consumer Business Group is working to address the homeownership gap by partnering with organizations that increase ownership access for underrepresented groups and through meaningful product donations that make a house a home. The Transportation and Electronics Business Group is working to improve urban safety for pedestrians, bicyclists and drivers by enhancing visibility and signage in select city centers to bring families home safely. And our Safety and Industrial Business Group is focused on raising awareness of skilled trades as a viable career pathway among underrepresented students and young adults, demonstrating how these roles can be fulfilling and offer equitable living wages.

Q. From your perspective, what are the most immediate opportunities for companies to cultivate a culture where diversity,

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equity and inclusion are woven into its fabric, both internally and externally?

When it comes to diversity, equity and inclusion, it can be easy to fall into moving from initiative to initiative or program to program on a wellintended mission of driving progress.

To truly embed DE&I into the fabric of a company’s culture, I believe three things are critical. The first is visible championing at the top, starting with the CEO. Top leaders not only model the cultural norms and expectations but are critical in setting accountability measures for employees at all levels of the organization. The second is intentional integration of DE&I into all that your organization does, starting with the business strategy. The plan and roadmap for how you grow your business needs to have at its center a commitment to diversity, equity and inclusion. How the company operates, who they choose to partner with, how they make investment decisions, how they use their voice and power and how they give back to their communities needs to be done through a lens of diversity, equity and inclusion.

The third is educating and equipping employees on why DE&I is important, providing the tools and resources to engage them in driving actions that foster diversity, equity and inclusion in our workplaces and communities.

Q. What experiences, people or philosophies have most influenced the way you view and practice diversity and inclusion, and why?

For many D&I practitioners, doing the work we do comes from a very personal place, and I am no exception.

I was raised by a single mother and lived below the poverty level for much of my upbringing. My mom struggled to grow her career due to the many barriers she faced and the stigma associated with being a single mom.

Forced to work two jobs, my mom left us in the care of my grandmother. I learned a lot from these two strong women, and they both have shaped how I view and practice D&I. From my mom I learned about the negative impact of bias and how both visible and invisible differences can result in unfair advantages and access

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LEADERSHIP INSIGHTS to opportunities. I also learned the importance of empathy, of seeking to understand the experiences of others and how important it is to speak on behalf of and stand up for others that may need your voice and advocacy.

From my grandmother I learned the importance of listening, taking the time to learn from others and how critical it is to make time and space for connection.

Q. Do you have any initiatives or areas you plan to focus on in the coming years?

These past few years have demanded

a U.S. focus on our initiatives and programs. We will continue to maintain this focus, while also ensuring our D&I Strategy is more comprehensive, includes a global lens to our D&I work and clearly lays out focused actions that help ensure we are positioned to drive progress against our global diversity and inclusion goals. I am inspired by 3M’s unwavering commitment to make an impact in our workplace, within our businesses and in our communities, and I am grateful to my colleagues around the world for their engagement in our diversity, equity and inclusion journey.

Marina Pariseau, Chief Diversity Officer and Vice President, Global Diversity & Inclusion, Human Resources, 3M Marina Pariseau started Feb. 14 as 3M’s Chief Diversity Officer and Vice President, Global Diversity & Inclusion, Human Resources. Marina joined 3M with extensive diversity & inclusion and human resources experience. She most recently was Vice President, Diversity, Equity and Inclusion & Employee Listening at Ecolab.

Early in her career at 3M, Marina worked on a global project that allowed her to see how teams at 3M collaborate and share ideas to solve challenges.

Photo: 3M 56

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LEADERSHIP INSIGHTS

DE&I From Every Angle Keira Fernandez,

Chief Diversity & Inclusion Officer and Senior Vice President of Talent & Change, Target

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eira Fernandez, Chief Diversity & Inclusion Officer and Senior Vice President of Talent & Change, Target, is already hard at work to neutralize our biases and unleash untapped talent. In recent years, Fernandez has advocated increasing number of initiatives groups that are traditionally underrepresented in the corporate world – and has gotten results. In a remarkable interview with The HR Digest, Fernandez talks about the various DE&I programs which have put Target on the map as one of America’s top employers for LGBTQ+ employees and executive women and minorities.

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Q. Target takes great pride in ‘Target Forward’. Can you tell our readers more about this strategy and how it promotes change within the company in practical terms?

Building on a strong legacy of corporate responsibility, Target Forward is our sustainability strategy we created with a vision to co-create an equitable and regenerative future with our guests, partners and

communities. Target Forward puts our business to use to positively impact both people and the planet and sets the next chapter for how we define sustainability. It influences every corner of our business, deepens collaboration with our partners, and is fueled by the size, strength and scale of our company to create change that is good for all. Through Target Forward, our ambitions are to design and elevate sustainable brands, innovate to eliminate waste and accelerate

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LEADERSHIP INSIGHTS opportunity and equity. To measure success, we put forth signature goals to work toward, which include building a team that equitably reflects the communities we serve, beginning with our commitment to increase Black team member representation across the company by 20% by 2023, and creating a workplace experience where every team member can thrive in when, where and how they work.

Q. What other initiatives are you most proud of at Target?

For over 17 years, we’ve had a focused diversity, equity and inclusion strategy, supported by a dedicated DE&I team and strong partners across our organization – including leaders, team member resource groups, diversity action committees and more.

We’ve set and regularly monitored enterprise DE&I goals for the past six years, holding ourselves accountable to the progress we want to make.

We met or exceeded nearly all of our 2019 – 2021 goals — a major milestone we celebrated together as a Target team. For example, we 60

DIVERSITY, EQUITY AND INCL RESPONSIBILITY, SO IT BEGIN IDENTIFYING THE ROLE THEY ADVOCATING FOR MORE INCL ENVIRONMENTS. increased the promotions of people of color by 62% and women in leadership positions rose by 16%. In our continued investment in support of supplier diversity, we surpassed our goal by spending $1.78 billion with diverse suppliers.

At the same time, we launched directly into our next set of goals, with an opportunity to make a greater impact in the years to come. These goals are focused on representation, advancement and retention, equitable experience and our business that will deepen the DE&I investments in our team and communities even more.

Additionally, we established our Racial Equity Action and Change Committee

The HR Digest Magazine | July 2022

LUSION ARE EVERYONE’S NS WITH EACH INDIVIDUAL Y CAN PLAY IN LUSIVE

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(REACH) in 2020 to accelerate our DE&I efforts for our Black team members and guests. This work is led by leaders across our organization who have helped us make and track goals, and our efforts are making a tremendous impact. For example, we’re on track to spend more than $2 billion with Black-owned brands by 2025. We’ve already increased our investments with Black-owned companies and suppliers — including marketing agencies, construction companies, facilities maintenance and more – by 50% since 2020.

Q. What do you think most boards misunderstand or underestimate about equity?

Driving equity across an organization cannot be the sole responsibility of one leader or one team. This work requires shared accountability and responsibility, which is why it’s critical to create an infrastructure – or a system with tools and partners – that integrates equity in a way that drives business.

I also strongly believe that what gets measured gets managed. Equity is built on sustainable behaviors and practices that consistently demonstrate inclusivity over time. So, it’s critical that organizations set clear and measurable goals that drive these behaviors and practices.

Finally, it’s important to understand the impact equity has on results.

At Target, we understand the experiences of our team and guests are critical to our success. When they experience inequity — at Target or elsewhere — that is harmful to our company and to our strategy. On the flip side, when our team and guests experience environments of inclusivity and belonging, our business succeeds.

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LEADERSHIP INSIGHTS

EQUITY IS BUILT ON SUSTAINABLE BEHAVIORS AND PRACTICES THAT CONSISTENTLY DEMONSTRATE INCLUSIVITY OVER TIME.

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Q. What are the core values that influence your decision-making?

commitment to ensure Target’s values of inclusivity, connection and drive are felt and experienced by all.

I believe we’re at our best when everyone is at their best, and that only happens when all are seen, heard, valued and welcomed to belong. In each role I’ve played in my 21 years at Target – starting as a leader in our stores to now as SVP of Talent and Change and Chief Diversity & Inclusion Officer – I’ve seen how much can be accomplished through a shared

That core value of inclusivity drives my personal leadership and the work of my team. We understand inclusive environments drive results. At Target, a steadfast commitment to inclusivity has helped us create a team that shows up for each other, our guests and communities, day after day.

