Making Inclusive Growth Part of Your Corporate Purpose

To better understand why equity, diversity and inclusion initiatives in the workplace are crucial, consider this anecdote: we live in a right-handed world.  Scissors, can openers, guitars, notebooks, coffee mugs—all these objects and more are typically created for right-handed people. “And because right-handed people [are the majority], our experience becomes the norm. We absolutely forget that other people are having a different experience in the same exact setting,” said Weslie Porter, director of the Equity, Diversity & Inclusion (EDI) Accelerator at the Utah Department of Government Operations, during a panel on inclusive career growth at From Day One’s Salt Lake City conference.  According to the United States Census Bureau, overall racial diversity in the U.S. increased dramatically from 2010 to 2020—and it’s projected to continue increasing. “Some trends show us that in the next 30-60 years, 60 percent [of Utahns] will identify as white and 40 percent will identify as other,” Porter said. “Our initiatives and how we hire aren't necessarily in line with where we are going.” To create an equitable environment for career advancement, business leaders must first ensure diverse populations are represented in their workforce in the first place. Ben Gross, chief people officer and general counsel at outdoor retail company Backcountry, suggested inclusive hiring requires implementing untraditional strategies rather than relying on existing networks to present diverse candidates for job openings. “Backcountry historically never had an undergraduate internship program,” Gross said. “[When I was hired], the charge I gave to my talent acquisition team was, ‘Go to HBCUs.’” As a result, out of Backcountry’s 15 summer interns, 40 percent were people of color.  “You have to have the mindset; you have to have the systems,” Gross continued.Removing educational hiring requirements in favor of a skills-based approach is another important step that business leaders can implement immediately. In requiring college degrees rather than specific skills, “We're just completely wiping away folks that can be great for our jobs,” says Michael Watson, head of customer success for Eightfold, an AI recruiting and talent management platform. “I think we all know people that are smart and capable, but frankly didn't have that silver spoon or those opportunities to go to school.” The full panel, from left, moderator Mekenna Malan, Ben Gross of Backcountry, Weslie Porter of the Utah Department of Government Operations, Emma E. Houston of the University of Utah, Mike Harmer of Intermountain Healthcare, and Michael Watson of Eightfold (Photo by Sean Ryan for From Day One)As artificial intelligence becomes more and more advanced, hiring managers can utilize these tools to identify candidates with the required skills. “I think in 20 years, the resume will be a thing of the past,” Watson said, explaining that, in the future, candidates might instead submit a “digital fingerprint” outlining soft and hard skills. Another resource companies can use to help ensure a diverse workforce is the OneTen initiative, which aims to close the opportunity gap for Black talent in America.  “We went through job descriptions as partners with a lot of other big companies and found the ones where we could really pull out those degree requirements,” said Mike Harmer, VP of workforce intelligence and talent at Intermountain Health, a healthcare company that partnered with OneTen. “It's been really eye-opening for us and made us ask a lot of questions like, ‘What do you really need for someone to be successful?’ Really, today, it's about learning new skills.” But hiring is just the beginning. When it comes to creating and keeping a diverse workforce, retention is key. Offering regular company-wide surveys and incorporating more people into decision-making can help employees feel a greater sense of belonging in their organizations, the panelists suggested.  Emma E. Houston, assistant VP for EDI and chief diversity officer at the University of Utah, believes consistent onboarding platforms and effective communication throughout organizations can also aid retention and foster inclusivity in career growth.  “When I am hired, my supervisor will tell me all the expectations they have of me … It is now my turn to say to my supervisor, ‘These are my expectations of you,’” Houston said. “In order for that conversation to happen, you have to work in a safe, trusted environment. You have to have a leader that says, ‘I have an open door policy.’” Ultimately, team members can’t leave inclusive hiring and career growth up to the highest level of leadership, Watson said.  “You change your culture. You and your teams are in charge,” he continued. “Let people see you acting in a way that inspires them for change.” Mekenna Malan is the editor of Utah Business magazine and a graduate of the print journalism program at Utah State University. She has written about business, music and culture for publications like Business Insider, Time Out, SLUG Magazine, Visit Salt Lake and the Standard-Examiner. She loves hiking, thrifting, reading and taking camping trips with her partner in their 1986 Land Cruiser.