Despite your professional reservations, you know you will hire him because he’s the CEO’s son.

Contents
What is nepotism in the workplace?
Is nepotism in the workplace illegal?
Impact of nepotism in the workplace
Examples of nepotism in the workplace
Spotting the signs of toxic nepotism
How HR can handle nepotism in the workplace

What is nepotism in the workplace?

Nepotism in the workplace is when people in power give jobs or promotions to their friends or family members instead of making decisions based on merit. It takes many forms, from overt job offers to more discreet forms of favoritism. While commonly seen in family-owned businesses where hiring relatives is not unusual, nepotism also happens in larger corporations and governmental organizations.

Interestingly, a new study found that Gen Z employees are most likely to benefit from career nepotism — even if they disapprove of it. More than two-thirds of Gen Z have secured job offers through nepotism. The survey of 2,000 workers found 42% said they’d won a role or job offer through nepotism.

The consequences are profound, often leading to lower morale, higher turnover among non-related staff, and a drop in innovation because the most qualified individuals aren’t selected for the role. When it’s part of the organizational culture, HR professionals face specific challenges in dealing with it.

Is nepotism in the workplace illegal? 

In the U.S., nepotism in the workplace is not generally illegal in the private sector unless it leads to discrimination or breaches of a specific contract. Nepotism becomes a legal issue if it conflicts with anti-discrimination laws or company-specific policies that forbid such practices. This is especially relevant in publicly traded companies under regulations like the Sarbanes-Oxley Act, which requires the disclosure of conflicts of interest to stakeholders.

However, there are more explicit restrictions against nepotism in the public sector. Federal laws, such as 5 U.S. Code § 3110, prohibit public officials from employing or promoting relatives in agencies they have authority over. This law specifies a wide range of familial relationships that fall under its purview, from immediate family members to more extended relatives like cousins and in-laws.

State laws vary significantly. Some have stringent anti-nepotism laws, particularly concerning public employment and the conduct of elected officials. For instance, Kansas and Kentucky have specific statutes that prevent public officials from hiring or advocating for the employment of family members. Ohio also has robust ethics laws that prohibit public officials or employees from participating in the hiring process of family members and restrict their involvement in any employment decisions affecting those relatives​.

These laws aim to maintain fairness and uphold merit-based hiring in the public sector. They align with both legal mandates and ethical principles to eliminate conflicts of interest and ensure every candidate has an equal chance during the hiring process.

The impact of nepotism in the workplace

The impact of nepotism can be significant in the workplace. When left unchecked, nepotism can:

• Reduce employee morale and motivation: When family members or friends are favored for promotions or hiring, it can demoralize other employees who feel their hard work and qualifications are overlooked. This perception can lead to decreased job satisfaction and commitment among staff, reducing overall workplace morale.
• Be perceived as unfair and increase workplace conflicts: Nepotism can create an environment of perceived injustice, where employees feel the playing field is not level. This can lead to resentment and disputes between employees and management and among the employees themselves, potentially disrupting teamwork and collaboration. 
• Decrease productivity and efficiency: When positions are filled based on relationships rather than skills or experience, it may result in less competent job performance. This can negatively impact the productivity and efficiency of the team or the entire organization, as less qualified individuals may struggle with job responsibilities they are not equipped to handle. 
• Result in talent drain: High potential employees who perceive a ceiling to their growth within an organization due to nepotistic practices may seek opportunities elsewhere. This talent drain can leave the organization with less skilled individuals, impacting innovation and the ability to compete in the market. 
• Damage the organizational reputation: Public knowledge of nepotistic practices can tarnish an organization’s reputation, making it harder to attract skilled professionals. It could also potentially impact relationships with clients, investors, and partners who may see such practices as indicative of poor management or ethical standards. 
• Increase legal risks: In certain jurisdictions, especially within public sector jobs or in companies with specific policies against nepotism, engaging in such practices can lead to legal challenges and sanctions, further harming the organization’s standing and operational capability.

HR tip

Implement a formal recusal process
Require employees, especially those in supervisory roles, to formally withdraw from decision-making activities – on hiring, promotions, and salary adjustments – where their personal relationships could influence the outcome. Develop clear guidelines on identifying and documenting potential conflicts of interest and provide training to all employees to reinforce the importance of this process.

Examples of nepotism in the workplace

There are several ways that nepotism can occur: 

Promotion over merit

When family members or friends of leadership are promoted over more qualified candidates. This can lead to leadership gaps, decreased employee morale, and reduced organizational effectiveness. 

For instance, the CEO’s niece receives a managerial position despite having significantly less experience than other applicants.

Exclusive job opportunities

Job openings are sometimes not publicly posted or shared only within a specific network. This gives an unfair advantage to those within the leader’s personal circle. 

An example would be a high-level position that is filled before it is advertised externally, where the chosen candidate is a close friend of the executive. This limits opportunities for existing employees and external candidates who may be more skilled and suitable for the role.

Unequal distribution of benefits

Family members or close friends in the organization may receive unjustifiable benefits such as higher salaries, better office spaces, or more flexible working conditions compared to their colleagues at similar levels. 

This inequality can breed resentment among employees and create a divided workplace culture.

Bias in performance evaluations

Relatives or friends might receive favorable performance evaluations that don’t reflect their actual contributions or achievements. 

For example, a department head might overlook mistakes made by a relative and instead highlight their strengths. This then leads to skewed performance reviews that can affect salary increases, bonuses, and career progression.

Protection from disciplinary action

Family members or friends may be shielded from disciplinary actions that others in similar positions would normally face. 

For instance, if a relative of a senior manager violates company policies, they might face lesser consequences or none at all, which undermines the integrity of workplace policies and can lead to legal and ethical issues.

Spotting the signs of toxic nepotism

Here’s a checklist you can use to spot the signs of toxic nepotism:

1. Unusual hiring practices: Watch for hiring processes that skip standard procedures or transparency. If candidates are hired without proper interviews or without the job being openly advertised, it could indicate nepotism.
2. Unfair performance evaluations: Look out for inconsistencies in how performance reviews are conducted and documented. If certain employees always receive positive reviews despite their average or below-average performance, or if they are frequently excused from meeting key performance indicators, it might suggest nepotism.
3. Resistance to standard oversight: Notice if certain managers or employees frequently bypass normal channels for approval or oversight, especially in staffing decisions or project assignments. This could be a sign that decisions are being made based on personal relationships rather than professional merit.
4. Disproportionate rewards and recognition: Track how rewards, raises, and promotions are distributed. A red flag should be raised when promotions and bonuses are regularly given to less qualified individuals who have personal ties to management.
5. Complaints from employees: Pay attention to employee’s feedback, whether through formal surveys or informal conversations. Frequent mentions of unfair treatment or dissatisfaction with management’s impartiality can be indicative of deeper issues related to nepotism.
6. High turnover in specific departments: High turnover rates in certain teams or under specific leaders can indicate a toxic environment, possibly fueled by nepotistic practices. Investigate the reasons behind why employees leave, focusing on any patterns that suggest dissatisfaction related to unfair treatment.

HR tip

Develop an onboarding program for family members
Create a targeted onboarding program for family members of existing employees. Focus on educating new hires about the company’s principles of meritocracy and the ethical guidelines surrounding professional conduct. Include a module specifically designed to address potential conflicts of interest and the expectations for professional behavior. Assigning a mentor who is not directly connected to the family member can provide unbiased support and guidance, helping integrate the new employee into the company culture equitably.

How HR can handle nepotism in the workplace 

Here are several strategic actions HR can undertake to manage and mitigate the impact of nepotism effectively:

• Step 1: Creating clear anti-nepotism policies: Develop and implement comprehensive policies that clearly define what constitutes nepotism and the consequences of engaging in it. Include guidelines for hiring, promotions, and any other areas where nepotistic practices might arise. Ensure these policies are included in the employee handbook and that all employees are aware of them.
• Step 2: Fostering open communication: Encourage a culture where employees feel safe to report any suspicions of nepotism without fear of retaliation. This could involve setting up anonymous feedback systems or having a designated ombudsperson handle such complaints.
• Step 3: Transparency in HR processes: Maintain transparency in all HR processes, particularly hiring, promotions, and performance evaluations. Publicize job postings internally and externally to ensure fairness, and openly communicate the criteria and processes used for making these decisions.
• Step 4: Training for managers and executives: Provide training sessions for all managerial and executive positions on the effects of nepotism and the importance of maintaining fairness and meritocracy in all decision-making processes. Cover how to handle personal relationships professionally within the organization.
• Step 5: Regular audits of HR practices: Conduct regular audits of HR practices to ensure compliance with established policies and to detect any irregularities that might suggest nepotism. This can help identify issues before they become systemic problems.
• Step 6: Conflict of interest declarations: Require employees and management to declare any potential conflicts of interest, including those involving family members or close friends. This helps HR monitor situations where nepotism could occur and take preventative measures.

To sum up

• Negative impacts of nepotism: Nepotism can lead to a range of adverse outcomes, including reduced employee morale, decreased productivity, and a perception of unfairness within the organization. These factors can diminish workplace harmony and efficiency.
• HR’s role in addressing nepotism: HR plays a crucial role in mitigating the effects of nepotism through clear policies, transparent HR processes, and training. This helps to cultivate a fair work environment and maintain organizational integrity.
• Establishing formal recusal processes: Implementing a formal recusal process helps manage conflicts of interest effectively. By requiring employees to step aside from decision-making when personal relationships might influence outcomes, your organization can uphold fairness and impartiality in critical processes such as hiring and promotions.
• Effective onboarding for relatives: Specialized onboarding programs for family members of existing employees can prevent potential biases and reinforce the company’s commitment to meritocracy. This includes comprehensive training on the company’s ethics and professional conduct expectations and unbiased mentorship to support their integration into the company culture.

The post Nepotism in the Workplace: Identify 6 Toxic Signs appeared first on AIHR.

Social dynamics at work are complex. Employees who form strong bonds often work better together. However, when relationships embolden favoritism, some employees will suffer. HR professionals who understand favoritism can strive to prevent it and fend off the resentment and tension it generates.

This article will take you through what favoritism in the workplace is, how it plays out, the negative effects it can have, and ways to keep it from permeating your organizational culture.

Contents
What is favoritism in the workplace?
Is favoritism in the workplace illegal?
Examples of favoritism in the workplace
Negative effects of favoritism in the workplace
4 solutions to discourage favoritism in the workplace

What is favoritism in the workplace? 

Favoritism in the workplace happens when an employee receives preferential treatment over others based on a personal association and not their performance. In other words, an employee is granted privileges or spared consequences because of their connection with someone.

The bias behind favoritism can stem from an existing family relationship (nepotism) or an acquaintance/friendship (cronyism). We all gravitate toward people who are similar to us, are loyal to us, or have characteristics we admire. If these preferences are left unchecked, they can lead to favoring some individuals and alienating others.

Although forming bonds with others may increase employee satisfaction and engagement, it can also lead to overt or perceived favoritism and cliques in the workplace. Perceived favoritism’s impact can be as significant as blatant favoritism. Employees who believe they are victims of favoritism will feel just as undervalued as if they could confirm that they’d been treated unfairly. 

Whether it’s unconscious or intentional, favoritism skews the work environment and puts some people at a disadvantage.

Is favoritism in the workplace illegal?

While misguided, favoritism in the workplace is typically not illegal. For example, if a manager favors a certain employee for special assignments because they participate in a shared hobby together — this is unethical but not illegal.

Favoritism in the workplace, while unethical, is typically not illegal. For example, if a manager gives special assignments to an employee because they share a hobby, this is favoritism but not against the law.

The US does not have favoritism in the workplace laws that address the issue specifically. However, employment regulations do exist that protect employees when favoritism progresses into prohibited behavior.