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I also hold true to the belief that there

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are no small things. Every decision we make paves the way for the future.

That’s true in how we approach our work at Target: In every choice we make and interaction we have, we’re playing a role in fulfilling our purpose of helping all families discover the joy of everyday life.

Q. If The HR Digest readers would like to get involved in advocating for more women and minorities in the boardroom, what do you recommend they do?

Diversity, equity and inclusion are everyone’s responsibility, so it begins with each individual identifying the role they can play in advocating

for more inclusive environments.

Whether that be through peer-topeer conversations or participating in a diversity action committee, the work starts with helping organizations understand the business imperative of DE&I. Again, what gets measured gets managed, so encourage transparency in setting measurable goals to increase representation.

Finally, learn from the DE&I journeys of other organizations and don’t be afraid to share your story. We are stronger together, so seeking out fresh perspectives, new ideas, and a greater sense of connection to the broader DE&I landscape helps everyone.

Keira Fernandez, Chief Diversity & Inclusion Officer and Senior Vice President of Talent & Change, Target Kiera Fernandez proudly serves as Target’s Chief Diversity & Inclusion Officer and Senior Vice President of Talent & Change. She is responsible for leading and advancing Target’s enterprise-wide diversity, equity and inclusion strategy as well as leading the Talent and Change team and strategy. Kiera’s strategies cascade across the Target enterprise to help propel Target’s purpose of helping all families discover the joy of everyday life.

Photo: Target The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS

Putting Employees First to Drive Better Business Result Kavitha Prabhakar,

Chief Diversity, Equity, and Inclusion Leader, Deloitte US

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s a prominent influencer of diversity, the Chief Diversity, Equity, and Inclusion Leader at Deloitte US has made a magnificent contribution to paving the way to a culture fit for the industry’s most driven workers. The HR Digest had the opportunity to interview Kavitha Prabhakar who provided some illuminating insights on how Deloitte US is equipped to drive change in its workforce, and what lessons have been reinforced over the past year to help the innovation engine become future ready.

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Q. Under your leadership, Deloitte continues to make great strides in the field of diversity, equity and inclusion (DE&I). In these past few years, you also implemented several strategic initiatives to build a company that helps people from all walks of life accelerate in the workplace. How do you measure the value these programs bring to the company?

are continuously challenging and reevaluating our understanding, our policies and our processes. We’ve made progress, but we want to make much more — we are on a journey without a finish line. All three aspects (Diversity, Equity and Inclusion) have an inter-related – and equally important – role in driving progress.

DEI is at the very core of our purpose as an organization and our success as a business.

In terms of our DE&I efforts, we Measuring value is the measurement The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS of equity, it’s not about meeting numbers, rather, it’s about understanding the value it brings to the business. We set the standard for DE&I by creating the culture and the systems that ensure everyone is empowered to thrive as their exceptional selves and reach their full potential.

Q. What other initiatives are you most proud of at Deloitte?

I’m proud of many of the initiatives we’ve put in place and the strides we continue to make as an organization.

One example has been the meaningful progress we’ve made toward our mission to improve experiences for our Black professionals and communities, including the launch and execution of Deloitte’s Black Action Council (BAC) in June 2020. As a founding co-chair, this was a responsive action to societal events, and we created the council to help us identify and drive interventions for our Black professionals that have had a positive impact on all our people.

Additionally, the release of our first DEI Transparency Report last year was a huge accomplishment. It has helped us improve and make better-informed 66

decisions around our DE&I efforts. We shared our workforce data for the first time, and we are building on this so that leaders have access to the data they need to make informed decisions that advance our DE&I agenda. And we are extremely excited for our second DEI Transparency Report to be released later this year.

Q. From your perspective, what are the most immediate opportunities for companies around cultivating a culture where diversity, equity and inclusion are woven into its fabric, both internally and externally?

The truth is, building a culture of equity is not a quick fix, it should be very deliberate and strategic, but that said, actively taking simple, everyday actions toward allyship should be a priority and can start immediately.

Some steps toward allyship include active listening and using your voice to address non-inclusive behaviors.

A shift in mindsets doesn’t happen overnight. You can drive equity as an outcome by identifying and addressing opportunities for potential

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bias in systems, policies and processes.

But, as a start, leadership buy-in is of utmost importance when trying to shift a company’s culture is ensuring they are championing the changes, starting with the CEO, moving to the board and so on. A top-down commitment to these cultural changes is the best

way to ensure there’s a reciprocal devotedness to an equitable culture throughout the organization.

We try and celebrate our people, not for how well they fit into our culture, but for everything they add to it — we don’t think of culture as a box employees need to fit into.

MEASURING VALUE IS THE MEASUREMENT OF EQUITY, IT’S NOT ABOUT MEETING NUMBERS, RATHER, IT’S ABOUT UNDERSTANDING THE VALUE IT BRINGS TO THE BUSINESS. The HR Digest Magazine | July 2022

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LEADERSHIP INSIGHTS Q. What experiences, people or philosophies have most influenced the way you view and practice diversity, and why?

Deloitte welcomes having uncomfortable conversations where individuals can hear and share a wide variety of thoughts and perspectives

consciously and constantly challenge ourselves to think about where our ideas or behaviors come from and ask ourselves if they reflect our personal values or if they’re simply concepts that have been imposed on us by society or perhaps learned at a very young age when not entirely understood. When we realize that

WE SET THE STANDARD FOR DE&I BY CREATING THE CULTURE AND THE SYSTEMS THAT ENSURE EVERYONE IS EMPOWERED TO THRIVE AS THEIR EXCEPTIONAL SELVES AND REACH THEIR FULL POTENTIAL. that are listened to and respected.

I’ve always loved this because getting to a real place of equity and inclusion, we need to challenge our own biases in the DEI space as an intentional act of self-awareness. It takes reflection, it takes understanding, and it takes time.

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we have an idea, a perspective or a behavior, that is a reflection of biases we have the responsibility to each other to engage in unlearning so we can better show up as allies. As a proud immigrant, mother and woman in technology, I have personally benefited from the power of allyship while continuing to action allyship for others.

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Q. Do you have any initiatives or areas you plan to focus on in the coming years?

We have been championing 2022 as a Year of Allyship, through that we’re introducing expanded resources to help our professionals take more active roles in the practice of empathizing with the experiences of others, looking out for biases, and actively using their voice and power to advance equity.

We’ve also recently launched our DEI Institute, created to pursue sustained equity and belonging for all. The Institute plans to provide cuttingedge research, bold points of view, and impactful events that can help business and community leaders drive

meaningful change in workforces, marketplaces and society. The DE&I institute will be a catalyst for change by driving ground-breaking research on emerging DE&I trends and issues, building on seminal research such as The Equity Imperative, convening and collaborating with organizations, thought leaders, academics and businesses, and leveraging Deloitte’s experience and network to champion DE&I in business.

Sustaining efforts around DE&I involves ongoing commitment, investment and action and Deloitte is steadfast in its journey to advance equitable outcomes, and I’m thrilled to be here to witness everything the future holds.

Kavitha Prabhakar, Chief Diversity, Equity, and Inclusion Leader, Deloitte US Kavitha is a principal and serves as the Chief Diversity, Equity and Inclusion (DE&I) Officer for Deloitte US. In 2020, Kavitha spearheaded the release of Deloitte’s first-ever DEI Transparency Report, which set a new standard for racial, ethnic and gender data transparency and accountability. Kavitha also championed $26 million in pro bono and donations to organizations for improving social justice, employment, wealth and equal educational opportunities. She also plays a key role in Deloitte’s commitment as a founding member of OneTen, a coalition to create more than 1 million jobs for Black Americans over the next ten years.

Photo: Deloitte US The HR Digest Magazine | July 2022

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Building a Thriving Work Culture Eloiza Domingo,

VP and Chief Inclusive Diversity & Equity Officer, Allstate

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n these challenging times, Eloiza Domingo, VP and Chief Inclusive Diversity & Equity Officer at Allstate, is making a herculean effort to build on the advantages of a values-driven corporate culture.

In a conversation with The HR Digest, she explains why DE&I is a new frontier and plays a dominant role in motivating employees at the largest insurer in America.

