{"id":175242,"date":"2023-04-29T20:02:54","date_gmt":"2023-04-30T03:02:54","guid":{"rendered":"https:\/\/inbusinessphx.com\/?p=175242"},"modified":"2023-04-29T20:02:54","modified_gmt":"2023-04-30T03:02:54","slug":"beyond-just-talk-how-an-emphasis-on-people-and-culture-is-building-business","status":"publish","type":"post","link":"https:\/\/staging.inbusinessphx.com\/?p=175242","title":{"rendered":"Beyond Just Talk: How an Emphasis on People and Culture Is Building Business"},"content":{"rendered":"

\"\"DEI as a concept is about celebrating and respecting individuals\u2019 differences. Naturally congruent with that effort are differences in the way individual enterprises put that into play with their unique business function and workforce. As the experience of these successful businesses in varied sectors of our community shows, there are many ways to make a difference.<\/p>\n

From Purpose to Bottom Line<\/b><\/h3>\n

Using the familiar term \u201cdiversity, equity and inclusion,\u201d Duffy Group<\/a>\u2019s focus on DEI reaffirms the way the company does business, explains Kathleen Duffy, president and CEO of the employment agency. \u201cWe use a model called Recruitment Research that enables our recruiters to take a deep dive into our clients\u2019 businesses and thoroughly understand desired candidates and the competitive dive landscape. Throughout the search process, we scour our recruiting practices for unconscious biases. We also help clients examine job descriptions for biases and seek ways to include diverse candidates in each search.\u201d<\/p>\n

This focus, she reports, has helped Duffy Group earn a reputation as a go-to source for recruiting diverse candidates. And she cites recent national research that 43% of companies with diverse management report higher profits and 73% of companies with gender-equality practices have higher profits and productivity. \u201cThis same national research revealed that 78% of employees believe DEI in the workplace offers a competitive advantage and 35% of the U.S. workforce are Millennials who, as a generation, are driving DEI and demanding proof that it exists in their workplaces,\u201d she adds. And she points to a more personal bottom-line impact as well: \u201cThis research plays out in our recruiting efforts and at our own company, with 89% of our employees reporting a positive view of Duffy Group\u2019s approach to DEI, according to finding from a recent internal survey,\u201d she says.<\/p>\n

Liz Shipley, Arizona public affairs director for Intel<\/a>, shares what the program looks like at that tech giant. \u201cAt Intel, we highlight our commitment to diversity, equity and inclusion through open conversations and using the terms directly,\u201d she says, noting that transparency to Intel\u2019s commitment to DEI further allows the employer to promote its mission and goals clearly to all employees. \u201cIntel\u2019s commitment, as demonstrated through our expansive goals to specific community initiatives, creates value for Intel, our stakeholders and the Chandler community.\u201d<\/p>\n

Affirming that Intel understands that today\u2019s greatest challenges require a shared commitment to a plan and meaningful action to advance diversity, equity and inclusion, Shipley says, \u201cThe bottom line is that diversity and inclusion are instrumental in driving innovation and delivering a diverse workforce for a strong business growth.\u201d<\/p>\n

\u201cTerros Health<\/a> uses the term \u2018inclusion, equity and diversity,\u2019\u201d says Stephanie Watson, chief people and culture officer, whose years of working in this area have shown her that an inclusive environment is the best way to identify and get buy-in to issues of inequity and how they need to be addressed \u2013 and then, once equity is better established, a company can foster diversity. \u201cTerros Health references these issues in the order we feel they need to be established to yield success,\u201d she says. And she expands on the terminology: \u201cWhen it comes to our goal for the company, we leverage the terms \u2018connection\u2019 and \u2018belonging.\u2019 We want our patients, employees and partners to feel connected to the organization and each other. Most important, we want to foster an environment where everyone feels they belong and that they are valued and respected.\u201d<\/p>\n

For Terros Health, the bottom line is its support of diverse communities. \u201cThe retention of our patients is key to building strong and healthy communities. By creating an environment where patients feel welcome and a sense of belonging, we can drive positive outcomes expected for grantees and payors. This helps us maintain funding for our staff, deliver the best possible care to our patients and support communities across Arizona,\u201d Watson says.<\/p>\n