Favoritism becomes illegal when it leads to the following circumstances:

• Discriminating against employees for their protected characteristics, such as gender, race, age, disability, or religion
• Castigating employees for not tolerating verbal, physical, emotional, or sexual harassment
• Retaliating against employees for acts such as filing complaints or organizing a union drive
• Violating company policies or employment contract terms.

Is favoritism a form of discrimination?

Favoritism is an unfair practice. It elevates one person over others for unmerited reasons. Also, favoritism can be a form of discrimination in the legal sense.

Discrimination takes place when employment decisions and actions result in employees with legally protected characteristics being treated differently than others. When favoritism results in denying people with these traits equal opportunities, it leads to workplace discrimination.

Let’s say a manager overlooks a qualified female employee for advancement and instead promotes his less experienced male friend. This is an example of a potential favoritism in the workplace lawsuit based on gender discrimination.

4 examples of favoritism in the workplace

Favoritism at work can be overt or subtle, taking on a variety of forms. Even so, there are some common ways favoritism plays out, such as the following:

Example 1. Unjustified or unbalanced promotions, raises, and opportunities

Managers or decision-makers who fall into the favoritism trap will prioritize certain employees for rewards and opportunities over other deserving employees.

Example 2. Unfair distribution of tasks

Favoritism may lead to work distribution that can’t be rationalized by employees’ abilities or the position they hold.

Example 3. Double standards for performance and behavior

When employees are held to inconsistent standards regarding their performance or behavior, it’s a sure sign of favoritism.

Example 4. Social circles and exclusivity

Exclusive groups formed from workplace social connections often suggest the presence of favoritism.

When duos or small groups form and become too internally focused, they can fuel workplace favoritism such as:

• Biased decision-making according to the preferences of the inner circle
• Selective communication, which gives privileged access to some and leaves others out of the loop on critical information
• Subjective perspective in accepting new ideas or mediating workplace conflict based on personal alliances.

Negative effects of favoritism in the workplace

Once favoritism takes hold and people feel left behind, other problems are spurred throughout an organization.

Let’s look at four consequences of favoritism at work:

Toxic work environment

A work environment becomes toxic when negative behaviors are allowed to seep in and become the norm, resulting in heightened emotional strain for employees.

Favoritism can contribute to a toxic work environment because it fosters a contentious atmosphere characterized by resentment and unhealthy competition among employees. The goal becomes making the right connections instead of producing quality work that contributes to the company’s success.

Additionally, some employees will feel obliged to take on an excessive workload just to get noticed. When overlooked, employees don’t know where they stand in an unpredictable or impenetrable hierarchy; stress and burnout are likely outcomes.

Favoritism also completely undermines an organization’s commitment to diversity and inclusion. You can’t create a cohesive, accepting workplace when it’s obvious that certain employees receive advantages that others aren’t afforded. Claiming to be inclusive while allowing favoritism to flourish turns DEIB efforts into merely an illusion.

Increased employee turnover

Favoritism disconnects talented employees from their organization when they believe they are undervalued and don’t have fair opportunities. An academic study published by MDPI in 2022 validated that favoritism is a work stressor that negatively impacts the employees’ perception of the organization. 

This can motivate a search for new employment elsewhere where they believe their efforts will be more appropriately recognized and rewarded.

Erosion of trust and respect for leadership

Trust is crucial in building any mutually beneficial relationship. The injustice of favoritism can impede the trustworthiness of company leadership and make employees lose respect for them. When leaders visibly favor certain employees, the remaining employees will doubt their impartiality and judgment.

Once employees begin to question whether their leaders will make fair decisions and manage effectively, lower morale, negative dialogue, and a collapse in teamwork can permeate the workplace.

Decreased productivity

If employees are granted promotions or projects based on their favored status and not their skills, they may only be capable of mediocre output.

Additionally, preferential treatment for some creates divisions within teams and affects motivation. Assuming that your efforts will not necessarily be recognized or rewarded depletes any enthusiasm for attempting hard work.

Employees who feel excluded may withdraw, stop contributing their ideas, and hesitate to collaborate with team members. One study that performed a series of experiments with games showed that favoritism in choosing players reduced cooperation among participants.

Any breakdown in team harmony and communication hinders the flow of information and stifles innovation needed for productivity and achieving business goals.

4 solutions to discourage favoritism in the workplace

Workplace relationships will inevitably occur in every organization, but they can’t be allowed to breed favoritism. A proactive approach to favoritism will foster awareness and transparency.

Here are four actions that will help you combat favoritism in the workplace:

1. Establish clear policies

Every organization needs guardrails to protect against systemic favoritism. It’s crucial to establish policies that explicitly address workplace nepotism and favoritism. Furthermore, they must be consistently enforced.

The policies should outline the following:

• What constitutes nepotism and favoritism in the workplace
• Guidelines for hiring friends and family members of current employees
• Disciplinary actions for practicing favoritism
• Process for reporting favoritism.

Ensure these guidelines are communicated and accessible to all employees.

2. Provide leadership training

All levels of leadership should be educated on favoritism. They should fully understand what it is, recognize their tendencies toward it, and be equipped to avoid it and set a good example.

Offer training that covers topics such as:

• Negative impact of favoritism on team dynamics
• Awareness of personal preferences that generate self-serving biases
• Unbiased decision-making
• Fostering a cohesive team
• Effective communication of the reasoning behind decisions
• Setting firm boundaries for workplace relationships.

HR tip

Encourage regular training for managers on impartiality and inclusivity. These sessions should highlight the importance of equitable treatment and provide practical tools for recognizing and avoiding biased decision-making.

3. Promote a merit-based system

Establish a structure that ensures all employment decisions are based on qualifications, contribution, and performance. By including objective criteria and standardized processes, you can minimize subjective judgments. This system should apply to hiring, compensation, promotions, recognition, and assignments.

Ensure managers set clear expectations and offer employees frequent feedback. Performance reviews should be based on consistent standards and conducted regularly for all employees. Require managers to quantify their decisions on raises and bonuses with impartial data.  

4. Investigate favoritism complaints thoroughly

An open channel for reporting favoritism must be in place and acted on. Take every complaint of nepotism and favoritism seriously and investigate them promptly, thoroughly, and objectively. Gather and examine all the facts to determine if favoritism policies were violated.

Employees need to know that the reporting process offers a safe mechanism for addressing their claims. Ensure the procedures remain completely confidential and that all parties are treated with respect and discretion.

Key takeaway

People who work together need to build connections with each other. Then again, these relationships must remain professional and not become exclusive alliances that keep others from the prospects and treatment they deserve.

It’s essential to face and address favoritism with awareness, clear policies, a fair employment decision system, and a safe reporting process. This will help prevent both perceived and actual favoritism and inspire a culture of fairness and equal opportunity.

The post Favoritism in the Workplace: How To Spot and Prevent It appeared first on AIHR.

Forward-thinking organizations increasingly focus on DEIB initiatives to drive innovation, promote collaboration, and improve employee wellbeing by recognizing the value of diverse viewpoints, equitable opportunities, and inclusive cultures. From recruitment and retention approaches to leadership development and policy implementation, DEIB enhances organizations’ functions.

In this article, we explore the significance of DEIB training as a strategic investment that unlocks the full potential of both individuals and organizations.

Contents
What is DEI(B) training?
Why is DEI training important?
What are the different types of DEIB training?
How HR can implement DEIB training
DEI training programs

What is DEI(B) training?

DEIB training is an educational process designed to foster awareness, understanding, and appreciation of diverse workplace perspectives, experiences, and identities. It encompasses a range of activities, including workshops, seminars, discussions, and experiential learning exercises that promote cultural competency, mitigate biases, and create a workplace culture for growth and advancement.

Why is DEI training important?

For the organization:

• Attracts top talent: Organizations that prioritize DEIB training signal their commitment to creating inclusive environments, making them more attractive to diverse talent pools seeking supportive workplaces. This commitment goes beyond lip service; it shows that the organization actively seeks ways to create welcoming and supportive workspaces for individuals of diverse backgrounds.
• Results in innovation: Diverse and inclusive workforces offer a variety of perspectives, fostering creativity and innovation, which are essential for problem-solving and staying competitive in the market.  Imagine a workplace where every voice is heard, every perspective is valued, and every idea is considered. That is the kind of environment that DEIB training aims to cultivate. Organizations that endorse DEIB create a melting pot of perspectives, experiences, and ideas by promoting diversity, equity, inclusion, and belonging.
• Improves company reputation: A commitment to DEIB can be a powerful differentiator in the marketplace. Consumers, investors, and partners are looking beyond products and profits. They want to support financially successful, socially responsible, and ethical companies in their practices and to develop trust and loyalty toward the brand. DEIB training initiatives enhance the organization’s reputation.

For employees:

• Builds stronger teams: DEIB training fosters an environment where all team members feel valued and understood, promoting collaboration, synergy, and cohesion among diverse teams. For top talent, especially those from underrepresented groups, the presence of DEIB training programs sends a powerful message. It demonstrates that the organization is aware of the importance of diversity and inclusion and is willing to invest time, resources, and effort into cultivating an environment where everyone can thrive.
• Reduces unconscious bias: DEIB training helps to create mutual respect and appreciation within teams. In such an environment, team members are more likely to collaborate effectively, leverage each other’s strengths, and harness the power of diversity to achieve shared goals. DEIB training helps break down barriers and challenge stereotypes. They promote collaboration, synergy, and cohesion among diverse teams, improving productivity, innovation, and overall performance.
• Promotes a sense of belonging: Creating an inclusive culture of DEIB initiatives that value and celebrate differences is essential to fostering belonging. This will lead to higher retention rates and greater stability within the workforce. By embracing diversity, organizations signal to their employees that they are respected, valued, and integral team members, creating safe spaces for them.

What are the different types of DEIB training?

1. DEIB training for HR

HR DEIB training is designed to empower Human Resources professionals with the expertise to effectively implement Diversity, Equity, Inclusion, and Belonging (DEIB) initiatives within their organizations. This training addresses HR professionals’ challenges and responsibilities in promoting DEI throughout the employee lifecycle.

One key aspect of DEIB training is providing HR professionals with the knowledge and skills to develop and implement inclusive recruitment processes. This includes understanding best practices for attracting a diverse pool of candidates, mitigating bias in the hiring process, and creating inclusive job descriptions and selection criteria. By mastering these strategies, HR professionals can ensure that their organizations can recruit and retain top talent from various backgrounds and experiences.

Additionally, HR DEIB training focuses on policy development, providing HR professionals with the tools and techniques to create and implement policies promoting workplace diversity, equity, and inclusion. This includes developing anti-discrimination and anti-harassment policies, making accommodations for employees with disabilities, and implementing initiatives to support underrepresented groups within the organization.

By integrating DEIB principles into organizational policies, HR professionals can help create a culture of inclusivity and respect permeating every workplace aspect.

HR tip

AIHR’s Diversity, Equity, Inclusion & Belonging Certificate Program helps you to assess the current culture of your organization and run a culture workshop, as well as plan and implement a new D&I strategy.

2. Inclusive leadership training

Inclusive leadership training equips leaders and managers with the skills and mindset to foster inclusive and fair work environments. This training targets those in positions of authority, emphasizing leaders’ critical role in shaping organizational culture and promoting diversity, equity, and inclusion (DEI) initiatives. 

A key focus of inclusive leadership training is developing inclusive leadership behaviors, such as active listening. Leaders learn to genuinely engage with and understand their team members’ perspectives by actively listening to diverse viewpoints. By actively listening to diverse perspectives, leaders can initiate an environment where everyone is appreciated and respected, leading to better decision-making and problem-solving.