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Q. What major changes under Diversity and Equity stood out well for Allstate since you took reins as the Chief Inclusive Diversity & Equity Officer in 2021?

courses. Our staff is training, learning and living into our shared purpose.

Our leader compensation is based on their impact on advancing IDE commitments, and we’ve reduced the number of jobs requiring college degrees, while focusing on ensuring equity in promotions and advancement.

The broad diversity of our workforce makes us a better company, and more representative of our customer base.

I walked into a great opportunity since Allstate has been at the forefront of accelerating change for many years and made significant strides in 2021. We tripled diversity training, with employees completing more than 106,000 IDE courses last year, including a 257% increase in optional In 2021, Allstate spent more than The HR Digest Magazine | July 2022

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WE’RE NOT GOING TO DO THIS ALONE – WE’RE ENGA WE WANT ALLSTATE TO BE A LEADER, CONVENER AN CREATING AN INCLUSIVE ECONOMY AND ADDRESSIN $308 million with diverse suppliers compared to $235 million in 2020, with our top 10 diverse suppliers representing 32% of total diverse spend. Since 2004 we have tripled our annual spend with diverse suppliers to $4.7 billion.

The Allstate Foundation added a Racial and Economic Equity Focus to its giving portfolio, and invested $1M in nonprofit leaders of color who are on the front lines advancing racial equity with youth and domestic violence survivors every day.

Q. What is your advice to other leaders about how to keep the conversation around DE&I alive in a productive way?

DE&I can be an anxious topic for 72

many — especially given all the current events of our nation and world – so it’s imperative to make sure these conversations are genuine and productive. One way to do this is to make sure everyone is on the same page with terminology. At Allstate, we had discussions across the enterprise to listen, learn, better understand and agree on key terms.

To tie this all together and achieve change together, it’s necessary to create authentic connections and clearly define targets for success, so everyone understands what we are trying to accomplish. Our workforce is diverse with unique experiences, so we should engage employees and learn from them, making IDE everyone’s responsibility.

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AGING CONSUMERS ALONG THE WAY. ND ENABLER OF SOCIAL MOBILITY, NG WEALTH DISPARITIES IN THE US. Q. Do you have any initiatives or areas you plan to focus on in the coming years?

Allstate is dedicated to our North Star goal of being the differentiated leader in DE&I by eliminating inequities in our business practices, culture and communities for all.

We’ve created four pillars to focus our IDE work: Business Practices, Culture, People and Community.

We’re integrating IDE into how we do business and building accountability and clear goals for departments and leaders. This means building DE&I into core operating practices, monitoring progress through monthly scorecards, enabling our Employee Resource Groups to align efforts to imperatives

like supplier diversity spend and community development initiatives, and helping leaders pull the thread of equity through their department policies, processes and decisionmaking.

We’re building a diverse staff to match or exceed the market, being transparent with diversity data, exploring new ways to penetrate more diverse media markets, and considering our reputation within historically marginalized populations.

We’re not going to do this alone — we’re engaging consumers along the way. We want Allstate to be a leader, convener and enabler of social mobility, creating an inclusive economy and addressing wealth

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LEADERSHIP INSIGHTS U.S. We hold ourselves accountable to moving society forward in addressing any barriers – using our good hands to empower a more equitable future.

WE’RE NOT GOING TO DO THIS ALONE – WE’RE ENGAGING CONSUMERS ALONG THE WAY. Q. What are the core values that influence your decision making?

I’ve always had a strong sense of right and wrong, justice and fairness.

I was that kid who challenged my parents about what I thought was unfair treatment — even if I knew that challenge would get me in trouble!

I just always wanted to understand the reason behind my parents’ or authorities’ decisions. That curiosity is also part of my decision-making process.

My parents are immigrants from the 74

Philippines — the way my siblings and I were raised has shaped my purpose and how I work. When I was little, I realized early on that I was different from everyone else in my school and around my neighborhood. I knew I didn’t fit in.

While being different stayed with me all through high school and into college, it turned into a sense of advocacy for others.

As I became more comfortable in my own skin, I also discovered my drive to support others, make real and systemic change and eventually confidently focus my work on IDE. I’m really driven to make decisions that not only positively impact and influence others, but also creates legacies of change that will make tomorrow better than today.

Q. If The HR Digest readers would like to get involved in advocating for more women and minorities in the boardroom, what do you recommend they do?

Employee Resource Groups (ERGs) are

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a great place to grow and improve cultural competency skills and to learn how to advocate for others. At Allstate, we encourage our employees to join ERGs for networking and professional development purposes, and to engage with a population that may be different than their own. You don’t have to share lived experiences to participate in a certain ERG. By engaging, you learn about those different from you, become vulnerable, open to feeling uncomfortable, transparent about what you could change about yourself, and eventually understand how to advocate for others.

Also, consider how your team is

aligned to goals of having more female, racial and ethnic diversity in leadership positions. Does the talent in your own function mirror the diversity you wish to see leading the company?

Model the behavior you want to see by challenging hiring processes, mitigating bias in decision-making and implementing changes that would better support diverse and quality talent in leadership roles.

The word ally is a verb, and to be a real change agent, you must engage.

Stepping out of your comfort zone can be scary, but that’s how the best learning and longest lasting change occurs.

Eloiza Domingo, VP and Chief Inclusive Diversity & Equity Officer, Allstate Eloiza Domingo is the VP and Chief Inclusive Diversity & Equity (IDE) Officer for Allstate. She brings 20 years of experience across multiple industries— including healthcare, academia and law enforcement. Her passion and lifelong commitment to advancing the IDE agenda is the catalyst that drives her continued success. Throughout her career, she’s led transformative business improvements, people strategies and cultural change.

Photo: Allstate

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Creating Strategic Roadmaps for the Future Dawn Jones,

Chief Diversity and Inclusion Officer and Vice President of Social Impact, Intel

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awn Jones, Chief Diversity and Inclusion Officer and Vice President of Social Impact, Intel, is not short on ambition. In recent years, Jones has raised the bar for DE&I leadership across the globe for a number of talent initiatives for groups that are traditionally underrepresented in. In an interview with The HR Digest, Jones explains the crucial importance of DE&I in the workplace.

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I have prioritized employee growth and diversity initiatives throughout Intel. This is primarily measured by employee retention and feedback.

For example, our Inclusive Leaders program is designed to equip managers to play leadership roles in growing Intel’s inclusive culture and fostering leadership skills needed to build diverse and inclusive, highperforming teams. Since 2017, this program has reached 2,500 midsenior grade employees, with 93% Since starting as CDIO in April 2021, participants stating it enabled them Q. Under your leadership, Intel continues to make great strides in the field of diversity and inclusion (D&I). In these past few years, you also implemented several strategic initiatives to build a company that helps people from all walks of life accelerate in the workplace. How do you measure the value these programs bring to the company?

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LEADERSHIP INSIGHTS to improve their leadership skills and have a positive impact on their teams.

To scale further impact, we integrated program content to our managers worldwide beginning in 2021.

Q. What initiatives are you most proud of at Intel?

It is more important than ever to prioritize our employees and ensure we are fostering a culture of inclusion globally. A few ways we do this at Intel is through: o RISE: In May 2020, we outlined our 2030 RISE strategy and corporate responsibility goals for the next decade to accelerate the integration of responsible, inclusive and sustainable practices and innovative approaches in our operations and supply chain, across the technology industry, and beyond. All of this enabled through our technology and the passion and expertise of our employees. This is an intentional focus for us companywide to incorporate ESG in everything we do.

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o The Alliance for Global Inclusion: In 2021, Intel, in partnership with Dell, NTT DATA, and Snap Inc. started the Alliance for Global Inclusion, which focuses on making progress in four critical areas: leadership representation, inclusive language, inclusive product development and STEM readiness in underserved communities. Today, the Alliance has doubled in size, while collectively developing and committing to adopting a set of guidelines to encourage board diversity through set metrics, transparent reporting and additional recommended practices. o The Warmline Program: Intel’s confidential employee service, the Warmline, has provided employees in the U.S., Costa Rica, Mexico and Israel with support to work through personal and professional roadblocks and explore different options before they consider leaving the company.