StrataTech Education Group<\/a> is \u201cdedicated to fostering a culture of diversity, equity, inclusion and belonging,\u201d says CEO Mary Kelly, noting DEIB starts in the classroom, where it is integrated into the training the company provides and its importance emphasized from the very beginning.\u00a0<\/span><\/p>\n

\u201cThrough our Corporate Social Responsibility partnerships, we create more diverse and inclusive opportunities and bring more underrepresented communities into the skilled trades,\u201d Kelly adds. \u201cOur efforts to promote DEIB in the skilled trades industry have helped to create more equitable opportunities and improved the quality of our training and the skilled trades as a whole.\u201d In fact, these collaborations have enabled StrataTech to help more than 370 students from underserved areas pursue a promising career.<\/p>\n

Kelly points to multiple ways StrataTech\u2019s DEIB program is positively impacting the company\u2019s bottom line. \u201cWe have seen an increase in student population due to our broader outreach and Gen Z\u2019s commitment to organizations with DE&I initiatives.\u201d She notes her company has gained diverse perspectives that have resulted in EBITDA-positive contributions. \u201cMoreover, we have been able to open up new B2B client opportunities through OcuWeld, our virtual reality welding training program, allowing us to upskill employees remotely.\u201d All of this, she reports, has also increased employee engagement which has led to improved productivity.\u00a0<\/span><\/p>\n

Sundt Construction<\/a>\u00a0refers to its program as DEI, but \u201cwe certainly include belonging when we are discussing these issues,\u201d says Nicole N. Calamaio, chief human resources officer. \u201cOur program relies on a holistic framework with the following components: leadership alignment, diversity committee, pipeline diversity, education and training, community connections, and measurement,\u201d she explains, noting that, as a general contractor employing more than 2,000 people, Sundt is proud to be a 100% employee-owned and majority-minority company.<\/p>\n

Based on data and measurements collected, Calamaio says, \u201cWe believe organizations that integrate DEI into their culture not only become more diverse, but more innovative. Innovation and diverse thinking help to drive business results, which benefits every one of our employee-owners.\u201d\u00a0<\/span><\/p>\n

Sundt also takes its belief in the value of DEI beyond its own workforce, placing importance on providing opportunities and support to small, local, disadvantaged, and diverse business enterprises (XBEs). \u201cIn turn, the skilled work of our XBE community is often the cornerstone of our projects\u2019 success. We\u2019re proud to work with XBE trade partners through each phase of our projects, contributing to their business growth and prosperity,\u201d says Calamaio.<\/p>\n

Making the point that, by partnering with XBE businesses for its projects, Sundt can help bring greater prosperity to the larger business community, Calamaio also notes, \u201cProviding internal and external opportunities makes our DEI program more robust.\u201d\u00a0<\/span><\/p>\n

Creating diverse, equitable and inclusive environments where all feel they belong is the focus at University of Phoenix<\/a>, according to Julie Fink, VP of human resources. \u201cOur ever-evolving efforts prioritize the needs of our diverse students \u2014 as well as our faculty and staff,\u201d she says. \u201cWhether through our active employee resource groups, our community engagement or the regular review of our curriculum for bias and inclusive content, we are continually evolving to ensure our University community members experience an environment where they belong and thrive.\u201d<\/p>\n

Fink emphasizes the fact that faculty, students and staff choose<\/i> to come to University of Phoenix. \u201cEmployees and, for the most part, students, can go anywhere,\u201d she says. Answering her own question, \u201cWhy do they want to come here?\u201d she explains, \u201cBecause they feel like they belong here.\u201d More than 50% of students identify as minority, seven in ten are women; more than 55% of the faculty are women, with 40% identifying as a race other than White; and, on the staff side, more than 60% are female and 57% identify as a race other than White.<\/p>\n

\u201cAlmost 50 years ago, University of Phoenix began serving those students who were underserved in what was the traditional university system,\u201d Fink says, noting it is a role the university continues to embrace. Observing, \u201cIt has been said that DEIB is the right<\/i> thing to do,\u201d she notes that, at University of Phoenix, \u201cit\u2019s simply what we do. It\u2019s who we are. It\u2019s in our DNA \u2014 and every employee and faculty member is our chief diversity officer.\u201d\u00a0<\/span><\/p>\n