Inclusive leadership training also emphasizes the significance of promoting diversity in decision-making processes. Leaders learn to recognize and mitigate unconscious biases influencing their judgments and decisions.

3. Employee training

Over and above general DEIB training, there are various types of more specific DEIB training available for employees based on an organization’s needs. Some of these types include:

• Awareness training: Offers foundational learning to help employees recognize their own biases and understand the experiences of people from different backgrounds. It focuses on increasing knowledge about diversity and the benefits it brings to the workplace.
• Unconscious bias training: Aims to help employees identify and overcome unconscious biases that can influence decision-making and interactions with others. This training is critical for creating a fair and equitable work environment.
• Allyship training: Encourages employees to become allies who support and advocate for colleagues from underrepresented groups. It includes guidance on how to listen, learn, and act in ways that contribute to a more inclusive workplace.

How HR can implement DEIB training

Implementing DEIB training within an organization is crucial to fostering a culture of diversity, equity, inclusion, and belonging. HR professionals play a leading role in this process, and they can follow a strategic approach outlined below:

1. Assess organizational readiness

• Identify key stakeholders: To gain buy-in and support for DEIB initiatives, engage with leaders, executives, and employees across different departments. Key stakeholders can provide valuable insights and resources to support the implementation process.
• Conduct diversity audits: Assess the current state of DEI within the organization by collecting data on demographics, representation, and employee experiences. This may involve surveys, focus groups, and interviews to gather qualitative and quantitative information.
• Analyze metrics: Review DEIB key performance indicators (KPIs), such as hiring and promotion rates, employee turnover, and satisfaction surveys. Analyzing DEIB metrics can help identify areas of improvement and prioritize initiatives accordingly.

2. Select the right training

• Choose a suitable service provider: Research and select a reputable DEIB training provider that offers programs tailored to the organization’s needs and objectives. Look for providers with expertise in unconscious bias training, inclusive leadership development, and cultural competency.
• Customize the training: Work closely with the chosen provider to customize the training content and delivery format to align with the organization’s culture, values, and goals. Tailoring the training ensures relevance and effectiveness in addressing specific organizational challenges and opportunities.

3. Implement the training

• Kick-off awareness campaigns: Launch company-wide awareness campaigns to introduce DEIB training initiatives and generate enthusiasm and support. This may include communication strategies such as email announcements, intranet articles, and town hall meetings to raise awareness and encourage participation.
• Conduct training sessions: Schedule and facilitate DEIB training sessions for all levels of the organization. Ensure you offer various formats, such as workshops, webinars, and interactive discussions, to accommodate different learning styles and preferences.
• Evaluate the impact: Measure the effectiveness of the training by collecting feedback from participants, conducting post-training surveys, and tracking key performance indicators. Evaluate the training’s impact on employee attitudes, behaviors, and organizational culture and make adjustments to optimize outcomes.

This strategic approach helps create a supportive and comprehensive workplace where all employees can thrive and contribute to organizational success.

DEI training programs

Key takeaway

DEIB training transcends mere checkboxes; it represents a strategic investment in organizational success and employee wellbeing.

By nurturing inclusive cultures that celebrate diversity and prioritize equity, organizations unlock the full potential of their workforce, fostering innovation, creativity, and sustainable growth in today’s dynamic global marketplace, paving the way for a future where every individual feels valued, respected, and empowered to thrive.

The post What Is DEI Training? Your 101 Guide in 2024 appeared first on AIHR.

To help you choose the right certification program for you, we’ll explore the best DEI certificate programs in this article — including a brief overview, who they are for, how long they take to complete, and their cost.

Contents
What is a DEI certification?
Why you should get DEI certified
Popular DEI certifications
1. AIHR – Diversity, Equity, Inclusion & Belonging Certificate Program
2. eCornell – Diversity and Inclusion Certificate Program
3. ESSEC Business School – Diversity and Inclusion in the Workplace
4. Catalyst – Inclusive Leadership Professional Certificate
5. American Management Association – Diversity, Equity and Inclusion Certificate Program
6. Purdue University – Understanding Diversity and Inclusion
7. NDC Certification Program
8. HRCI – Certificate in Diversity and Inclusion in HR Management
9. SHRM – Inclusive Workplace Culture Specialty Credential
10. The Sarah Jane Academy – Diversity, Equity & Inclusion for Practitioners
11. The Diversity Movement – A range of certificate programs
12. Institute for Diversity Certification –  Certified Diversity Professional (CDP) and Certified Diversity Executive (CDE) programs
FAQ

What is a DEI certification?

A DEI certification is a form of credential given to anyone who successfully completes a course or a certificate program in fostering and improving Diversity, Equity, Inclusion, and Belonging in the workplace.

These certifications educate HR and other people professionals about the principles of DEIB, equipping them with the knowledge to integrate these values into organizational culture. These HR professionals can then create strategies to help make all employees feel valued, included, and safe.

Why you should get DEI certified

While it’s not absolutely necessary for you to be formally educated in D&I to be able to perform well in this type of role, getting a DEI certification can give you a huge advantage. Here are some reasons why you should consider getting DEI certified:

• Building knowledge and skills: DEI certification programs provide comprehensive education and training on diversity, equity, and inclusion, which allows you to bring these competencies back to your organization to promote inclusive practices in the workplace.
• Improved hireability and earning potential: Getting a specialized certification can often lead to receiving a promotion or a new job, as well as getting a salary increase of up to 20%.
• Creating organizational impact: Organizations need qualified D&I professionals to build a competitive edge in their industry and attract top talent, particularly younger workers who place more importance on diversity, equity, and inclusion in the workplace.
• Networking: You’ll benefit from connecting and interacting with a network of other D&I thought leaders and professionals.
• Personal growth: Pursuing DEI certification allows you to engage in self-reflection, broaden your perspectives, and develop a deeper understanding of social justice issues, leading to personal growth and increased cultural competence.
• Staying updated on best practices: DEI certification programs often include up-to-date information on emerging trends, research findings, and best practices in the field of DEI, enabling certified professionals to stay informed and implement innovative strategies in their workplaces.

That being said, with so many DEI certification programs out there, it can be overwhelming to pick the right one for you. To make the search easier, we’ve compiled a list of the best DEI certificate programs.

Best DEI certifications

Here are some of the most popular and high-quality DEI certificate programs that can help you boost your DEI knowledge and awareness, and put you in a strong position to weave diversity and inclusion policies and practices into any company you work for, today and in the future.

They are all online programs, which means you can enroll in them no matter where you’re located. Many of them are self-paced and can be completed around your existing commitments.

Let’s get started!

Please note that this list is compiled based on publicly available information. We have not tried the courses ourselves, with the exception of AIHR’s certificate program.

1. AIHR – Diversity, Equity, Inclusion & Belonging Certificate Program

Program overview: In this globally accredited online certificate program, students will build a thorough understanding of the key aspects of diversity and inclusion, recognize and overcome biases by mastering inclusive conversational skills and strategies, solve cultural conflicts and dilemmas arising from intercultural differences, and learn to successfully implement and manage cultural changes in an organization. 

Here is the module structure of the program: 

• Diversity, Equity, Inclusion & Belonging (beginner and intermediate modules)
• Inclusive Communication Skills
• Organizational Culture
• Intercultural Differences
• Capstone Project

Each of the modules is video-based, with plenty of assignments, quizzes, and downloadable materials to create an engaging learning experience.

Students will also receive access to a comprehensive HR resource library, a worldwide community, live events, and a learning coach (included with full access membership).

After finishing the certificate program, you will receive your certificate that serves as a credential of your expertise:

Who it’s for: Professionals, managers, and leaders in D&I or Human Resources who want to make sure that their knowledge and skill set are both comprehensive and current.

Duration: Students will need to put in around three hours per week for 11 weeks to complete this program. Everything is completely online and self-paced, so you can progress as quickly as you like.

Cost: The cost of the certificate program is $1,125 for 12-month access. Alternatively, students can also enroll in the Academy for $1,850 to gain 12-month access to all certification programs.

Find the details about the AIHR DEIB certificate program and enroll here.

2. eCornell – Diversity and Inclusion Certificate Program

Program overview: As part of Cornell University’s online course offers, this certificate program provides students with an understanding of the institutional and psychological processes that impact the way people interact with each other in the context of diversity and inclusion. Students will gain valuable skills and knowledge in: 

• Improving Employee Engagement 
• Countering Unconscious Bias 
• Diversity, Equity, and Inclusion at Work
• Fostering an Inclusive Climate
• Diversity, Equity, and Inclusion (Symposium)

Upon completion of the course, students will be able to:

• Evaluate and boost employee engagement levels
• Cultivate a positive organizational culture
• Recognize and address unconscious bias in the workplace
• Identify and mitigate stereotypes and prejudices that may impact team dynamics
• Improve the psychological safety of employees

Who it’s for: Team managers or supervisors, or executives responsible for strategic culture efforts and decision-making, or anyone interested in creating an inclusive workplace.

Duration: To complete this program, students will need to spend three to five hours per week for two months.

Cost: The price is typically $3,699. Sometimes, there are discounts, and a monthly payment option is also available.

Find the details about the eCornell program and enroll here.

3. ESSEC Business School – Diversity and Inclusion in the Workplace 

Program overview: Power dynamics in the workplace greatly impact how diverse and inclusive that environment is. This is the main focus of this D&I program created by the ESSEC Business School, which also provides students with the best practices to support fellow employees. Students will gain an understanding of the paradox and dynamics of discrimination in the workplace, as well as how to overcome this and achieve better results. 

This course is comprised of four modules: 

• Diversity and Inclusion Foundation
• Categorization and Diversity Perceptions 
• Disrupting with Diversity 
• Diversity and Inclusion around the World 

Who it’s for: Young professionals who are just starting their HR careers or those who want to boost their D&I awareness.

Duration: This course takes approximately 10 hours to complete, and it’s recommended to spend 3 hours per week for 3 weeks.

Cost: As this program is on Coursera, the cost will vary based on the subscription plans. There is a free trial available.

Find the details about the ESSEC Business School program and enroll here.

4. Catalyst – Inclusive Leadership Professional Certificate 

Program overview: Students enrolled in this program will be able to develop inclusive leadership skills to make them successful in the current global economy. 

This online training program contains three courses: 

• Become a Successful Leader
• Get Beyond Work-Life Balance 
• Leading With Effective Communication 

In this program, students will:

• Develop inclusive leadership skills and learn to apply the key inclusive leadership behaviors of Empowerment, Accountability, Courage, and Humility (EACH) effectively across various contexts
• Get access to case studies, assessments, and discussions with learners worldwide
• Master inclusive communication strategies and techniques in the context of leadership

Who it’s for: Beginners who want to hone their skills and become inclusive leaders or managers, or those who want to take on managerial roles.

Duration: Students will need to put in one to two hours per week for three months. You set your own pace.

Cost: This program costs $207. Watch out for discounts.

Find the details about the Catalyst program and enroll here.

5. American Management Association – Diversity, Equity and Inclusion Certificate Program

Program overview: This diversity & inclusion certification program centers on equipping students with the skills needed to become diversity champions in their organizations and to lead inclusive teams. Upon finishing this program, students will be able to recognize the unique and multidimensional aspects of individual identity, understand unconscious biases and stereotypes on a deeper level, and foster a thriving culture. 

Here are the main modules in the course:

• Introduction to Diversity and Inclusion
• Bridging Communication Differences
• Emotional Intelligence and Diversity and Inclusion
• Leading a Successful Multicultural Team
• Conducting Difficult Conversations Successfully
• Your Vision and Plan for an Inclusive Workplace
• Capstone: Practice and Application
• Putting Your Plan into Action

Here’s an overview of the key takeaways from the program:

• Understanding the different types of biases and developing strategies to mitigate their impact
• Developing emotionally intelligent communication strategies and learning about mindfulness techniques to navigate leadership challenges
• Improving meeting facilitation skills to foster inclusivity and participation
• Promoting respect, civility, and trust in the workplace.