The Warmline provides a robust data set to help us identify patterns, locate problem areas and address issues proactively and systemically. 87% of employees who used the service in

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2020 have stayed at Intel and 91% would recommend it to others.

THE BEST AND BRIGHTEST TALENT ARE THE ONES WHO ASK TOUGH QUESTIONS, ARE PASSIONATE ABOUT THE WORK, AND SHARE CREATIVE INSIGHTS AND SOLUTIONS TO SOME OF THE BIGGEST CHALLENGES.

o Inclusion@Intel: The global Inclusion@Intel portal provides a community for employees and empowers them to build tangible and actionable inclusive practices into their everyday work environment. This unique platform provides highlights on inclusive leaders, inclusion training, sharing of best practices, videos, podcasts and scenario cards that can be used to encourage critical conversations. o Intel ERGs: We offer more than 35 Employee Resource Groups (ERGs) and seven Leadership Councils that connected over 25,000 employees in 2020, with 22% of employees now members of an ERG. Q. From your perspective, what are the most immediate opportunities for companies around cultivating a culture where diversity, equity and inclusion are

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LEADERSHIP INSIGHTS woven into its fabric, both internally and externally?

To truly advance inclusion in company culture, it is also important for companies to address D&I challenges through their systems such as onboarding, acquisition and progression to ensure bias is minimized and support employees throughout their career.

I started as CDIO at Intel during the Great Resignation, which has shown us that employees are not going to stay at a company that does not treat them with respect, equality, and offer the flexibility needed in these unprecedented times.

At Intel, we are leaning into flexible work and hybrid options which is allowing us to engage with employees in new ways. It is going to be critical for all companies to understand what the new way of work looks like and how it impacts all employees, specifically diverse employees.

There is a tremendous opportunity to understand the new way of work and lead with solutions focused on the employees.

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Q. What experiences, people or philosophies have most influenced the way you view and practice diversity, and why?

I have had at least 10 mentors and sponsors throughout my career. My first sponsor was the leader who supported me returning to school to finish my bachelor’s degree. Throughout my 24 years, I have connected with people who have advised, coached, corrected and supported me on my journey.

Surprisingly, I didn’t have any women of color as my mentor or sponsor until later in my career. In this space, it’s critically important to align yourself with people who share your work ethic, see and respect your work and advocate for you, especially when you are not in the room.

I have always asked myself: how can I do the best job I can do at whatever job I’m doing? I recommend keeping that in mind at any level. The best and brightest talent are the ones who ask tough questions, are passionate about the work, and share creative insights and solutions to some of the biggest

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challenges. My current role really forced me to listen more intentionally and listen for understanding, because we can’t create solutions in a vacuum.

That mindset can help you grow throughout your career.

Q. Do you have any initiatives or areas you plan to focus on in the coming years?

We plan to release the second inclusion index from the Alliance for Global Inclusions this spring to provide information on current best practices and opportunities to improve D&I outcomes across industries. I look forward to using these insights and collaboration to continue growing and improving our D&I initiatives.

– I HAVE ALWAYS ASKED MYSELF: HOW CAN I DO THE BEST JOB I CAN DO AT WHATEVER JOB I’M DOING? I RECOMMEND KEEPING THAT IN MIND AT ANY LEVEL.

Dawn Jones, Chief Diversity and Inclusion Officer and Vice President of Social Impact, Intel Dawn Jones acts as the Chief Diversity and Inclusion Officer and Vice President of Social Impact at Intel to lead company’s global diversity and inclusion strategy, and focus on Intel’s investments and programs driving social impact. Jones also served as the acting CDIO at Intel in 2021. Initially, she was the global director of Policy, Strategy and Partnerships, responsible for Intel’s diversity and inclusion policy, strategy, communications, external alliances and stakeholder engagement.

She looks into the pressing issues of the society to bring about global change as a woman leader.

Photo: Intel The HR Digest Magazine | July 2022

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A New Vision for DE&I Adewale Soluade,

Vice President of Diversity, Equity, and Inclusion, Centene Corporation

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entene is one of those companies which attracts the industry’s most driven workers. In an interview with The HR Digest, Adewale Soluade explains how he is future-proofing Centene through DE&I initiatives — and how he sees them as the path toward growth and advancement for the historically underrepresented talent groups.

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Q. What programs do you have in place/or are considering implementing at Centene to help your employees deal with mental health issues, burnout and related challenges?

At Centene, we understand the critical role we play in transforming healthcare and improving the health of our communities for members and employees. For us, this means focusing on the whole health of the individual, from physical health to

emotional wellness. In addition to the mental health and emotional wellness resources, including counseling sessions and stress management toolkits offered to our employees through our Employee Assistance Program, our DEI Office partners with Centene’s Behavioral Health group to deliver targeted programs such as “Real Talk: Mental Health Across Generations.”

Through these programs, we leverage our experts’ insights and experience to support our workforce in addressing life stage-related nuances to

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LEADERSHIP INSIGHTS successfully manage mental wellness and how we can support others and manage issues with our own mental health. We also utilize our employee networks to deliver programs that impact employees individually as well as those who serve as caregivers to loved ones.

Q. What initiatives are you most proud of at Centene?

Our DEI strategy and related initiatives are constantly evolving and responding to the world and context in which we live. However, I am most proud of the initiatives my team delivers that create an even more inclusive and equitable workplace for all our employees. Our Employee Inclusion Groups reach nearly 12,000 employees across our organization and have been instrumental in advancing initiatives such as our enhanced parental leave policy and caregiver benefits.

We implemented a leadership accountability framework related to our organizational culture, which includes specific DEI behaviors and 84

COMPANIES MUST AND AUTHENTIC A EVERYONE TO T EXPANDING T NECESSARY, BE ORDINARY PRIVIL OF US HAVE THAT POWERFUL ALLIES MIGHT NOT SHARE

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T BE INTENTIONAL ABOUT BRINGING THE TABLE AND THE TABLE, IF ECAUSE IT’S THE LEGE THAT EACH ALLOWS US TO BE S FOR THOSE THAT E THAT PRIVILEGE.

people leader skills tied to operating plans and performance measures.

Not only are we committed to pay equity, we also strive for equitable representation at all levels of the organization.

We strive for diversity of slate along with diverse interview panels to ensure we continue to make progress.

In 2021, we achieved diversity of slate for 64% of director and above positions. We intentionally created spaces that allow us as an organization and colleagues to hear the voices of historically under-represented communities through our “Courageous Conversations at Centene” series.

Simply said, I am most proud of everything we do to care for our people.

Q. How can companies commit to truer diversity and make progress without disenfranchising men and women who come from a privileged section of the society?

There is a statement attributed to

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LEADERSHIP INSIGHTS Emma Lazarus, “Until we are all free, we are none of us free.” I’ve always believed that diversity is about the full spectrum of our shared humanity. That belief has guided how I approach the development of DE&I strategy and initiatives. Unfortunately, I believe the word “privilege” has been corrupted.

Almost all of us enjoy privilege in some way, shape or form whether by virtue of race, gender, socio-economic status, physical ability or other dimension of diversity. Yet this doesn’t negate the fact that some have to struggle more than others or have challenges to overcome in order to just get to a place where they have access to equal opportunity. Companies must be intentional and authentic about bringing everyone to the table and expanding the table, if necessary, because it’s the ordinary privilege that each of us have that allows us to be powerful allies for those that might not share that privilege. It takes an intentional look at processes, practices, and systems by all to be able to say, “is it possible that this is a barrier to someone?” or “is this unintentionally creating an unfair advantage for someone?” Ultimately the goal must 86

be an equitable environment for all.

Q. With so many challenges and priorities, how do you decide where and how to put your attention?

Just like the rest of our organization, my team is always looking for ways to advance our work and drive further impact. Beginning at home, we listen very closely to our employees. The qualitative and quantitative data gleaned from our employee surveys helps us understand the employee experience across the lifecycle and develop responsive strategies.

Our DE&I dashboards also play a critical role in the refinement of our enterprise DE&I strategy, which our team evaluates at least twice a year.

External benchmark surveys help us to annually review our policies, practices, and benefits, which are then measured against best-in-class, recognized and recommended policies and practices.