\u201cA Rose by Any Other Name \u2026\u201d<\/b><\/p>\n

Of course, the purpose matters more than the label, and in some organizations, the aspiration is packaged under a different heading.<\/p>\n

\u201cWe use REI \u2014 Race, Equity and Inclusion,\u201d says Nate Rhoton, CEO of one-n-ten<\/a>, a nonprofit organization that serves LGBTQ youth and young adults. \u201cWe have and continue to look for new ways to incorporate REI into the fabric of all we do. The work to do so is a constant and cannot be considered a \u2018one and done\u2019 strategy.\u201d\u00a0<\/span><\/p>\n

Last year, one-n-ten added a director of people and culture to its leadership team with the purpose of prioritizing proven experience with implementing DEI\/REI strategies in the workplace and building inclusive teams.\u00a0Sharing, \u201cThe investment has proven to be invaluable to our work and staff culture,\u201d Rhoton reports that keeping REI as an inherent value in the organization has helped with attracting and keeping talent \u2014 with an incredibly low 3% turnover in full-time employees over the last year. \u201cEmployees report they feel more supported, even when having sometimes necessary and difficult conversations,\u201d he says.<\/p>\n

At Goodmans Interior Structures<\/a>, president Adam Goodman eschews labels completely. \u201cAt Goodmans, we\u2019re not trying to hit a quota, placate investors or impress customers. We\u2019re simply trying to do right by our employees, so we don\u2019t need to wrap our efforts around a branded term,\u201d he explains.\u00a0<\/span><\/p>\n

The company\u2019s efforts are directed to a demonstrable outcome. \u201cSimply put, we are focused on removing unconscious bias from our hiring and promotion decisions,\u201d Goodman says. The starting point was evaluating the company\u2019s practices and finding a form of unconscious bias called \u201coccupational sorting\u201d that routes people to different career paths based on their race or gender (\u201cThink, \u2018boys are doctors, girls are nurses,\u2019 but specific to an industry and\/or company,\u201d Goodman explains). To correct this imbalance, Goodmans began implementing objective tools and insights into all talent related decisions that take place at the company \u2014 stretching across the entirety of the talent life cycle: recruitment, hiring, onboarding, career development, team dynamics, promotions and succession planning. Says Goodman, \u201cWith objective data on an individual\u2019s communication styles, drivers and strengths, we can plot their profile against a particular role\u2019s benchmark profile of high performers.\u201d<\/p>\n

Reporting that this \u201cindirectly helps our bottom line by improving our talent attraction and retention,\u201d Goodman characterizes the effort as being, fundamentally, about fairness to the employees. \u201cThat kind of commitment is appreciated by both our employees and<\/i> prospective employees,\u201d he says. \u201cMore to the point, this practice is congruent with our corporate value to make our employees a priority in everything we do. This improves the culture to the extent the company does what it says we will do, and it signals to employees that they can trust leadership.\u201d<\/p>\n

\"\"<\/p>\n

Living Up to the Promise<\/b><\/h3>\n

Diversity programs are as diverse as the organizations that execute them, built to suit each organization\u2019s individual structure and mission. But a common element in all effective programs is measurement, to ensure the program actually achieves its intended goal.<\/p>\n

So, what are their achievements \u2014 and what are their benchmarks?<\/p>\n

Duffy Group<\/b><\/a><\/p>\n

\u201cOur company has always made DEI a priority, but during the past two years, we put in place additional policies and practices to build a culture of acceptance so that all stakeholders \u2014 from employees to clients and business partners \u2014 feel comfortable and welcome,\u201d Duffy says.<\/p>\n

The company invested in training so team members could become certified diversity recruiters. Currently, its nine certified DEI recruiters are implementing the training companywide.\u00a0<\/span><\/p>\n

In addition to the \u201cRecruitment Research\u201d model described earlier that Duffy Group uses with its clients, the company has stepped up its DEI efforts internally by forming a DEI Committee to address relevant issues and seize opportunities, with a particular focus on inclusiveness. From this has come a variety of actions, ranging from weekly \u201chuddle\u201d meetings with rank-and-file employees to ensure their voices are heard and concerns are addressed to facilitated assessments and team building based on the Enneagram Personality System.\u00a0<\/span><\/p>\n