Who it’s for: Leaders at all levels, HR professionals, or others who are responsible for or wish to take responsibility for diversity and inclusion in their organizations.

Duration: This is a live learning program that can be attended online (four days) or in-person (three days).

Cost: For non-AMA members, the investment is $3,295, while for members, it’s $2,995.

Find the details about the AMA program and enroll here.

6. Purdue University – Understanding Diversity and Inclusion

Program overview: This is a business management with a particular focus on exploring and embracing diversity, and creating more inclusive and open environments that are welcome to all. 

Topics to be covered in this program are: 

• Phases of diversity dexterity 
• Attitudes, skills, and knowledge supporting diversity 
• Unconscious biases
• Ethnocentric and ethno-relative mindsets 
• Elements of diversity and inclusion 

Who it’s for: This course is for anyone looking to improve their attitude, skills, and knowledge for effective work with different people (including HR employees, corporate trainers, professionals working in marketing).

Duration: Students will need to put in three hours per week for three weeks. 

Cost: This program is free of charge for its duration, but students can purchase a course upgrade for lifetime access to the course, as well as access to course tests (if there are any), and receive a printed and digital Certificate of Achievement or Statement of Participation when eligible.

Find the details about the Purdue University program and enroll here.

7. NDC Certification Program

Program overview: Students enrolled in the National Diversity Council Certification Program will gain first-hand knowledge of creating and implementing highly successful D&I strategies to boost performance. Upon completion, participants should be able to:

• Identify diversity and inclusion as drivers of organizational success and employee engagement in the contemporary business environment 
•  Perform at a high level as D&I professionals 

This program covers five diversity domains:

• The business case for D&I 
• Measurement and accountability
• Cultural competence
• Inclusive leadership
• Best practices in Diversity and Inclusion

Who it’s for: Professionals working in the D&I field and any other professionals interested in the field.

Duration: This is a five-day virtual training program. 

Cost: To enroll, students will need to pay $5,550 for a five-day virtual classroom, access to NDC toolkit and graduate network, and the CDP (Certified Diversity Professional) examination fee.

Find the details about the NDC certification program and enroll here.

8. HRCI – Certificate in Diversity and Inclusion in HR Management (Assessment, Inclusion, and Retention)

Program overview: This certificate in D&I in HR Management provides a foundation for creating a workplace where all employees are respected and appreciated as valuable members of the organization, are able to participate in work-related opportunities, can follow career paths that use their skills and knowledge to the fullest, and receive fair compensation.

The HRCI program contains the following courses:

• Fostering an Inclusive Culture
• Assessing Diversity and Inclusion
• Hiring and Retaining Diverse Talent

This certificate has been developed in accordance with the International Organization for Standardization’s guidance on diversity and inclusion for organizations (ISO 30415:2021). What’s more, students who finish the learning path will earn 12 HRCI recertification credits.

Who it’s for: D&I and/or HR professionals who want to get practical guidance on building an inclusive culture within their organization.

Duration: The program takes about 12 hours to complete.

Cost: $239, which includes 180 days access to the course.

Find the details about the Certificate in Diversity and Inclusion in HR Management program and enroll here.

9. SHRM – Inclusive Workplace Culture Specialty Credential

Program overview: The Inclusive Workplace Culture Specialty Credential gives HR professionals the strategies and tools needed to successfully shift organizational culture. In this program, participants will learn how to maximize potential through fostering a positive work environment rooted in inclusivity and belonging, ultimately unlocking the organizational gains of a diverse and dedicated workforce.

The program includes:

• Enrollment in the Inclusive Workplace Culture: Leading and Sustaining a Culture Transformation educational program
• Three comprehensive SHRM elearning courses focused on skills required for an Inclusive Workplace Culture
• An online Inclusive Workplace Culture knowledge assessment.

Who it’s for: Individuals interested in earning a specialty credential that demonstrates the continuing effort to reinforce positive change and forwarding thinking within the workplace.

Duration: The duration of this program depends on whether you choose an instructor-led or self-paced version. 

Cost: For the live online or in-person seminar version of this program, members pay $1,830, while non-member can enroll for $2,105. The self-paced option costs members $1,755, and non-members: $2,030.

For all the details about the SHRM Credential and to enroll, click here. 

10. The Sarah Jane Academy – Diversity, Equity & Inclusion for Practitioners

Program overview: In the Diversity, Equity & Inclusion for Practitioners program, you will explore the evolution of the DEI industry, understand the role of a DEI practitioner, become aware of common threats to DEI (as well as tools to help), and learn how to protect against unconscious bias and microaggressions. 

The curriculum of this program is split into four parts, each one lasting a week. 

• Week 1: DEI Evolution & Top Challenges
• Week 2: Your Role as a DEI Practitioner
• Week 3: Getting to Work
• Week 4: DEI in Practice

Who it’s for: Diversity Equity & Inclusion advocates and professionals who want to learn actionable tactics for DEI and gain a DEI certificate.

Duration: This program runs every month and lasts for four weeks. There are optional live 90-minute virtual sessions each week (with recordings sent out). 

Cost: The cost to enroll in this online DEI certification program is $300.

Find the details of The Sarah Jane Academy course and enroll here. 

11. The Diversity Movement – A range of certificate programs

Program overview: The Diversity Movement offers a range of different programs within DEI to suit different needs and career aspirations. All programs are taught by their Certified Diversity Executives and extensively peer-reviewed. 

Intensive, CDE, and CDP programs are led virtually on Zoom and follow a cohort model, while the ERG and Inclusive Leadership programs are private sessions that can be held either virtually or in-person upon request. 

Who it’s for: DEI practitioners, employee resource groups, and leadership teams.

Duration: The ERG certificate program is a four-hour training, Inclusive Leadership programs are six hours, and the Intensive, CDE, and CDP programs are 24-28 hours over four days. 

Cost: Prices start from $2,500 depending on the program you choose. 

Get more information on all the courses and certifications that The Diversity Movement offers and enroll here. 

12. Institute for Diversity Certification –  Certified Diversity Professional (CDP) and Certified Diversity Executive (CDE) programs

Program overview: Explore DEI research, case studies and trends from around the world, learn from true experts with extensive experience working with multinationals, and learn to manage DEI better with effective strategies (quantitative and qualitative) for more impactful outcomes.

Who it’s for: HR and diversity and inclusion professionals who want formal credentials to demonstrate they have the knowledge and skills to create and implement diversity and inclusion in the workplace.

Duration: Diversity and inclusion courses consist of an 8-week online course or a 4-day virtual class on Zoom. Both cover the same content.

Cost: The CDP costs $3,305 (online and virtual), and the CDE costs $4,139 (online & virtual) per person. 

To browse the IDC’s D&I certification programs and enroll today, click here.

Over to you

The best DEI certification depends on who you are, what you want to learn, and where you wish to grow in your career. Reflect on your personal career goals and any areas you wish to specialize in and make an impact.

FAQ

The post 12 Best DEI Certifications of 2024 appeared first on AIHR.

Let’s take a closer look at what employee resource groups do and how to create an effective employee resource group policy for your organization.

Contents
What does an employee resource group do?
What is an employee resource group policy?
What to include in an employee resource group policy
How to write an employee resource group policy: Best practices
FAQ

What does an employee resource group do?

Employee resource groups create community-led solutions to workplace and workforce issues that are likely more unique to that community. They are a way for companies to bring their Diversity, Equity, Inclusion and Belonging (DEIB) policies to life and show support to those groups.

ERGs give employees space to share their experiences and support each other. They can discuss how they are being affected by specific situations, policies, or company decisions.

Moreover, ERGs may help:

• Create psychological safety and wellbeing among a potentially vulnerable group
• Develop talent internally, especially as an informal way to recognize potential leaders
• Increase a sense of belonging, which, in turn, can improve retention
• Gather feedback and ideas for further improvement of DEIB initiatives
• Give ownership to employees over their development
• Tackle company-wide challenges and address problems openly and swiftly
• Create an opportunity for leadership to hear employee needs.

You may hear ERGs referred to as affinity groups, which are typically less formal employee-led groups without direct ties to the organization’s DEIB objectives.

More recently, there’s been an off-shoot of business resource groups (BRGs). The business resource groups focus more on employees with similar goals or interests, e.g., Public Speaking Groups. That way, BRGs are more about networking and development than any particular group’s needs.

In the last 60 years, the workplace has changed a fair bit, and so ERGs should change to reflect the needs of modern employees. Some have modernized it by opening up membership to “allies”. An example is male members in the female-oriented ERG being invited to join. Others organize outside of the workplace. For instance, they volunteer to provide warm winter lunches for children at underprivileged schools.

Over 90% of Fortune 500 companies support some kind of ERGs in their organization. Despite their popularity, recent moves, such as Elon Musk axing all such groups at Twitter, have some leaders questioning whether they should be doing the same or looking to overhaul them altogether.

In this time of change, set out the purpose and the meaning behind the ERGs at your organization, no matter how big or small.

Returning to basics can remind you why they exist and show you the path ahead. I currently am in a company of 35 people, and I just created the Women’s ERG with 10 of us, which was, in my opinion, the right time to do so. This is why it is essential to go back to the foundations and create a clear set of policies to outline the purpose.

What is an employee resource group policy?

An employee resource group policy is a formal document that defines the purpose, structure, and operational guidelines of ERGs within an organization. It sets out the objectives, membership criteria, leadership roles, funding provisions, and the process for establishing new groups.

There are two levels of policies to look at – one is company-wide, and the other is group-specific.

Company-wide policies are important as they guide anyone who wants to create an ERG about what they should and should not do. It is a great show of initiative to have an employee volunteer to organize a group. However, they may not know what your organization wants to encourage or discourage.

Group-specific policies contain the purpose, mission, and terms of engagement for each ERG. It should also cover things like governance and forms of communication. It gives members and potential members a clear picture of whether or not they can participate and if they align themselves with what the group is about.

What to include in an employee resource group policy

The policies governing the creation, running, and participation of ERGs can vary depending on the organization or the group. Yet, there are certain foundations that each policy should have. Here are some tips on what to include at the two levels of employee resource group policy.

Company-wide

The company-wide ERG policy should inform employees how to create and run an ERG themselves. They must apply equally to all groups to ensure fairness and should include things like:

Statement of purpose

This outlines how your company is looking to support ERGs and underrepresented voices.

• What is the purpose of these groups in your company’s vision, and where is their place in achieving the company’s mission?
• What kind of commitments does the organization make to employees about how they will support an ERG once created?

Guidelines on how to create an ERG

Describe the rules, process, and support available.

• Do the group founders need to get an executive sponsor? Who is eligible to be that sponsor, and what must their level of involvement be, if any?
• Who do they need to inform about creating a new ERG, and what is the approval process? Do they, for instance, need to make a business case?
• What are the requirements for group formation? E.g., have a policy, bylaws or a code of conduct, and a governance structure?
• What kind of support can they get in creating the ERG? For example, during the approval process and later for announcing the formation of the group.
• What are the budget and resources available, and how can the group access them?

Information on what is not allowed

Explain if there are any particular groups or causes that are not allowed to form around.

• Are ERGs allowed to exclude certain groups of employees? An example could be female Muslim groups not being open to male members on the grounds of faith and the kinds of topics that would be discussed.
• Are employees allowed to form politically affiliated groups?
• Are they allowed to form a group in opposition to another group?
• What kind of activities may not be covered? For instance, collective bargaining agreements might need to be under a union, not an ERG.