While we are deeply appreciative to have been recognized as Top 50 Company for Diversity, a Best Place

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to Work for People with Disabilities as well LGBTQ+ employees, amongst others, because of these benchmarking surveys, the true power for us comes in the insights we receive from participating. They allow us to sharpen our focus on not just being a best-in-class organization for DE&I, but becoming a best-practice creating company.

Q. What do you think are the X factors that will separate the most successful DE&I leaders in the coming years?

Looking to the future, I believe successful DE&I leaders will continue to make immediate impact on the

cultural health of their organizations through their ability to conceptualize, incubate, build and advance DE&I in such a way that it is seen as a strategic imperative that creates competitive advantage for their organization.

They’ll be innovative leaders who can analyze and leverage data effectively to tell the DE&I story along the employee lifecycle, streamline strategic initiatives, and possess the ability to lead cross-functional efforts.

Critically, they will be agile – able to move from highly strategic to tactical – while clearly communicating the alignment of DE&I with organizational business and talent priorities to all levels of their organization.

Adewale Soluade, Vice President of Diversity, Equity, and Inclusion, Centene Corporation Adewale (Walé) Soluade, a Nigerian-born American citizen is the Vice President of Diversity, Equity, and Inclusion at Centene Corporation. With over a decade of experience in DE&I, he is responsible for overseeing the design, implementation and continuous improvement of the company’s diversity, equity and inclusion programs and policies. He also develops and maintains strategies, measurable goals and objectives that link diversity, equity and inclusion to critical business initiatives while evaluating existing programs for effectiveness.

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IRL: New Rules OF RETURN-TO -OFFICE Many of us have forgotten what it’s like to share a place with coworkers – and hybrid working has only exacerbated the problems. Here’s how to get around your post-pandemic workplace.

By: Jane Harper

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The post-pandemic workplace is almost unrecognizable. For many employers, staff are returning under a hybrid model, working from home a few days a week and coming in for the rest. While the office is still in a state of flux – the most in-demand offices today are the ones that offer an outdoor space, paired with cosy workstations, allowing workers to move seamlessly in what resembles departure lounges. It’s also been a nouveau work experience for employees who are hot-desking for the first time in their careers, without a workstation, succulent or stationery to call their own.

People have changed as well. Some of us have grown accustomed to wearing basketball shorts, cooking our own lunches, and practicing pilates in the morning while also getting our job done. So, as commuter trains begin to fill up again and the mug cupboard sees its first meaningful use since early 2020, what are the ground rules of this new office life?

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How am I going to survive backto-back meetings?

You should have fewer meetings. “Most meetings are fruitless,” says Scott Belsky, author of Making Things Happen, “and they are extremely expensive in terms of time and energy.”

When a meeting begins, every team member’s workflow comes to a halt. In fact, all progress comes to a halt.

If you are dragged from your desk, you should suggest certain ground rules to minimize distraction and deviation. Make sure you have a clear end objective and an organized agenda, and weigh in if things start to meander. You can get started by eliminating all meetings that lack a concrete agenda and, when one can be justified, going around the table at the end and having each participant review their action steps that have been agreed upon.

How can I formally request my boss that I want to continue working flextime?

If you’re one of the thousands of workers trying to figure out how to balance it all, or if you’ve discovered that working flexible hours has been a major win for you and you’d like to

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WITH JANE continue post-pandemic, it’s time to consider requesting a flexible schedule from your company. Having more choice over when you may work during the day can help you create the necessary space to manage the demands of your career, childcare and online learning. The good news is that, given all of the ways Covid-19 has changed the world (and continues to do so), the pandemic could be a watershed moment for flexible work. Your manager might be more receptive to your request than they would have been in the past.

In your email, stay focused on specific benefits to the company and why your flexitime arrangement would result in improved productivity and make you a better employee. You may also cite statistics about larger corporate savings, which appeal to your manager’s interests and bottom-line concerns rather than focusing on how it will make your life easier. One way to start the conversation is as follows: I’d want to get a fair understanding of my flexible work options. The more I can rearrange my schedule, the more I’ll be able to meet work priorities and be productive at all times.

You could ask for a trial period for your flexible work arrangement.

Set the length of the trial period, schedule check-ins with your manager to discuss how things are going, and establish criteria for measuring progress. Reinforce your willingness to be flexible in your schedule or work plan, such as by changing your hours to attend crucial meetings when they arise. Keep track of any improvements in performance during the trial time and be prepared to report back at the end. Along with the positive outcomes, be prepared to

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address any setbacks and provide solutions to fix or eliminate the problem.

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I miss my children. Is it acceptable to Zoom them out of the office?

Before the pandemic, we would have gone to a break room, waited until lunchtime, or gone outside for a few minutes to make a phone call; the same principles should apply to video conversations. The only exception to this rule would be if it was late at night, the office was quiet, you had to work late, and you wanted to say goodnight to the children. However, it should be avoided during normal, hectic business hours.

I am feeling anxious about R.T.O. It’s critical to understand whatever aspects of returning to the office make you nervous. If you’re nervous about taking public transportation, for example, in the days leading up to your return-to-work date, I would suggest you to rehearse a portion of your commute. Take the subway for a few stops, or walk around the neighborhood around your office building to reacquaint yourself.

The American Psychological Association suggests a few grounding activities you can do at your desk, such as a simple

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WITH JANE breathing technique. You can also focus on a simple task, such as mentally counting backwards by three, to focus your brain and untangle thoughts.

You may also ask for reasonable accommodations that include a more flexible work schedule, time off for medical visits and therapy, and a quieter work environment.

The brutal and straightforward answers to HR-related queries and concerns. Send in your queries with the subject line ‘Ask JANE HARPER’ at info@thehrdigest.com

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Your Next Move Easy, Low-Cost 401(K) Plans for Startups By: Anna Versai Startups face an enormous challenge in attracting and retaining top-tier staff. These employers may be able to compete on compensation and culture, but providing competitive benefits such as 401k plans may be difficult.

The good news is that online plan providers are lowering their fees for small business owners who want to offer 401k plans to their employees.

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We explain how these startups are able to keep expenses so low, as well as which low-cost 401k providers are the best. Please keep in mind that these are for small business plans with 2 or more employees.

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How to Find Low-Cost Small Business 401k Plans Self-employed people have always had access to low-cost solo 401k plans.

Startups with more than one employee (or more than the owner and spouse) have not always had the same economical options.

To set up a 401k plan, legal documentation is required. It also requires continual maintenance in order to manage employee and employer contributions, pay fees and complete tax-related documentation. The companies mentioned below have all developed technology that reduces the amount of human engagement required to set up and operate small business retirement plans.

Customizations (such as after-tax contributions and in-service Roth conversions) may be available, although they are not featured on the websites. Startups seeking a “white glove” experience may expect to spend more than the costs given below.

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401k Plans

Providers of Low-Cost Small Business 401k Each of the low cost 401k providers listed below covers all of the fundamentals for plan set up and maintenance. Each also integrates with the major payroll software suppliers, offers ongoing recordkeeping and maintenance, and checks all the legal boxes.

The Merrill Edge Independent advisors choose and manage funds and model portfolios for all Merrill Small Business 401(k) plan members. Unlike the other 401k providers on our list, the pricing for this plan is extremely clear: it has a $390 one-time setup fee and a $90 monthly administration fee. Then, each participant is accountable for a $4 monthly recordkeeping cost as well as a 0.52 percent yearly asset-based fee. You can also convert your existing 401(k) plan to a Merrill Small Business 401(k), in which case you end up saving money.

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Merrill Edge’s Merril Small Business 401(k) plan is appropriate for businesses, partnerships, and nonprofits, but they also provide SEPIRA, SIMPLE IRA, and Individual 401(k) plans for sole proprietorships and self-employed individuals.

T. Rowe Price T. Rowe Price is the oldest asset management firm on this list, having been in business for 83 years. They provide four 401k plans: SEP-IRA, SIMPLE IRA, Individual 401(k) and a 401(k) for Small Business. The first three plans are apt for self-employed individuals or enterprises with less than 100 employees, while the fourth is best for businesses with up to 1,000 employees.

Fidelity Investments Fidelity is another well-known name in retirement services, with over 30 years of experience and over 30 million plan participants under their belt. Fidelity can assist businesses of all sizes, but they claim that 86 percent of their clients have fewer than 500 employees, proving that, despite their position in the market, they are completely suited to serve small enterprises.