The company also added two paid flex days to the vacation calendar to support employees celebrating federal and religious holidays such as Passover, MLK Jr. Day and Juneteenth.<\/p>\n

To measure engagement and outcomes within her company, Duffy says the company fields surveys with its entire workforce and, each quarter, hosts an interactive session on DEI topics with an outside consultant. As to her clients, she says, \u201cWe find that our clients are using focus groups and listening sessions to get ideas, measure outcomes on DEI practices and address DEI issues of the day.\u201d\u00a0<\/span><\/p>\n

Intel<\/a><\/strong><\/p>\n

\u201cIntel\u2019s commitment to diversity and inclusion is embedded in our purpose to create world-changing technology that improves the life of every person in Chandler and across the globe,\u201d Shipley says, and notes, \u201cIt starts with investing in our people and their professional development.\u201d\u00a0<\/span><\/p>\n

One of the ways Intel measures engagement is through an employee inclusion survey. Serving as an opportunity for employees to confidentially share feedback about their inclusion experiences, the survey provides important data used to help Intel develop or tailor programs, track progress and identify gaps and opportunities to meet the goals it laid out for itself in its 2030 \u201cRISE\u201d for inclusivity as well as advancing social, ecological and corporate purpose. \u201cThroughout the implementation of this survey, Intel has been able to adapt to and meet the needs of our employees by identifying new approaches to DEI,\u201d Shipley says. \u201cOutcomes are reported consistently as a tool to further push new initiatives while continuing our growth within the community.\u201d\u00a0<\/span><\/p>\n

Noting Intel\u2019s commitment to investing in the local community, Shipley points to Intel\u2019s Equity in STEAM initiative for Chandler. In collaboration with YWCA Metropolitan Phoenix, Intel is actively working to advance representation for women, underrepresented students and people of color in careers across science, technology, engineering, arts and mathematics. Each organization in the cohort is awarded funding of up to $3,000 to inspire underrepresented students to consider careers in STEAM. A variety of funded projects so far have included workforce readiness workshops and mentorship programs for women, learning materials for students and after-school robotics programs. \u201cThrough Intel\u2019s Equity in STEAM initiative, local nonprofits and educators are receiving support to advance their mission and be a part of the solution to close racial and gender gaps across our state,\u201d Shipley says.<\/p>\n

And Shipley reports that, through these diligent efforts, Intel met its 2020 goal to achieve full representation of underrepresented minorities and women in its U.S. workforce two years ahead of schedule. Furthermore, she adds, \u201cCompanywide, Intel also increased annual spending with diverse suppliers and successfully achieved gender and race\/ethnicity pay equity in the U.S. In addition, Intel has demonstrated further commitment towards its diversity and inclusion efforts by setting a global RISE strategy, which includes an ambitious workforce goal to exceed 40% representation for women in technical roles and double the number of women and underrepresented minorities in senior leadership by 2030.\u201d<\/p>\n

Terros Health<\/a> <\/span><\/b><\/p>\n

\u201cConnection and belonging is one of the first sessions introduced to new Terros Health new hires on their first day of employment,\u201d says Watson. The company has found this commitment from day one helps the team understand and celebrate differences and use similarities to create bridges. Pointing out that Terros Health receives multiple employee referrals each month, Watson says, \u201cWhen our diverse workforce feels valued and respected, Terros Health receives referrals from potential new staff members who are looking for a culture where they can belong. Similarly, when our employees represent us in the community, they are ambassadors for Terros Health.\u201d<\/p>\n

To measure engagement and outcomes, Terros Health conducts quarterly appreciation surveys and provides a constant reporting mechanism for employees to share their feelings around connection and belonging. These surveys are reviewed every month, and issues are addressed by senior leadership. Terros Health also reviews patient feedback and monitors patient retention. And Terros Health\u2019s executive leadership team engages in staff meetings where employees can share their feedback and ask questions. \u201cThrough these sessions,\u201d says Watson, \u201cour leaders can uncover issues and hear employees\u2019 perspective on what is working \u2014 or not \u2014 firsthand.\u201d<\/p>\n