Reporting requirements

Your company-wide ERG policy should provide guidance on what the company would require reporting on:

• Events, membership numbers, event attendance
• Initiatives launched
• Satisfaction score from ERG members to measure what they think about the group.

Relationship with HR

• What support do ERGs need from HR? How exactly will ERGs collaborate with Human Resources to raise issues identified and work on potential solutions? 

Group-specific policy (charter)

Group-specific ERG policies, also sometimes called charters, can be a bit more varied depending on the needs of each group and their purpose. For example, if it’s a business resource group around public speaking, the membership rules might differ from that of an ERG for Black female employees.

However, the basics have to be there to ensure that each group member understands where they stand and what the group is about. This should be clear regardless of whether they are a new starter or an employee of many years.

Here are some things to make sure your ERG policy covers:

Mission and objectives

• What is the purpose of this ERG’s existence, and where is it going?
• How does it align with the company’s overall mission and objectives?
• How the group aims to achieve these objectives?

Membership requirements

If there are any, this might require a vote or a discussion.

• Is the ERG open to allies? For example, an LGBTQ+ group is open to employees who do not identify as such but are allies. How would allies participate if separate from members? Many modern companies require their ERGs to be open to all who want to join, so check the company policy first.
• How are members expected to participate? Do they vote, show up to meetings, or help organize events? Is there a mandatory minimum for participation? Most groups make it voluntary and leave this fairly open, as doing otherwise may interfere with the employee’s actual work.
• What are potential grounds for exclusion, if any? An example would be using the ERG platform to advocate against another group.

Governance and leadership roles clarification

• Who is the leader, how is a leader selected (e.g., vote or rotation), and how often? If leadership rotates, more people can show their leadership skills outside of their work and develop further. Additionally, this helps avoid groupthink and the creation of authority bias.
• What are any other positions needed to run the ERG, such as secretary, treasurer, and event manager? What is their purpose, how are they selected, and how often? Depending on the size of the ERG, there may need to be multiple roles like this and even regional leaders, so your ERG policy may need to cover a reporting structure, too.

Decision-making processes

• How are decisions to be made in the group? What kinds of decisions are expected to be made? Is unanimity required or a simple majority? Think of it like a political party when writing your ERG policy.
• Is there an appeal process? How can people bring up issues that they believe were not appropriately heard to the table and get them reviewed?

Bylaws

• Code of conduct: What conduct is to be encouraged, and what is to be discouraged? These should be mission-focused groups and not a space for people to come in and gossip, for example.
• Accountability and transparency: It is very important in the building of trust to have clarity on what the ERG is doing and advocating for. This will earn the trust of members and executive leadership alike.
• How often is the policy to be reviewed? No policy can last forever. Set a term on how often this needs to be checked, and likely, it’ll need to be reviewed a bit more often at the start while the ERG is getting set up.

HR tip

Develop a comprehensive employee resource group toolkit for ERG leaders and members. This toolkit should provide essential resources, templates, and guides on best practices, event planning, communication strategies, and measurement of outcomes. The document should serve as a ready reference to support the effective management and growth of ERGs within the organization.

How to write an employee resource group policy: Best practices

Next to including all the key components of the ERG policy in your written document, here are some best practices to keep in mind:

• Align with company policies: Ensure that the ERG policy is in harmony with existing company policies, particularly those related to non-discrimination, harassment, and professional conduct.
• Promote voluntary participation: Emphasize that involvement in ERGs is voluntary and should not impact an employee’s career progression or job security.
• Highlight confidentiality and privacy: Address confidentiality and privacy concerns within the ERG policy, particularly in relation to sensitive discussions and personal information. This reassures members that their participation is safe and respected, fostering a trustworthy environment for open dialogue.
• Craft a policy template: Design a standardized ERG policy template that outlines critical components such as purpose, governance, membership, ERG activities, and funding. This template will ensure consistency across all ERGs, helping new and existing groups to align with organizational values and regulatory compliance while streamlining the process of policy development and implementation.
• Keep your policies up to date: Allow ERGs to propose and adjust their focus areas or objectives annually based on member feedback and changing organizational priorities. This could include the ability to shift resources towards emerging DEIB topics, adapt to new remote or hybrid work environments, or tackle current social issues that impact members.

Key takeaways

It can be easy to assume that all you need to do is gather people from the same identity, race, orientation, and background in the room and make the magic happen. However, each of us is so much more than just that one identifying characteristic.

By creating a robust policy for your employee resource group, you can make sure that the community you are gathering unities around specific goals and impacts the company. That way, your company creates an environment that doesn’t only look at hiring people from diverse backgrounds – it looks to help them belong.

FAQ

The post How To Create an Effective Employee Resource Group Policy [FREE Template] appeared first on AIHR.

Let’s take a look at an effective employee resource group toolkit that will help you create and manage effective ERGs.

Contents
What is an employee resource group?p
How are ERGs impacting the workplace?
Employee resource group toolkit: How to start and manage ERGs
FAQ

What is an employee resource group?

ERGs are voluntary, worker-led, and employer-sponsored teams. ERG members share a cultural and social identity. And many are underrepresented or from marginalized groups in the workforce.     

Organizations tie ERGs to their DEIB goals and overall employment practices.

ERGs evolved from affinity groups, which are less formal, have little to no organizational sponsorship, and can also be based on personal interests.

Some workplaces call ERGs “diversity and inclusion councils” or “employee networks.” A growing trend among companies like Capital One is the transition from ERGs to business resource groups (BRGs). BRGs are tied directly to a company’s bottom line. Some companies transitioned to BRGs so that employees who aren’t culturally connected can join a group as an ally.

What are the most common ERGs?

Protected classes make up a large share of ERGs. The most common groups and their sponsors are: 

• LGBTQ+ employee resource group – Pride at Adobe 
• Black professionals – Black Networking Alliance at Dell Technologies
• Women – Women’s Success and Empowerment at Raytheon Technologies
• Employees with disabilities – Abled & Disabled Employees Partnering Together (ADEPT) at Caterpillar
• Latino employees – TODOS at Toyota Motor North America
• Asian Americans – Asian Leadership Network at AbbVie
• Past and current military personnel – Warriors at Amazon.

Companies sponsor issue-oriented ERGs, as well. For example, Dell addresses family, spirituality, and climate change through its Family Balance, Interfaith, and Planet ERGs.

Multiple ERGs are the norm in some organizations. A notable example is Walmart. The retail giant, with 2.1 million employees worldwide, has nine ERGs, or “associate groups.” 

ATT is high on the list, with 26 employee groups (EGs). 

How are ERGs impacting the workplace?

The Society for Human Resource Management (SHRM) reported that companies with well-designed DEIB programs sponsor ERGs to improve their business by:

• Making sure employees have a chance to be heard, valued, and engaged
• Helping employees better understand their customers
• Providing workers insight into how businesses work and grow.

ERGs are also gaining popularity in hiring and recruiting circles. An Indeed Harris Poll survey of 1,140 workers found that references to ERGs in job postings grew by a staggering 497% between 2019 and 2023. 

Points of Light, a people empowerment advocate, credits ERGs with helping businesses meet their goals for philanthropy, volunteerism, and community service. 

Research results from Great Place To Work found that employees regardless of race, gender, sexual orientation, or age, who believe they’ll be treated fairly were:

• 10 times happier about going to work than their coworkers
• Five times more likely to want to remain longer with their employer. 

When evaluating ERGs’ impact on employees, sponsors should keep in mind the “4Cs of ERGs” by Robert Rodriquez, PhD. The basic Cs are: 

1. Culture: Educating and raising awareness among non-ERG members and fostering their allyship with ERG members.  
2. Communication: Keeping employees informed and up to date on changes in the organization and creating opportunities for collaboration between ERG members and management.   
3. Commerce: Involving ERGs in making sure a company’s products and/or services are meeting their communities’ needs. 
4. Career: Diversifying the talent pipeline and advancing the professional development of underrepresented employees. 

The 4Cs of ERGs vary by organization or institution. But a four-point combination of culture, careers, commerce, community, and communication meets the general definition.

Employee resource group toolkit: How to start and manage ERGs 

This seven-point blueprint guides you through the process of building, managing, promoting, and measuring ERGs. 

Step 1: Gauge employees’ interest and participation in ERGs

Gather information on employees’ level of interest in ERGs and the likelihood of their participation from surveys, focus groups, town halls, and digital meetups.  

Surveys get high marks for getting honest answers from employees because they encourage candor by being anonymous.    

Start the survey by explaining what ERGs are and the benefits they offer. 

Provide a list of ERG options for employees to review. Include communities that may not reflect much of the workforce (i.e., LGBTQ+, Black employees, women, Latinos, employees with disabilities, veterans, Asians, parents, etc.). 

Here are sample survey questions for gauging employees’ interest in ERGs:

Response options are “Yes,” “No,” “Maybe,” or “I’m not sure.”  Add in the option “Select all that apply” for multiple-choice questions. Consider including space for qualitative information that allows for more detailed responses.

You can also gauge employees’ general experience with diversity and inclusion to understand how ERGs can support your workforce.

Below are sample questions divided into the following four categories:  

Job

Supervisor

Team

Company

Response options are “Yes,” “No,” “If yes, why?“ or “If not, why?” 

As noted above, consider including space for qualitative information that allows for more detailed responses. 

Step 2: Get management’s support and employees’ buy-in

ERGs require sources, including funding, to thrive. Therefore, having senior management’s support and sponsorship is vital. 

Make the case for ERGs to executives by demonstrating how these teams help companies meet their DEIB and general business objectives. 

Address the following issues to help make your case:

1. The ERG’s purpose, value, and desired outcome(s)
2. The action plan for achieving the outcome
3. The ERG resources required
4. Strategies for overcoming challenges
5. Steps for monitoring progress
6. Metrics for determining success.

Share statistics on successful ERGs at other organizations, like AAA and Randstad USA. 

When getting employees on board, you might initially meet with a lack of enthusiasm due to various reasons:

• The Indeed study found that employees who weren’t already ERG participants said they wouldn’t be comfortable openly joining a team
• One explanation for not participating was the fear among underrepresented employees of being further “othered” in the workplace
• Another concern was the extra time and responsibility ERG participation requires, especially for parents and caregivers. 

Consider building a clear case for ERGs and provide employees with such data as how:

• ERGs help them grow professionally
• Make the workplace more equitable and inclusive
• Improve communication between employees and management. 

Step 3: Create a mission statement

Mission statements clarify an organization’s values and purpose. The same rule applies to ERGs. 

A strong ERG mission statement:

• Gives members direction toward reaching a goal
• Helps raise productivity
• Shows members how they fit into the organization’s culture. 

Ally Energy recommends starting an ERG mission statement by:

• Deciding what critical organizational need the group can meet
• Identifying the transformational role it can play
• Evaluating its weaknesses, strengths, threats, and opportunities
• Drafting the mission statement based on all the information above.

Mission statements can be one, two, or three sentences. Here are two examples from Salem State University:

Step 4: Draft an employee resource group policy

An employee resource group policy serves as the foundation for how these groups will operate within the organization. It should clearly outline the purpose of ERGs, their objectives, and the scope of their activities.

The policy also needs to define the structure of ERGs, including leadership roles, membership criteria, and meeting frequencies. Additionally, it should address how the ERGs align with the company’s broader Diversity, Equity, Inclusion, and Belonging (DEIB) goals and how they will contribute to the overall organizational culture and objectives.

Further considerations for your ERG policy include:

• Providing clarity regarding the support and resources provided by the company, such as funding, meeting spaces, and communication channels
• Guidelines for the formation of new ERGs
• Inclusiveness of membership
• Procedures for conflict resolution, decision-making, and the handling of sensitive issues.