Fidelity’s 401(k) plan includes over 16,000 mutual funds from 380 fund firms, providing a diverse range of investment options. They also provide advisory services, as well as administrative, reporting and compliance support, and their advisors can be reached in person, online, or by phone.

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employees may view and manage their plans as well as communicate with advisors as needed. In addition to retirement plans, Fidelity also provides integrated employer benefits, such as payroll and health plans.

Charles Schwab Charles Schwab is one of the country’s most established and well-known investment and retirement organizations – a better alternative if you’re too technophobic to use a robo-advisor. Charles Schwab provides a managed account service that provides tailored advice on a variety of investment options, such as ETFs or index mutual funds.

In addition, they will provide regular account monitoring and automatic adjustments. Charles Schwab also provides SIMPLE and SEP IRA plans as alternatives; or, if you’re self-employed, you can choose their Individual 401(k) plan, which is essentially a regular 401(k) plan built specifically for privately-owned companies. There are no setup or monthly maintenance fees with this package.

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ADP ADP is a well-known name in payroll processing, but their comprehensive HR and employer services package also includes retirement plans and administration. While they may serve businesses of all sizes, ADP is unique in that they offer their full suite of services and decades of experience to small businesses as well as large organizations.

If you sign up for ADP’s retirement planning service, you’ll gain access to a team of professionals who can assist you in deciding which of their available retirement plans is ideal for you and your employees. Apart from 401(k) plans, ADP also provides SIMPLE and SEP IRA alternatives, which are ideal for startups.

If you’re not a start-up, this is still important. Talk to your HR about comparing the costs of your current retirement plan provider to one of these low-cost options. You may be able to save the company money while also improving your 401k plan for everyone else.

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GREAT WoRKPLAces By: Pri Mistry

How do companies carve out a great workplace culture in a work environment fragmented by remote, hybrid and on-site office workers?

The past years have seen a significant shift in company operations as organizations dealt with difficulties ranging from the pandemic and inflation to supply chain backups and employee loss via the Great Resignation.

Whether you like it or not, a new normal emerged as companies struggled to retain and engage their staff.

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Here at The HR Digest, we began accepting nominations for our annual Great Workplaces recognition in order to recognize the best of the best. The poll allowed employees to recognize an inclusive workplace culture that supports them to flourish.

This year marks the 3rd year of the list. All efforts have been put to maintain credibility and sanctity of selection process pre- and postnomination as well as final top ten. All decisions taken by the Editorial team will be considered final and no objections will be entertained.

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Deloitte’s continual commitment to put its people first, aim for their progress and well-being and create a creative and safe working environment for them is what companies strive for.

Deloitte has positively impacted the society, its people, and its clients. It recognizes the importance of employees in accomplishing these goals and in the company’s overall performance, the company employs people-centered and creative organizational and human resource management approaches.

With unwavering regard for the employee and the implementation of policies and tools such as continuous education, remuneration, benefits, rewards, wellness programs, strengthening mental health, promoting sports, supporting the family, strengthening team spirit, and opportunities for growth and advancement, Deloitte seeks to highlight the unique 108

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skills and innate talents of each employee and, through them, the continuous production of added value that is distinct.

PwC made some important changes this year with the belief that when people are given opportunities to grow professionally and personally, as well as being acknowledged and rewarded for their achievements, they do amazing things. It’s one of the few companies where these reforms have made a difference for its people, but it is aware that their work is not yet complete. The company continues to look for innovative ways to improve their people’s experiences as they advance in their careers at PwC. PwC recently improved its approach to compensation and development, launching numerous programs aimed at showing the long-term value of building a career with the company.

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As employee demands and expectations have shifted substantially in the last year, companies have risen to the occasion—and it hasn’t been easy. The standard that all organizations will be held to is their hard work and determination to listen to and care for the well-being of every employee, and to support them in a way that is meaningful to all.

We are impressed by the resilience of global teams and the individuals that power them as firms shift into the new era of agile work. Asana was designed for this moment, and has proved that it is more committed than ever to creating a culture in which coworkers feel encouraged, connected and empowered to achieve Asana’s—and its customers’— most ambitious goals.

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A focus on diversity, equity and inclusion is one of the most important success factors that make companies stand out from the competition.

Time and again, SAP has recognized its important and carved milestones, which has led to nationwide transformations across geographies.

SAP is supporting professional development for female employees and empowering them to bring their full potential to the fast-growing virtual workplace. This is line with transformation agendas such as UAE Vision 2021.

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American Express support its colleagues with the same passion that it supports their customers, putting them at the center of all it does, focusing on the whole person, their well-being and developing a strong feeling of belonging. It is devoted to making the moments that matter excellent for them, from hiring and onboarding to advancing their careers and all in between.

Every day, American Express’ aim is to create the world’s best customer experience, and its colleagues play a critical role in making that happen. It offers a variety of talent and leadership development opportunities, policies and benefits, and other resources to help employees succeed both professionally and personally.

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Workplace fairness and inclusion are basic values of our organization and a significant engine of creativity. To maximize people’s potential, ADP has developed a culture that caters to their specific abilities while also meeting their requirements. It continues to establish a workplace that allows all people to bring their complete selves to work through activities such as thrive business resource group, accessible technology, inclusive recruitment campaigns and unconscious bias training.

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A desire to act with courage, persevere and innovate; the ability to put others first, and a fun-LUVing attitude – these are the values that Southwest Airlines, the World’s Most Loved Airline, looks for in its employees and fosters through its talent management. Southwest Airlines is famous for “hiring for attitude” and that means it hires to their Values and Expectations – Warrior Spirit, Servant’s Heart, and Fun-LUVing Attitude.

Their expectations are thoroughly defined, and have been built into its interviewing methodology around these expectations.

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The global financial platform ensures that every employee, no matter who they are or what they do for the company, has a consistently positive work experience. Great workplaces, according to Intuit, maximize human potential through effective leaders, relevant principles and 3e foundation of trust with all employees.

Intuit has spent the last year developing programs to increase employee engagement and retention. The company continually invests in its workers and empowers them to play an important role in making Intuit a wonderful place to work.

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Bain & Co. is one of the few companies on our list that achieved exceptional growth across their whole organization over the last year, while also evolving the ways they collaborate as a team. It’s been incredible to watch the company’s distinct culture evolve and develop in real time as the world has evolved.

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Since its inception, BetterUp has prioritized inclusive leadership and a culture of belonging. As a pioneer in the field of workplace behavioral wellness and mental health, it strives to set a good example by supporting its partners, employees and peers to achieve their full professional and personal potential.

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Man vs. Meta What are the legal implications of the metaverse? An increasing number of companies are heavily investing in the metaverse – the platform allows users to live, work and play in alternate virtual worlds. The HR Digest explores the perils of immersive cyberspace in the workplace.

By: Jane Harper

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In 1995, Bill Gates appeared on “The Late Show With David Letter.” The legendary late-night host, David Letterman asked: “What about this internet thing…what the hell is that exactly?” Letterman then joked that his radio, phone and magazines covered pretty much everything that internet had to offer. We may have arrived at a similar inflection point with the metaverse. We don’t know how exactly it will change our lives. But as metaverse platforms continue to spawn interest and seed-money, our virtual lives will change in astonishing ways — and so will the way we work. Companies should be thinking about how to leverage the metaverse, and how to protect their workers in it.

So, with all that in mind…

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What is

Metaverse, exactly?

The “metaverse” is what experts might call a 3D version of the Internet. Users can adopt a 3D avatar to represent themselves in a virtual world that mimics aspects of the physical world using technologies such as virtual reality (VR), augmented reality (AR), social media and digital currency.

It is, more or less, an anatomical descendent of the videogame “The Sims,” which launched in 2000, and online game “Second Life,” that came out in 2003. One can interact with other people using wearable technology in the metaverse.

Metaverse’s applications beyond gaming are phenomenal.

Musicians and entertainment titans are now experimenting with concerts in the metaverse. Sports franchises like Manchester City is building virtual stadiums where fans can watch games and, presumably, buy virtual souvenirs.

Perhaps the most far-reaching applications of the metaverse will be in the workplace. While still nascent in many respects, the metaverse could help remove isolation and disconnectedness that can result from remote and hybrid work.