StrataTech Education Group<\/a><\/strong><\/p>\n

Reiterating Strata Tech\u2019s commitment to cultivating a workplace culture that values diversity and inclusion and advocates for equitable access to education, support for its employees and life-changing outcomes for its graduates, Kelly shares, \u201cWe recently introduced new core values to our organization that enhance our strong, dynamic, collaborative, positive and fun<\/i> organizational culture. These new core values are focused on the specific behaviors and attitudes to align with our employee interactions, engagements and collaborative, team environment to reach our goals.\u201d\u00a0<\/span><\/p>\n

What that looks like is a \u201cpeople-first culture\u201d and making a meaningful, life-changing impact on our colleagues, students, employers and the Arizona communities StrataTech serves. Says Kelly, \u201cOur priority is to ensure that all students have the opportunity to reach their fullest potential, and that we provide the necessary support to help them reach success.\u201d\u00a0<\/span><\/p>\n

In addition to local partnerships, StrataTech is leveraging key technological advancements to eliminate barriers in access to education. \u201cLast year, we developed OcuWeld, a groundbreaking virtual reality training program for welding students,\u201d Kelly says, explaining the program is designed to extend access to education in remote or underserved areas, offering students the academic benefits of accessibility, autonomy and amplification while eliminating access, safety and cost concerns.<\/p>\n

Last year, StrataTech provided $30,000 in scholarships to five Boys & Girls Clubs of the Valley members and donated $100,000 to Fresh Start Women\u2019s Foundation, a nonprofit that supports women getting back on their feet after suffering poverty, domestic violence and\/or homelessness. The company also received a micro-grant from Grow with Google and Partnership with Native Americans to provide Indigenous students with transportation vouchers and alleviate a major obstacle to education many Indigenous students face by living on reservations. \u201cTo further our commitment to inclusivity,\u201d Kelly adds, \u201cwe developed the Apartment Maintenance Pathway Program in partnership with ARIZONA@WORK, designed to help address the skilled-trades demand throughout the state by preparing participants for entry-level, apartment-maintenance jobs.\u201d The program uses a curriculum focused on maintenance and repair of interiors and exteriors, electrical, plumbing, heating and air conditioning, and appliance repair.\u00a0<\/span><\/p>\n

Using surveys and initiatives to gain insight into employees\u2019 perspectives and experiences, StrataTech is able to form committees that develop action plans on a quarterly basis. \u201cOver the past few years, our employee engagement results have seen a significant increase, showcasing our commitment to listening and acting on our employees\u2019 feedback \u2014 thereby aiding in our retention efforts,\u201d Kelly reports. \u201cWe track our DE&I initiatives regularly, monitoring employee engagement surveys, exit interviews and feedback from employees and students to identify areas of improvement. This allows us to create an environment where everyone feels respected and valued.\u201d<\/p>\n

Sundt Construction<\/a><\/strong><\/p>\n

Driving Sundt\u2019s DEI actions are data and feedback gathered via company-wide engagement and climate surveys of all its employee-owners. And a key component in ensuring Sundt\u2019s DEI program\u2019s success is tracking its work with XBEs. \u201cOur construction projects are tracking this information so we can be sure we\u2019re meeting our XBE participation goals on projects and doing our part to optimize our XBE partnerships,\u201d says Calamaio.\u00a0<\/span><\/p>\n

Explaining, \u201cWe focus on DEI internally with our employee-owners and externally with our trade partners and suppliers,\u201d Calamaio notes Sundt has a full-time DEI specialist, Tracy Sanders, who is a certified supplier diversity professional, certified small business liaison officer and Inclusion Institute Certified Diversity Practitioner. Additionally, Sundt works closely with a consultant, Dr. Shawn Andrews, a top DEI researcher and instructor. \u201cWe\u2019ve had our senior managers engage in DEI training and discussion on topics including implicit bias, microaggressions, psychological safety and David Rock\u2019s SCARF model,\u201d says Calamaio. \u201cThese topics are also incorporated into Sundt\u2019s Manager Effectiveness Training, helping every manager in the organization to understand and embed DEI into every layer of Sundt\u2019s culture.\u201d\u00a0<\/span><\/p>\n