Step 5: Invest resources

Investing in ERGs helps them achieve their goals. If you want your ERGs to make a meaningful difference, you need to allocate adequate resources to them. ERG budget should be an integral part of your annual budget planning.

Tight budgets may require reallocating ERG funds or cancelling high-end activities. Ask ERG leaders what their teams need and be transparent about what’s doable if funds are limited.

Remember that money is just one resource for ERGs. Companies can grant members time off; provide speakers, conference space, or snacks for events; or help with publicizing activities like volunteer opportunities or celebrations.

What’s more, providing resources to your employee resource groups shows employees that they’re valued. Employees in an Indeed survey agreed. 

One-third of the full- and part-time workers Indeed polled said they believe a company should put more resources into ERGs. The percentage was even higher, 42%, for parents with underage children.

Step 6: Develop a leadership structure

ERGs have officeholders with protocols, principles, and charters to follow.

Charters keep the management of ERGs on track. They cover membership criteria, objectives and goals, mission statements, employment resource group roles and responsibilities, and communication practices. 

Officeholders usually include a:

• President or chair
• Vice president or vice chair
• Secretary
• Treasurer.

ERGs that prioritize events, membership guidelines, or career development may have a:

• Communications lead
• Event coordinator
• Membership lead
• Mentorship lead.

Step 7: Promote ERGs

A formal communication plan can raise an ERG’s profile and spotlight its activities, benefits, and achievements.  

A well-designed communication plan includes:

• Goals and objectives
• Promotional strategies
• Calendars of events
• Marketing strategies for targeted audiences (employees, management, customers, the media, etc.)
• Multiple promotional channels (email, print, social media, digital platforms, town halls, etc.)

Enlist your in-house communication or marketing team’s help to promote the ERGs. They may even write the group’s communication plan. 

Sponsors can take the lead in promoting ERGs as well. Senior managers have the visibility and influence to “spread the word” about the benefits and achievements of ERGs. They also can publicly demonstrate their support for ERGs by attending meetings and events. 

Step 8: Measure the results

Organizations invest more than $720 million a year in employee engagement programs, according to The Conference Board. This is a large sum if the return on investment (ROI) is small.

Measuring ERGs’ goals and achievements can validate their worth. Use ERG metrics to quantify such things as:

• Recruiting and hiring members
• ERG program participation 
• Number of events per year/month
• Corporate social responsibility programs
• Community outreach
• ERG ROI.

You can also take it further and track how ERGs impact:

• Staff retention and turnover
• Employee engagement
• Employee satisfaction.

Key takeaways

Organizations continue investing money and other resources into ERGs. This demonstrates that employers highly value these groups. 

The toolkit streamlines the process for developing, managing, and measuring ERGs. It’s an essential guide that sponsors can reference as ERGs continue evolving.   

FAQ

The post Employee Resource Group Toolkit: An Essential Guide appeared first on AIHR.

If you thought AGs and ERGs were “two sides of the same coin,” you would be right, according to global HR resource providers like Gartner and financial enterprises like Peoplejoy. Both companies, as well as countless others, identify ERGs and AGs as interchangeable. But a closer look at their structure, purpose, and history shows clear distinctions and connections between them.

Contents
What is an affinity group?
What is an employee resource group?
12 differences between affinity groups and employee resource groups
How to effectively manage affinity groups and employee resource groups in the workplace
What’s ahead for employee groups?

What is an affinity group?

By most definitions, an affinity group (AG) is an informal, voluntary, diverse employee-led team without direct ties to an employer’s DEIB agenda. Their members may have shared backgrounds based on race, gender, age, physical disability, or sexual orientation, or they may have common interests, like art or mountain climbing.

Affinity groups aren’t limited to the workplace, says 20-year HR veteran Lakia Elam, founder of the HR firm Magnificent Differences Consulting. “Affinity groups can be about anything, from gaming to fitness, or even where people went to college. In this way, AGs are meant to build relationships and culture through shared interests outside the workplace,” Elam explains.

Kraig Kleeman, founder and CEO of The New Workforce, notes that AGs are like clubs for hobbies or interests. “Think of them as the workplace’s unofficial fan clubs. They’re all about letting employees connect over things they’re passionate about, even if it has nothing to do with their day job.”

ERGs shouldn’t be confused with AGs, according to TI Verbatim (TIVC), a DEIB-focused organization. In fact, the Virginia-based company refers to these groups as platforms for mostly socializing and airing grievances with no formal process for measuring their impact on inclusion. 

PricewaterhouseCoopers (PwC), a professional services firm, also recognizes the differences between AGs and ERGs. Rather than substitute one name for the other, the company oversees these two employee groups and a third that it calls “networking circles.” It lists all three under the heading “inclusion networks.”

The US General Services Administration (GSA) uses only AGs, not ERGs, to describe its seven employee inclusion groups, four of which include “parents,” “aging parents,” “neurodiversity,” and “self-care.”

Affinity groups benefits and drawbacks

If affinity groups operate with little direction from HR and independently of companies, how can they benefit the workforce? Employees with common interests meet up outside of work anyway, so what can affinity groups give them that they can’t get on their own?

According to the HR consultant Lakia Elam, the answer is greater visibility in the workplace. “Affinity groups offer a few benefits that wouldn’t be possible for individuals,” says Elam. She points out three benefits that AGs create for employees: 

1. A stronger voice in advocating for organizational change
2. More visibility in the workplace 
3. More opportunities for professional growth.

A specialist in DEIB, hiring, and culture-building, Elam, adds that AGs can make other organizational changes that usually are beyond the reach of individual employees, such as creating funding sources for company events or even getting the employer’s okay to schedule group meetings during work hours.

As for drawbacks, affinity groups’ lack of informal structure and detachment from HR’s oversight may suit some employees while alienating others. Sarah Jeffries, managing director of First Aid Course (UK), argues that employees whose interests aren’t in sync with the group’s purpose may feel isolated.

What is an employee resource group?

Employee resource groups (ERGs) are voluntary, employee-led, company-sponsored teams. Unlike affinity groups, ERGs are structured with direct ties to business DEIB goals and employment practices in general.

As with affinity groups, ERG members have shared cultural and social identities but with less focus, if any, on personal interests.

ERGs represent employees across multiple DEIB-inspired categories. Case in point, aerospace and defense contractor Raytheon Technologies Corporation has nine ERGs, one for each of the following employee sectors:

1. Indigenous communities
2. Black employees across the African diaspora
3. Disabled employees and their allies
4. Asians and Pacific Islanders
5. Hispanic and Latino communities
6. GenX employees
7. The LGBTQ+ community
8. Armed services personnel, their families, and veterans
9. Women’s success and empowerment.

Employee resource groups benefits and drawbacks 

Talent recruitment and retention are major ERG advantages in creating an inclusive work environment.

Kraig Kleeman, who is also an author of The Must-React System and A Winning Brand, agrees. He calls ERGs “cool” because they not only tend to attract and keep a more diverse workforce but they also:  

• Bring diverse employee perspectives, making workplace decisions more inclusive
• Offer workers opportunities for personal growth, mentorship, and career advancement. 

Lakia Elam credits both ERGs and AGs for creating a sense of community and belonging among employees, with the workforce becoming more engaged and productive as a result.

For underrepresented or marginalized employees, ERGs can help make training and development, career advancement, performance recognition, and compensation more equitable and, therefore, more attainable.

But with benefits come drawbacks. ERG’s shortfalls include leaving employees feeling left out when programs are mismanaged and draining HR departments of resources when managing too many groups, says Kleeman.

12 differences between affinity groups and employee resource groups

As an HR professional, you’re more likely to oversee ERGs than anyone else in your organization, according to a Salesforce study. For that reason alone, it pays to understand the commonalities and differences between ERGs and affinity groups.

Sarah Jeffries says, “HR must manage these groups with precision, aligning them flawlessly to the organization’s diversity and inclusion goals while circumventing potential pitfalls.”

“By recognizing the unique advantages and challenges that both groups present, HR professionals can foster an environment where all employees not only feel valued but also become more engaged,” Jeffries concludes.

Lakia Elam adds that knowing the difference between AGs and ERGs makes HR better at managing and allocating resources to the groups.

Employee resource groups evolved from affinity groups

Affinity groups were protest forums for African Americans during the 1960’s Civil Rights movement.

At the time, Xerox CEO Joseph Wilson saw AGs as platforms for calming racial tensions in Rochester, NY, the company’s headquarters. In 1970, Xerox set up the first known company-sponsored ERG based on the 1960s AG model. The Xerox National Black Caucus became an advocacy group for fairness and inclusion in the company.

Organizing for Power, Organizing for Change, a political activist organization, dates affinity groups back even farther than the 60s. During the 1936 Spanish Civil War, comrades formed AGs that met in cafes to discuss ideas and action plans.

Today, 90 percent of Fortune 500 companies have ERGs, according to Pew Research Center survey results. As ERGs morphed into AGs, their differences became less clear.

Let’s summarize the differences and similarities between affinity groups vs employee resource groups.

How to effectively manage affinity groups and employee resource groups in the workplace

Here’s a 7-point plan for managing employee groups within your organization:

1. Establish the group’s purpose

An employee group needs a clear-cut reason for existing. For instance, should it reduce workplace stress, help veterans transition into civilian jobs, or attract more candidates with disabilities? Define the purpose and expected outcomes of the affinity or employee resource group to ensure alignment with organizational objectives.

2. Set specific goals and objectives

Do you want to increase the number of ERG allies by 25 percent, raise the number of Black managers by 11 percent, or create two more work-life balance options for parents? Goals and objectives make everyone involved with employee groups accountable.

3. Know your target audiences

Consider who the groups are for. Are they focused on specific demographics like GenXers, trans individuals, or indigenous communities, or are they based on shared interests like hobbies or social causes?

Make sure not to let your own biases keep you from offering and supporting employee groups that could bolster your DEIB efforts.

4. Encourage collaboration across groups

Foster collaboration with other groups and departments within the organization to broaden the impact, and reach share resources, and create a culture of inclusivity and teamwork.

Consider organizing joint initiatives, hosting cross-group meetings, and encouraging shared projects that align with the diverse objectives and interests of different employee groups.

5. Provide necessary resources

Provide your affinity groups and ERGs with the funding, tools, and meeting spaces they need to achieve their goals.

For example, ERGs might require a budget for specific DEIB initiatives, while affinity groups may need resources for organizing events or activities.

Kraig Kleeman also advises checking in with employee groups regularly and dealing with problems as they occur.

HR must be ready to sort out any issues without showing favoritism to any group. You don’t want any one group feeling left out or treated unfairly, especially about HR.

Lakia Elam, Founder of Magnificent Differences Consulting

6. Spread the word about the employee groups

Use emails, internal chats, memos, videos, and other platforms to inform employees about your affinity groups and ERGs and their activities. Keep your employees aware of the opportunities for engagement and support.

Additionally, showcasing your employee groups on your career pages helps communicate your organization’s commitment to DEIB to potential candidates who value such initiatives.

7. Evaluate group effectiveness

According to Kraig Kleeman, you’ll know how well your ERGs are doing by the number of employees participating, how long they’re staying around, and what they’re saying through engagement surveys.

For instance, you can gauge participation rates by counting the number of active attendants and dividing it by the number of employees in your organization.

You also can test your ERG’s effectiveness by finding out how the following employment issues are affecting your organization’s demographics (gender, race, ethnicity, disability, LGBTQ+ participation, etc.): 

• Retention rates
• Voluntary departures
• Adverse impact
• Candidate diversity
• Promotions 
• Pay raises
• Pay equity.

Elam cited employee engagement, retention, promotion rates, the number of initiatives proposed and implemented, and diversity rates as the most important metrics to track. 

What’s ahead for employee groups?

Many employers are already phasing out the terms ERGs or AGs and rebranding them as business resource groups (BRGs).