Meta is working on a product called Horizon Workrooms, while Microsoft is working on a product called Mesh. Both companies envision users meeting as avatars in a three-dimensional virtual realm, providing a higher level of immersion than two-dimensional video chats.

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Future of work Organizations will have to adjust swiftly to remote working to ensure long-term sustainability of business. Employers and employees both recognize the benefits of remote working, but doing so for an extended period of time during the pandemic left many employees feeling isolated from their colleagues and suffering from poor mental health as a result. Employees who continue to work from home may find an answer to all their problems in the metaverse — they may feel more connected if they’re able to communicate with colleagues in a virtual work environment.

Employers must consider potential employment law implications while incorporating metaverse into their operations.

What laws apply to metaverse?

Metaverse is a decentralized platform, which means that there is no centralized authority in charge of the virtual world. There are currently no laws that govern the Metaverse or other virtual worlds. However, the same general laws that apply to the internet also apply to the Metaverse, such as defamation law, copyright law, contract law and more.

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I. Defamation Law The law against defamation protects people against false and damaging claims made about them. Defamation law applies in Metaverse to user-created information that is disparaging of another person or company. Making a false and destructive statement about someone in the Metaverse can lead to defamation charges in the real world.

For example, if you create an artwork that criticizes a firm’s business operations, the company could sue you for defamation. It may seek the court to order you to stop creating and distributing avatars that are critical of the company. You may potentially be sued for monetary damages as well.

II. Tort Law Civil wrongs such as a personal injury and property damage are covered under Tort law.

Tort law applies in the Metaverse to any harm caused by another user. Physical injury, emotional distress, and material destruction are all possibilities.

For example, if someone assaults you in the Metaverse, you may be able to prosecute them for assault and battery. You could seek the court to force them to compensate you for your injuries, medical fees and any other losses.

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Metaverse is a decentralized is no centralized authority in are currently no laws that go worlds. However, the same ge net also apply to the Metave right law, contract law and m III. Intellectual Property Laws Inventions, trademarks and other mental creations are protected by intellectual property law. Intellectual property law applies to virtual goods and services such as avatars, virtual buildings and digital artwork in Metaverse.

IV. Contract Law Contract law governs agreements established between users in the Metaverse. These agreements might range from the sale of virtual commodities to the rental of virtual property.

If you sign into a deal with someone in the Metaverse, both sides must follow the conditions of the contract. If one party fails to keep their half of the arrangement, the other party may sue for breach of contract.

For example, if you promise to sell someone a virtual good and they do not pay you, you may be able to sue them for breach of contract. You could request that the court order the other party to pay you the sum owed plus any damages you have suffered.

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d platform, which means that there n charge of the virtual world. There overn the Metaverse or other virtual eneral laws that apply to the intererse, such as defamation law, copymore.

V. Copyright Law Original works of authorship, such as books, movies and songs, are protected by copyright law. Copyright law typically pertains to user-created stuff in Metaverse — avatars, virtual buildings and digital artwork — but if you produce something in Metaverse that is similar to a copyrighted work in the real world, you may also be infringing on the copyright.

A copyrighted work’s owner has the sole right to reproduce, distribute, perform and exhibit it. They may also delegate this authority to others. You can be sued for copyright infringement if you breach any of these rights.

Way forward There are no national boundaries in the metaverse. This makes it challenging to create a legal structure in which employees may be remote, and geographically disconnected from each other and the organization they work for. It could be the law of the country where the servers are based, the law of the country where the platform’s owner is, or where the employee is.

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MICROTR Can Rea Bene By: Jane Harper Over the last decade, learning and development leaders have increasingly relied on microlearning to provide their employees with the knowledge and skills they require to do their job.

Microlearning, as the name implies, is learning presented in bits that may be completed in a matter of minutes. Microlearning modules are an excellent approach to provide a targeted solution to a specific problem or inquiry. It can be built from any sort of internet content, including video courses, audio podcasts, presentations, scenarios and tests.

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RAINING ap Huge efits Microlearning is often mobile-ready, meaning it may be accessed from any device. Learners appreciate microlearning because it provides instant access to critical skills and knowledge. It is used by instructional designers because it enables them to create high-quality training rapidly and affordably.

Organizations that do not use microlearning miss out on the opportunity to create the type of fast-paced, engaging information that their learners desire. Still not sure if this is the right fit for you? We’ll look at the benefits of microlearning to demonstrate how little learning can yield big effects.

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1. Better Learning Retention Hermann Ebbinghaus, a German psychologist, discovered that the average student forgets 50% of what they learn in a class in one day and 90% of what they learn in a month. He dubbed this discovery the Forgetting Curve.

The Forgetting Curve for a single learning experience is shown below.

Ebbinghaus discovered that learning is more likely to be maintained when it is done as a series of repeated tasks rather than as a one-time event.

Repetition strengthens memory and stimulates recall.

Microlearning is an excellent cure for the Forgetting Curve because it

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allows you to quickly design targeted and memorable training activities and assessments that reinforce information. Microlearning has been shown in studies to reduce the risk of mental fatigue by concentrating the brain to learn one thing quickly and then taking a break. A regular sequence of spaced learning activities aids in the transfer of new information into short- and long-term memory, which is how knowledge grows.

Many businesses already employ microlearning for workplace training with tremendous success. Walmart, for example, was able to significantly improve employee knowledge and retention of safety standards after implementing a microlearning program, resulting in a 54 percent decrease in recordable safety occurrences.

2. Increased Learner Satisfaction According to a recent survey, Millennials (those born between 1981-1996) and their younger Gen Z counterparts now account for nearly half of the total U.S. workforce.

This generation wants training resources that are

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effective, easy to use and quick. Microlearning is often mobile-first, making it an excellent choice for the 70% of employees who seek just-in-time solutions to work-related difficulties.

3. Quicker Learning According to recent LinkedIn research, the most significant obstacle to professional learning is time.

Josh Bersin’s research for Deloitte found that employees spend only 1% of their workweek (or 24 minutes) on learning activities. With most corporate eLearning modules lasting between 15 and 30 minutes, most of us would be lucky to complete one course per week.

Microlearning modules are significantly shorter than standard eLearning courses, allowing learners to finish many courses per week.

4. Increased Engagement Do your employees find your learning programs engaging? If not, one reason could be that you’re offering your students too much information to take in at once. According to an LMS engagement survey, the majority (58 percent) of respondents claimed they would use learning tools more frequently if the content was divided into several shorter classes.

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Microlearning is appealing because it is in tune with how our brains absorb information. Well-written microlearning offers only the knowledge and abilities that learners need to know, so they don’t waste time on irrelevant information or tasks.

According to an ATD study, microlearning engaged learners more than regular eLearning by providing experiences that were memorable and likely to “stick” in the learners’ brains.

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Decreased Development Time and money Microlearning has proven to save time and money on multiple levels. As previously stated, learners save time by finishing courses more quickly.

Organizations save time because microlearning courses can be created and updated more quickly than traditional eLearning.

Organizations save money as well because they are not required to pay for classroom space, teachers or commuting expenses.

Microlearning, according to learning expert Ray Jimenez, PhD, allows companies to produce eLearning up to 300 percent faster while cutting development costs in half.

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Support for Learning Culture A learning culture is a set of corporate beliefs and activities that promote the continuous improvement of job-related knowledge and abilities. Organizations that have a strong learning culture encourage their employees to constantly improve their abilities and share their knowledge.

A robust learning culture is characterized by regular involvement with learning content. Microlearning is designed to be available on demand and easy to distribute, making it an excellent tool for fostering a learning culture.

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In Action Microlearning Here are some examples of microlearning that you can build in minutes.

Program of

Employees frequently hav garding their role on the fi arning FAQ exercise to an asked questions by your n simple to use and can be mom

Steps in a proce

Microlearning is an excelle ing a process that employ ular basis. Turning this pro assures that each student edge in the

Visual product d

Sales representatives shou explain the characteristics and technologies they sell tation enables you to ident form of product and elabo 134

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f Induction

ve a lot of questions refirst day. Create a microlenswer the most frequently new hires. This FAQ can be e changed rapidly at any ment.

ess or procedure

ent method for demonstratyees must follow on a regocess into a demonstration receives the same knowle same way.

demonstration

uld be able to show and s and benefits of the items l. A visual product presentify the components of any orate on their capabilities.

