Footnotes on business strategy, diversity, equity, and inclusion (DEI) are no longer a top priority for companies looking to have a positive impact on retention, recruitment, and revenue.
The American Medical College Association (AAMC), which has been working on DEI for many years, is one such organization that takes a formal and strategic approach to DEI both inside and outside the workplace. Understanding the importance of DEI in the modern workforce, according to Yvonne Massenberg, the organization officially launched the “Internal Focus on Diversity, Fairness and Comprehensiveness” in 2019 by George Floyd. Added anti-racism to the post-murder 2020 effort. Chief Human Resources Officer of AAMC.
“Our formal DEI strategy focuses on our employees and challenges their ability to lead in a comprehensive way, including workplace, culture, leadership, partnerships, community engagement, outreach and more,” says Massenburg. increase.
These efforts are a major reason why organizations recently took second place in diversity. Great place to work with IDG IT reports..
Massenberg says that a key component of AAMC’s DEI strategy is the formation of the organization’s first diversity, equity, and inclusion council, and “representing employees throughout the organization.”
The council’s top priorities include the establishment of employee resource groups, the evaluation of reporting systems to ensure that they are “safe, fair, supportive and effective”, and the consideration of inclusion at the department level. It will be. Currently, the DEI Council is focused on developing educational strategies to give all employees access to opportunities to build and develop skills related to DEI.
According to Massenberg, the council a year ago was enthusiastic and dedicated to AAMC’s desire to continue to support its diversity, equity and inclusion efforts with the goal of continuing to be more inclusive as an organization. Employee Group “is included. AAMC has also hired a DEI director to build a small team under human resources development and act as a dedicated leader focused on promoting organizational inclusiveness.
Organizational leadership felt it was important for AAMC to develop formal strategies and frameworks to address racism involving both external and internal stakeholders. They worked with the Sustained Dialogue Institute. The Institute offers anti-racism training that welcomes all employees to be certified as “dialogue facilitators.”
Eliminating prejudice in recruitment
To secure a more diverse workforce, AAMC has also begun to evaluate the methods adopted to eradicate the unconscious bias that may exist in the process. As part of this overhaul, Massenberg states that AAMC has conducted a “consistent structured interview process that everyone must follow.” This includes reporting with HR personnel to assess why a particular candidate was identified more than others, with a focus on checking to see if the process contained prejudice. increase. AAMC has also introduced competency-based interviews. Here, “the focus is on behavior, past experience, and judgment of personality traits,” says Massenberg.
“We focused on external recruitment and did a very influential task of improving diversity recruitment through partnerships with external organizations. We also focused on leadership levels that need improvement in expression. There is a robust screening and selection process, including focusing on behavior. We are considering base interviews, interviewer training, and minimizing selection bias, “she said. Says.
AAMC works with external professional organizations such as the National Society of Black Engineers (NSBE) to help expand its talent pool. While the pandemic slowed hiring in 2020, Massenberg says the company is dedicated to attracting more people and continuing to expand diversity to leadership levels. By fostering relationships with external organizations that specialize in representing BIPOC in technology, the company was able to access a more diverse talent pool of qualified candidates and diversify their recruitment strategies.
Identifying problematic terms
At the beginning of 2020, AAMC conducted a source code investigation of all internal systems looking for problematic or offensive language or phrases that could be removed or modified. Stephen Lopez, Senior Director of IT Security at AAMC, continues to be a top priority and continues to ensure that all systems are scanned for lexicons that require changes.
The company’s internal site also has a list of terms that employees can refer to to find out which languages they should not use at work. Problematic terms such as master and slave have become so standardized in the tech industry after decades of use that they employ a reference list to educate themselves about which terms are no longer endorsed. It helps to provide to the staff.
AAMC can also monitor potential biases in the recruitment process using software that scans job descriptions and other promotional materials used for recruitment. A “private” option that employees can choose from. Lopez says he is considering expanding options beyond men, women, and private, and is beginning to include pronouns in email signatures. AAMC also provides gender identity education within the organization.
Set an example
David J, CEO of AAMC. Skorton also wanted the board to be held accountable for his DEI work and showed that everyone at the leadership level prioritizes DEI all year round. Within next year, all leading positions will implement the DEI goals as part of their performance in the organization.
By linking DEI goals to leadership performance, it’s a way to ensure that leaders take “concrete actions” and “continue to move forward to ensure that DEI goals are fulfilled,” Lopez said. say.
The company is also considering a comprehensive pilot training program that is open to all supervisory positions. Supervisors are required to attend workshops on employee involvement, management strategies, and leadership skills, so a comprehensive leadership program is added to the training.
“One of the things we noticed is that we need to live this, not just the website that lists what we want to do. One of the things I’ve done is DEI’s personal performance. It’s a goal. It’s a goal, “says Lopez.
Lopez also asked Erica Stanton, Senior Director of IT Business Management Services at AAMC, to lead a Women in Technology employee resource group that is still under development and is open to anyone working to foster gender diversity in technology. did. Stanton aims to “focus on women” and create a “safe place for women” to address career path needs, expectations and career development.
In addition to the DEI initiative, Stanton says the organization is also focused on creating more means for employees to feel they are listening. This includes town hall meetings, management meetings, and ongoing meetings with leadership where employees can ask questions, give their opinions, and connect with leadership. We will also publish a monthly newsletter containing notes from the CIO’s desk and a suggestion box that allows employees to submit things anonymously. We also hold quarterly social hours where employees can share photos, play games, and interact with each other outside of work-related meetings. Although not necessarily DEI-specific, they have been implemented to improve employee satisfaction, work-to-life balance, and communication. These are of paramount importance in maintaining diverse employment.
“We definitely feel like we’ve made progress. People feel like they can hear their voices wherever they are in the organization. People are listening aloud.” Massenberg says.
AAMC proves the power of a formal DEI strategy Source link AAMC proves the power of a formal DEI strategy
The post AAMC proves the power of a formal DEI strategy appeared first on California News Times.