In one example, Capital One merged its DEIB plans and environmental, social, and governance (ESG) program into a BRG.

Deloitte, a global business consulting enterprise, is reframing the meaning of inclusion by bringing all workers – including straight, nonminority men – into employee groups under the umbrella term “inclusion councils.”

The emphasis on “business” in renaming ERGs could soon make traditional affinity groups – with their lack of organizational ties and unstructured formats – obsolete.

Key takeaways

Affinity groups and employee resource groups are not exactly the same. While they are both voluntary, employee-led groups, they differ in their purpose, scope, impact, and other characteristics.

With a clear understanding of the differences between affinity groups and employee resource groups, you can select the group that uplifts your employees, supports your business goals, and helps you decide where to funnel your resources. 

The post Affinity Group vs Employee Resource Group: 12 Main Differences appeared first on AIHR.

Although 66% of HR decision-makers believe that greater inclusion of underrepresented minorities would help to attract and retain talent, according to a recent survey of DEIB in the workplace, 61% of employees state they have not received any Diversity, Equity, Inclusion, and Belonging training from their employer. Meanwhile 25% of employees have experienced discrimination at work based on their identity, and 34% have suffered unwelcome comments or conduct.

Regular exposure to DEIB concepts promotes continuous learning and keeps the conversation going, ensuring that DEIB stays at the forefront of everyone’s mind. Small, daily DEIB tips are more digestible and less overwhelming than large training sessions. They allow for gradual, manageable changes in behavior and attitudes.

Contents
The importance of DEIB in the workplace
7 reasons why you need DEIB in the workplace
The current challenges of DEIB
10 practical DEIB tips of the day

The importance of DEIB in the workplace

Employers aiming to attract and retain exceptional talent should prioritize DEIB (Diversity, Equity, Inclusion, and Belonging) initiatives. In fact, when comparing job offers with similar salary and benefits, a significant 95% of employees consider an employer’s DEIB efforts. While, an overwhelming 78% of individuals refuse to work for a company that does not allocate resources to prioritize DEIB initiatives.

Additionally, a remarkable 92% of workers expect company leaders to embrace diversity principles and actively assist all employees in recognizing their biases and fostering inclusivity within the workplace.

According to a recent DDI report, organizations that cultivate a diverse pool of high-potential leaders experience a range of benefits. These include being:

• 11 times more likely to have high-quality leaders overall
• 10 times more likely to have a strong leadership bench
• 4 times more likely to have leaders who understand and respond to evolving customer needs and perspectives
• 3.2 times more likely to attract and retain exceptional talent.

Also, promoting diversity, equity, and inclusion (DEIB) is not solely driven by HR considerations; it also yields significant financial advantages. In fact, organizations with above-average diversity are 2.4 times more likely to outperform their peers financially.

7 reasons why you need DEIB in the workplace

Here are 7 reasons why DEIB is crucial in the workplace:

1. Diverse perspectives and innovation: A diverse workforce, encompassing people from different backgrounds, cultures, and experiences, brings a variety of perspectives. This diversity in thought leads to more innovative solutions and ideas, as different viewpoints often challenge the status quo and lead to more creative problem-solving.
2. Broader talent pool and attractiveness: Organizations that emphasize DEIB are more likely to attract a broader range of candidates. This is because they are seen as more inclusive and equitable, making them more appealing to individuals from various backgrounds. A commitment to DEIB can also enhance the company’s reputation, making it a more desirable place to work.
3. Improved employee engagement and satisfaction: Workplaces that are inclusive and equitable tend to have higher levels of employee engagement and satisfaction. Employees who feel respected and valued for their unique contributions tend to be more engaged in their work and committed to their organization.
4. A better understanding of diverse markets: Having a diverse workforce can provide companies with a better understanding of diverse markets. This understanding is vital as it enables them to effectively cater to a wide range of customers. Furthermore, it allows for the development of more effective marketing strategies, innovative product development, and excellent customer service.
5. Reduced risk of discrimination and legal issues: Focusing on DEIB can help reduce the risk of discrimination and related legal issues. This is important not only for adhering to legal standard and also for maintaining a positive workplace culture.
6. Enhanced decision-making: Diverse groups are often better at decision-making because they can consider a wider range of perspectives and potential outcomes. Studies strongly suggest that diverse teams make better decisions than non-diverse teams up to 87% of the time.
7. Global competitiveness: In an ever-globalizing world, fostering a diverse and inclusive workforce can provide a competitive advantage. It enhances communication and comprehension among diverse cultures and geographies.

DEIB is not just a moral imperative but also a strategic one. It leads to a more dynamic, innovative, and competitive organization capable of meeting the challenges of a diverse and changing world.

The current challenges of DEIB

A diverse workplace mirrors society. The current challenges of DEIB in the workplace are multi-faceted and reflect broader economic, social, and organizational dynamics.

• Economic and organizational prioritization: As highlighted by the layoffs of DEIB professionals at companies like Amazon, Twitter, and Lyft, and the overall 19% drop in DEIB job listings during 2022 compared to the previous year, there’s a trend where DEIB initiatives may be deprioritized during economic downturns. This suggests that some organizations may view DEIB efforts as non-essential or secondary to other business functions, particularly in times of financial strain.
• Resistance to change: Implementing effective DEIB strategies often requires significant changes in organizational culture, which can meet with resistance. This resistance can come from various levels within your organization, including leadership, middle management, or general staff, especially if they don’t understand the value or necessity of these changes.
• Tokenism vs. genuine inclusion: There’s a challenge in ensuring that DEIB efforts are substantive rather than symbolic. Tokenism, where superficial actions are taken to appear inclusive without enabling genuine equity and inclusion, can undermine DEIB initiatives and lead to skepticism about their sincerity and effectiveness. Tokenism can also take a toll on mental health, leaving those affected feeling isolated, undervalued, and grappling with imposter syndrome.
• Measurement and accountability: Measuring the impact of DEIB initiatives can be challenging. There’s a need for clear, actionable metrics to assess progress and hold organizations accountable. Without these metrics, it can be difficult to gauge DEIB programs’ effectiveness or justify continued investment in them.
• Intersectionality: Addressing intersectionality – the way different aspects of a person’s identity (like race, gender, class, etc.) intersect and create unique experiences – is complex. DEIB initiatives must recognize and address these nuances to be truly inclusive.
• Sustained commitment: A huge reason DEIB efforts fail is the lack of commitment to the program. DEIB is not a one-time effort but requires ongoing commitment and adaptation. Keeping up the momentum and continuously evolving DEIB strategies to meet changing societal and organizational contexts is a significant challenge.
• Global and cultural differences: Implementing DEIB strategies across different cultures and legal frameworks for multinational corporations can be complex. What works in one country or culture might not be effective or appropriate in another.
• Inclusivity in remote work environments: With the rise of remote work, providing an inclusive environment for all employees, regardless of their physical location, is a new challenge. Ensuring remote workers feel as included and have equal opportunities as those in physical offices is crucial.

These challenges indicate that implementing DEIB initiatives effectively and sustainably remains a complex task that requires dedicated resources, genuine commitment, and nuanced approaches.

10 practical DEIB tips of the day

Here are some practical DEIB tips for HR professionals, each focusing on a specific aspect of workplace diversity, equity, and inclusion:

Day 1: Check your workplace communications

Audit your organization’s written communications, including job postings and internal policies for inclusive language. Ensure that the language used doesn’t unconsciously favor a particular gender, sexual orientation, age, culture, or background. For example, avoid gender-coded words like “aggressive” or “nurturing” in job descriptions and use neutral terms instead.

Day 2: Review and update your DEIB statement

Regularly revisit and update your organization’s DEIB statement to reflect current goals and achievements. Make it concise, clear, and reflective of your commitment. Take inspiration from Adobe’s short, sweet, and spot-on ‘Adobe for All‘. Create a motto that encapsulates your organization’s DEIB ethos in simple, impactful words.

Day 3: Reduce bias in the recruitment process

Develop an interview guide, including interview evaluation forms, for hiring managers that standardizes questions and evaluation criteria to minimize bias. This includes structured interview questions and a scoring system that focuses on the candidate’s skills and experience rather than subjective impressions.

Day 4: Implement regular DEIB surveys and feedback mechanisms

Establish a regular survey and feedback mechanism where employees can anonymously share their experiences and suggestions related to DEIB. This feedback should be reviewed and used to inform DEIB strategies and initiatives.

Day 5: Research niche job post boards

Expand your recruitment reach by posting job openings on niche job boards that cater to underrepresented groups, such as platforms for veterans, women in tech, LGBTQ+ professionals, people with disabilities, and specific ethnic communities. This can help diversify your candidate pool.

Day 6: Check in with your employee resource groups

Regularly engage with Employee Resource Groups (ERGs) to gain insights about experiences and opinions on workplace policies, culture, and DEIB initiatives. Include queries about what’s working well and what could be improved. Use these insights to adjust policies and practices to support diverse employee groups better.

Day 7: Promote mentorship and sponsorship programs

Create and promote mentorship and sponsorship programs within your organization to support the career advancement of underrepresented groups. Make sure that these programs are accessible and customized to meet the needs of diverse participants.

Nielsen’s MyMentor program matches mentors and mentees of all backgrounds across different functions, lines of business, and job grades for increased social connectedness, developmental learning, and culture building.

Day 8: Build an inclusive culture

Encourage and train managers to create an inclusive team culture. This includes recognizing diverse holidays and celebrations, facilitating open discussions about DEIB, and addressing any incidents of exclusion or discrimination promptly and effectively.

Day 9: Enhance accessibility in the workplace

Assess and improve physical and digital accessibility in your workplace. This includes ensuring that office spaces are accessible to people with disabilities incorporating wheelchair-accessible entrances, ergonomic furniture, and adaptive equipment. Digital resources must be usable by everyone, including those with visual or hearing impairments.

Provide screen reader compatibility, subtitles for videos, and alternative text for images to make all employees feel valued and able to contribute fully, regardless of their physical or sensory abilities.

Day 10: Educate your workforce

Implement ongoing DEIB training and education for all employees, including unconscious bias training, cultural competency workshops, and sessions on inclusive communication. Make these trainings regular and mandatory to ensure continuous learning and awareness.

By implementing these tips, you can make significant strides in enhancing DEIB in your workplace, and creating a more inclusive, equitable, and productive organizational culture where everyone feels like they belong.

Key takeaway

To embed inclusivity into the DNA of your organization, look to the “DEI Tip of the Day”. Focusing on DEIB daily will raise awareness and help create a respectful and inclusive workplace culture. 

DEIB is both a moral and strategic imperative. A majority of employees consider an employer’s DEIB efforts when choosing between job offers, indicating that DEIB is crucial for attracting and retaining top talent. Organizations with diverse leadership are more likely to have high-quality leaders, understand changing customer needs, and engage and retain top talent.

Organizations with above-average diversity are significantly more likely to outperform their peers financially. These insights indicate that DEIB contributes to a deeper understanding of diverse markets, enhanced decision-making, and global competitiveness, directly impacting an organization’s bottom line.

The post 10 (Practical) DEI Tips of the Day To Implement in 2024 appeared first on AIHR.

Let’s explore what exactly Diversity, Equity, Inclusion and Belonging refers to, why it matters, and how to foster DEIB in your organization. 

Contents
What is Diversity, Equity, Inclusion and Belonging (DEIB)?
What’s the difference between inclusion and belonging?
DEI vs DEIB
Diversity, Equity, Inclusion and Belonging examples
Importance of Diversity, Equity, Inclusion and Belonging in the workplace
DEIB challenges
How to foster Diversity, Equity, Inclusion and Belonging
FAQ

What is Diversity, Equity, Inclusion and Belonging (DEIB)?