\u201cWhen I teach DEIB, those building blocks help managers and our people understand the type of culture that is most advantageous to the success that we all want to experience every day,\u201d says DEI specialist Sanders.\u00a0<\/span><\/p>\n

Another significant accomplishment Calamaio points to was a revision to Sundt\u2019s application process for its leadership development program. She reports that making it more all-inclusive has doubled the percentage of female and ethnically diverse participants.\u00a0<\/span><\/p>\n

Beyond its DEI Committee, Sundt also has DEI advocates who are the \u201cboots on the ground\u201d in every region where Sundt works. Their role is to spread awareness across the company about the program and help other employees get involved. The newest endeavor is an employee resource group focusing on women in construction, designed specifically to provide resources for women looking to advance their careers in construction as well as provide outreach to women interested in joining construction.\u00a0<\/span><\/p>\n

\u201cEach year that we\u2019ve had the DEI program, we\u2019ve focused on hiring\/recruiting more intentionally through a DEI lens. We\u2019ve seen results with more diverse hiring, especially with women,\u201d Calamaio reports.\u00a0<\/span><\/p>\n

In addition to the focus on recruiting and training, Sundt\u2019s internal DEI initiative also focuses on leadership. Noting, \u201cWe established our DEI goals, in partnership with our consultant, to align with or exceed key benchmarks, determined through an analysis of industry norms and demographic data,\u201d Calamaio says, \u201cOur progress thus far across combined DEI efforts is making Sundt a more diverse, equitable and inclusive company, and we\u2019re excited for the road ahead.\u201d\u00a0<\/span><\/p>\n

University of Phoenix<\/a> <\/span><\/b><\/p>\n

The University has a Center for Workplace Diversity and Inclusion Research that serves as the research home for faculty, students and alumni who have an expressed interest or have an existing research agenda related to the topics of diversity, equity, inclusion and belonging in workplaces and communities of practice. \u201cThe vision of the Center,\u201d says Fink, \u201cis to be the leading generator of impactful research-based publications and presentations that lead to practical and innovative solutions for healthy, all-inclusive organizational cultures.\u201d<\/p>\n

In 2021, University of Phoenix created the President\u2019s Advisory Council on Diversity, Equity, Inclusion and Belonging, which is led by President Chris Lynne and Provost Dr. John Woods. \u201cThe Advisory Council was established to understand the many ways the University has committed to creating a welcome and inclusive environment,\u201d Fink explains. The President\u2019s Advisory Council is a representative, cross-functional body that works to develop and promote strategies that foster a community of inclusion; value diversity of thought, experiences and culture; and lead to a sense of belonging for all. The Council is comprised of six working groups with more than 100 University, faculty, staff and administrators as members.\u00a0<\/span><\/p>\n

Informed by the Council\u2019s Working Groups and the University\u2019s mission and strategic goals, the Advisory Council advises the president of the University and reports on the University\u2019s diversity, equity, inclusion and belonging progress being made\u00a0in support of the University\u2019s diversity initiatives. Since its launch in June 2020, more than 3,000 University faculty and staff have attended these sessions, many of them multiple times.<\/p>\n

And Fink notes, \u201cWe have continued our monthly Educational Equity series to create a space for thought-provoking conversations about equity and inclusion in the classroom, workplace and community.\u201d\u00a0<\/span><\/p>\n

Making the point that DEIB programs are just words on a page unless organizations measure and evaluate the effectiveness of what they are trying to do, Fink says, \u201cAt University of Phoenix, we systematically measure engagement and satisfaction through employee and faculty surveys. We have engaged with GLINT, a platform that helps organizations increase employee engagement, develop their people and improve business results. On an annual basis, we conduct a robust survey asking employees their views on areas such as understanding our business strategy, communication, collaboration, our culture, development opportunities and their intent to stay, just to name a few. We follow up with pulse surveys focusing on a few specific areas to judge how we are doing.\u201d\u00a0<\/span><\/p>\n

University of Phoenix uses a series of survey questions to scrupulously evaluate the effectiveness of its DEIB strategy. Fink shares some of them:\u00a0<\/span><\/p>\n