Microlearning is more than an eLearning fad. It’s a smart learning method that appeals to your learners and helps you to swiftly and effectively generate effective and interesting content. Microlearning can also be used to help promote a learning culture in your organization.

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Cle Sta IN T STAT

Legislation to seal c public view would employ

By: Dian

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ean ates THE ATES

criminal records from remove barriers to yment.

na Coker

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C

riminal conduct that results in felony and minor convictions can have a long-term impact on a person’s life for years to come. Clean

state legislation is now becoming more common as regulators and criminal justice advocates try to strike a balance between accountability for past criminal activities and a desire to aid rehabilitation.

There are two sides to the debate over clean state laws. On one hand, it is believed that employers should have access to this information in order to protect their livelihoods and the livelihoods of other employees. The other side contends that an individual cannot move their life forward in a constructive fashion if their past acts prevent them from getting employment.

These criminal histories (including those from small acts committed years ago) might make it difficult to find a job. They can also prevent people from finding housing, getting an education or doing volunteer work, all of which can lead to positive outcomes for those wanting to improve their lives and prospects.

Proponents of clean state law believe that these records prevent ex-offenders from progressing in their lives.

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WHAT EXACTLY IS A CLEAN SLATE LAW?

Clean slate laws allow some criminal records to be erased or removed from public view, including information that would appear during a criminal background check. Ex-offenders can have their records expunged or sealed.

Expungement indicates that the records are no longer available. When they are sealed, they are no longer available to the public.

In either case, this information would no longer show up during a criminal background check in either case. However, if the ex-offender were to commit a crime again, the record would still be available to law enforcement. Most states’ clean slate laws do not automatically erase or seal a record. They merely render criminal records eligible for expungement or sealing.

When the ex-offender becomes eligible, he or she must ask the court to have the record purged or sealed. However, there are some exceptions. States that have legalized marijuana usage, for example, may incorporate a mechanism that provides for the automatic erasure of records for marijuana-related crimes.

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WHAT STATES HAVE CLEAN SLATE LEGISLATION? Following a surge of laws approved in 2020, several states now have clean slate laws in effect, however they vary from state to state. An overview of the existing clean slate legislation in the states that have them includes:

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Arizona: Marijuana possession, consumption, transportation and cultivation records are expungable.

California: The Attorney General must go through official criminal records to identify people who are eligible for relief, which includes most misdemeanors, summary offenses and arrests that do not result in a conviction. Violent, sexual and child abuse crimes are not eligible.

Georgia: The state allows for the erasure of pardoned convictions and up to two misdemeanor convictions. Violent felonies and sexual offenses are excluded. Crimes committed when a person was a victim of human trafficking are expunged.

Maryland: Crimes committed when a person was a victim of human trafficking are expunged.

Michigan: In Michigan, unlimited misdemeanors and up to three felonies may be ‘set-aside.’ If the offense is punishable by more than 10 years in jail, only one conviction for the same offense may be overturned.

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Montana: Marijuana-related offenses are eligible for expungement.

Nebraska: The state has broadened eligibility for people sentenced to one year or less in jail. Those on probation can seek that a conviction be ‘set-aside.’

North Carolina: Expunction is required for 16 and 17-yearolds sentenced as adults. Multiple non-violent convictions may also be expunged.

South Dakota: Crimes committed while a victim of human trafficking are expunged.

Utah: Marijuana-related offenses are eligible for expungement.

Vermont: Marijuana-related offences involving less than two ounces of marijuana are eligible for expungement in Vermont.

Virginia: Marijuana possession offenses in Virginia are expungable.

Washington: Juvenile record sealing is permitted if the juvenile is no longer under supervision and has paid restitution.

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Tools & Technology

HR Analytics Software Changing the HR Game By: Anna Versai An optimized HR management team can impact business performance; however, how do you show – and continually prove – that value to the organization? HR analytics software is the only way to do this.

HR analytics software allows your team to analyze data on things like attendance, performance, workforce costs and labor requirements so that you can forecast future trends when needed. A comprehensive analytics tool can help with multiple HR processes, such as talent management, training and development, recruitment, turnover and performance management.

Read The HR Digest’s review to learn about the most outstanding solutions for HR analytics, as well as a brief explanation of why we chose these platforms above their competitors. Our review should help you decide which platform is best for your needs.

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Tools & Technology

Selection Criteria A summary of our evaluation criteria:

Usability Your HR team should be able to use the tool’s basic functions with minimal training.

User Interface Your HR team should be able to navigate the software with ease and perform their tasks efficiently.

Value for Money The tool should offer a good return on investment.

Integrations The tool should easily integrate with scheduling and project management, payroll, compensation and benefits distribution.

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Key Features of HR Analytics Software Workforce Analytics This is an important element because it allows management to collect data on the current workforce, retirement eligibility, turnover and other workforce management issues, such as recruitment and retention.

Recruitment Analytics HR teams should be able to identify the channels that provide good candidates.

Reporting Your team should be able to create custom reports based on the data collected by the software.

Actionable Analytics A great tool that should provide your team with actionable insights based on the data it collects.

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Tools & Technology

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IntelliHR intelliHR is a Human Capital Management (HCM) tool that helps medium and large businesses in creating actionable reports on employee happiness, satisfaction and performance metrics. The tool has a wide range of analytics options that can help your HR team match their efforts with the organization’s strategic business goals.

The people and analytics module of intelliHR provides a variety of data collection tools, such as surveys for employee wellness, job satisfaction and net promoter score (eNPS).

Self-evaluation, peer review and task completion statistics can also be used to collect data on performance and productivity. IntelliHR also allows you to visualize headcount, recruiting, compensation, attrition, employment conditions and training data.

IntelliHR is a wonderful tool for accurate employee performance metrics with features like eNPS surveys, visuals for employee satisfaction and performance analytics.

IntelliHR starts at $3.30 per employee per month and offers a free demo.

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Tools & Technology

Sage HR Sage HR is an excellent HR tool for small and medium-sized enterprises looking to track team’s performance and individual contributions to strategic goals. The software has a simple, easy-to-navigate interface, so most companies will be able to leverage its functions without providing prior training.

The software provides managers and HR specialists with a good overview, and the performance module stores and evaluates employee data. You can use the application to track absence levels, analyze employee productivity, and discover which team members contributed to the organization’s success.

Sage HR starts at $5.50 per employee per month and includes a 14-day free trial.

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Tools & Technology

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Qualtrics Qualtrics People Analytics is a Human Resource Management software designed for medium and large businesses. The HR system is easy to use and offers a simple interface that is straightforward to learn, and it organizes the collected HR metrics into graphs and reports that are easy to understand.

This tool’s survey function, which can be used to collect self-reported employee data on culture and performance, is one of its winning attributes. HR departments can create exit interview polls or employee satisfaction surveys, and visualize the response data in a variety of charts and graphs.

Qualtrics People Analytics uses machine learning and native language processing to evaluate data from open text responses, which are far more versatile and useful than ratings or multiple-choice questions. You can identify and extract trending topics from hundreds or thousands of free flow survey replies using their Text iQ function.

Qualtrics People Analytics provides bespoke pricing.

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Tools & Technology

Leapsome Leapsome is a flexible analytics platform for companies of all sizes. The software includes a number of software capabilities that allow human resource management teams to monitor employee performance, growth and engagement.

Its engagement analysis feature allows you to create employee engagement surveys using templates or from scratch. The tool analyzes the comments to identify engagement drivers, engagement levels and the sentiment of written responses.

The tool aims to help HR professionals identify the factors that influence performance and attrition, as well as understand what is most important to the company’s culture. This insight can help HR teams make proper decisions.

Leapsome provides customized pricing. You can also get a 14-day free trial.

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Tools & Technology

Lattice Lattice is a Human Resource Management (HRM) solution for medium-sized and large enterprises. The tool is excellent for providing and receiving anonymous job feedback. It boasts an easy-to-use layout and provides a pleasant navigating experience.

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HR professionals can create custom templates for weekly, monthly or quarterly reviews and plan their distribution in advance.

Lattice starts at $9/month per employee. You can also request a demo.

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