Diversity, Equity, Inclusion and Belonging are four separate concepts that together help boost morale, engagement, productivity, success, and innovation within the workplace. HR teams and organizations as a whole are more aware than ever before that DEIB initiatives can mean the difference between an organization thriving or flagging.

Let’s explore each of these four concepts in more detail. 

• Diversity: This refers to demographics, including gender, age, ethnicity, race, sexual orientation, location, nationality, disability status, and more. The wider the range of these demographics, the more diverse your organization is. However, having a diverse team is not enough. Creating a workplace environment that supports and nurtures diverse employees is what matters. 
• Equity: An equitable organization means that every employee receives equal opportunities, is treated fairly, and has the resources they need to succeed in their job, regardless of their background.
• Inclusion: An inclusive environment means that all employees are treated with respect and care, despite any differences, and made to feel welcome, valued, and heard. A report by Gartner found that inclusive teams perform up to 30% better than non-inclusive teams. 
• Belonging: All employees should feel accepted, valued, and heard at work. Belonging is about fostering psychological safety in team situations, where every team member is comfortable expressing themselves without fear of judgment or retribution. Regardless of how long an employee has been in the company or team, they should feel welcome and needed and receive the same comradery and opportunities as anyone else.

What’s the difference between inclusion and belonging?

Inclusion and belonging are words often used interchangeably, though each has a distinct meaning. The key difference is that inclusion refers to the action an employer takes, such as fair and transparent employee policies, creating a welcoming onboarding experience for new hires, and ensuring all employees are always included and have their ideas and perspectives listened to.

Meanwhile, belonging relates to how those actions make the employee feel. In other words, it is the outcome of the inclusion efforts and behaviors. Belonging means that employees feel seen, heard, respected, and valued at work. This results in a strong team dynamic and connection with the work they do and the organization.

It also has to do with someone’s intrinsic motivation; an internal motivation that they experience because they feel included and valued. They enjoy the work they do and find it valuable and interesting, and it gives them fulfillment.

A sense of belonging is a basic human need, also defined in Maslow’s Hierarchy of Needs:

Inclusion and belonging are closely connected. In essence, if your organization isn’t inclusive, it will be very difficult for people to feel that they belong. A strong inclusion strategy is essential to foster the sense of belonging that will help to keep your employees happy and engaged at work.

DEI vs DEIB

Diversity, Equity, and Inclusion (DEI) are essential components that help to promote a sense of belonging. They focus on representation, fair treatment, and integration of individuals from diverse backgrounds. DEI lays a strong foundation to build an environment where everyone feels like they belong.

Belonging in the workplace ensures that employees not only see themselves represented and treated equitably but also experience acceptance, a meaningful connection, and commitment to their team and organization.

Without a sense of belonging, an employee is unlikely to want to work or stay at an organization long-term. This is why belonging has become an essential element of DEIB.

Diversity, Equity, Inclusion and Belonging examples

Here are some real-world Diversity, Equity, Inclusion and Belonging examples from different industries to illustrate some of the common challenges and the steps taken to successfully implement a DEIB framework.  

Example 1: Women Influence Chicago

A DEIB consultancy company, Ethos, worked with a Chicago-based startup incubator, 1871, to create a program for mid-career female technologists to help them develop the tools and skills needed to advance in their careers. The aim was to increase the number of female CTOs in the Chicago tech community.

They designed a program comprising four workshops to cover important topics like career growth, effective communication, management, and negotiation, as well as monthly forums and mentor meetings to help integrate the tools and strategies learned.

In the first cohort of women, 16 out of 17 achieved their goal, whether it was a raise, promotion, or becoming a community thought leader. 

Example 2: KPD Insurance 

An insurance company, KDP, wanted to challenge the stereotype and status quo of their company, with middle-aged white men predominantly holding sales and ownership positions, and middle-aged white women employed mainly in service roles. They wanted to create an environment where everyone felt included and could grow and increase diversity.  

A consultancy specializing in bias, Percipio, worked with KPD to have challenging conversations with team members to uncover their own biases and provide training to create long-lasting change. By implementing DEIB practices, KPD has been able to improve its recruitment and retention practices to create a more inclusive workplace.

Employees feel more connected to each other, their work, and the organizational culture that supports people from all backgrounds to thrive. 

Example 3: The Poetry Foundation

In 2020, The Poetry Foundation was urged to propose a plan to tackle problematic practices within the foundation and take steps to build a more equitable environment. Partnering with Ethos DEIB consultancy, they conducted an Equity Audit of published poets in the magazine and found that Black and Asian poets were most underrepresented.

Ethos conducted interviews with employees, board members, and community members of the foundation. They also reviewed internal policies and procedures to uncover any inequalities. 

Based on the findings, the consultancy made recommendations such as adding diversity to the leadership team, acknowledging past concerns with more empathy, building an internal people operations team, and developing a formal leveling system. 

Within six months, three BIPOC board members joined the board. Furthermore, The Poetry Foundation invested in additional HR resources, conducted healing sessions with employees to address past concerns, and created and implemented pay bands. 

Importance of Diversity, Equity, Inclusion and Belonging in the workplace

The integration of DEIB principles is not just a moral imperative but a strategic advantage in today’s globalized business world. The interplay of the four elements contributes to organizational success in the following ways:

• Increasing retention rates: A report by the Achievers Workforce Institute found that 40% of respondents with a strong sense of belonging rarely think about looking for a job elsewhere, versus 5% of respondents with a low sense of belonging. BetterUp also found that DEIB initiatives can lead to a 50% reduction in turnover risk.
• Boosting employee engagement: When an employee feels included in a team and valued, they’re much more likely to go the extra mile at work. That motivates their colleagues to do the same, increasing the overall levels of engagement.
• Improving productivity: When employees feel safe and comfortable and are supported at work, they perform better. In the same Achievers report, 45% of respondents with a strong sense of belonging say they are their most productive self at work. Only 6% of those with a low sense of belonging say that. Moreover, BetterUp reports that strong DEIB initiatives can result in a 56% increase in job performance and a 75% decrease in sick days.
• Helping your employer branding: 51% of respondents with a strong sense of belonging would recommend their company as a great place to work, versus 4% of those with a low sense of belonging. Plus, DEIB initiatives can lead to a 167% increase in the employee net promoter score.
• Improving bias awareness: Implementing DEIB initiatives in the workplace helps make everyone more aware of unconscious bias, whether it’s during the recruitment process, when giving raises and promotions, in performance reviews, and more. 
• Broadening your talent pool: With more transparency than ever available in just a few clicks (for example, employee reviews on websites like Glassdoor), it’s easy for candidates to find out what an organization is truly like to work for, regardless of what it says on its website. If an employer can actively demonstrate their commitment to DEIB, Millennial and Gen Z candidates are more likely to apply to work for them. An EY survey found that 73% of Gen Z and 68% of Millennials would choose a company that prioritizes DE&I over one that does not.

DEIB challenges

While modern organizations widely recognize the benefits of DEIB, the path to achieving these ideals is often complex, presenting a unique set of challenges.

Let’s take a look at some of them.

Discontent with DEIB departments

During the tech layoffs in 2022 and 2023, many companies laid off DEI professionals, and job listings decreased. This suggests a discontent with DEIB departments and the improvements and value they’re bringing to the organization.

Research by Gartner has also found that a growing number of employees feel alienated by the DEIB efforts at their workplace, see them as divisive, and resent them. 

Staying compliant

In June 2023, the US Supreme Court made a significant ruling regarding affirmative action in university admissions. This decision struck down the affirmative action student admissions practices at Harvard College and the University of North Carolina at Chapel Hill (UNC).

Although the ruling directly concerns university admissions, it has broader implications for corporate hiring practices and other DEIB initiatives. For example, it’s likely that organizations will face increased legal scrutiny in how they implement these programs. They might need to reevaluate their DEIB strategies to align with the legal precedents set by this ruling.

There are also various other laws and requirements in place (for example, the Equal Employment Opportunity Commission – EEOC and Office of Federal Contract Compliance – OFCCP) to prevent discrimination during the recruitment process.

As you create and implement DEIB initiatives, it’s essential to remain compliant with all applicable laws.

Improving recruitment strategies

One of the best ways to build and maintain a diverse workforce is to implement inclusive hiring practices, remove unconscious bias, and attract more candidates from different backgrounds. However, this can be challenging if you don’t know where to look for the right candidates who are a good cultural fit for your organization.

Plus, if you don’t have other DEIB initiatives in place to demonstrate your commitment, you will likely struggle to attract top candidates who care deeply about Diversity, Equity, Inclusion and Belonging. 

Training for DEIB

It is a considerable task to train your entire workforce with DEIB best practices, for example, ensuring all employees are aware of their biases or know what to do if they or a colleague is ever faced with inequality, exclusion, or prejudice.

A study has found that annual workshops and training temporarily improve DEIB, and employees will often gradually regress back to how they behaved prior to the training.

What’s more, you need to make sure that your trainings comply with the rules and regulations outlined above.

Measuring DEIB

Companies often use employee surveys to measure how successful their DEIB initiatives are. However, these often fail to dig deep into how candidates and employees truly feel, and there is rarely 100% participation. In addition, by the time an issue is flagged, it has been left to fester, and it can take considerably longer for substantial changes to be made.

How to foster Diversity, Equity, Inclusion and Belonging

Embracing DEIB is essential for creating an innovative and productive work environment where every individual feels valued and empowered. Here are some tips to help you address some of the common DEIB challenges and create an inclusive workplace culture in your organization.

1. Take a systemic approach to DEIB

Instead of focusing on high-visibility DEIB initiatives, focus your efforts on building DEIB into the foundation of the company. This approach is often seen as more authentic and, therefore, more likely to be embraced and to be effective. We at AIHR refer to this as Systemic DEIB.

Build practices that promote inclusion, such as pay equity and equal access to education and training. Define a clear opinion on specific issues and explain the action you’re taking to address inequalities, as well as the goals you’re working toward.

HR should enlist the help of the marketing team to craft compelling, authentic copy when discussing DEIB, both internally and externally. Once your message is clear, it’s important to follow it up with action.

For example, if you want to give more people access to opportunities, you might want to move away from traditional criteria like degrees and demographics and opt for a skill and behavior-based approach.

You might also explore various talent pools to increase diversity, like creating an internship or apprenticeship program or tapping into the potential of the hidden workforce. This term refers to individuals who are willing and able to work but are not currently employed or are underemployed, often due to various barriers such as caregiving responsibilities, disabilities, or a lack of traditional qualifications.

2. DEI is the base to build on

As we’ve already established, it will be challenging for people to feel that they belong in a work environment that isn’t diverse, inclusive, and equitable.

When you shift your approach to look at how everyone in the organization can flourish, you will notice small and larger changes you can make to improve things for all. 

Here are some key questions to consider, as discussed with us by Lorraine Vargas-Townsend, Chief People Officer at ESO:

• What mix of people do you have at every leadership level?
• Are all of the voices in the room equally heard and celebrated?
• Can every employee contribute their unique gifts and strengths in a way that feels safe?

These are simple ways to discover if you have a workplace that is inclusive and diverse and where people feel they belong.

3. Focus on purpose

Now more than ever, people are looking for a purpose in what they do. In the workplace, this means that they want to resonate with the mission (i.e., the ‘what’ and the ‘how’) and vision (i.e., the ‘why’) of the organization they work for – or are looking to work for. 

Let’s look at a couple of (well-known) examples.

Take a look at your organization’s own mission and vision. How are they formulated? Do they still reflect the heart of what your company stands for, or do they need updating?

Secondly, your mission and vision need to be visible. You want it to be virtually impossible for candidates not to notice your company’s purpose. Make sure it’s visible on the company website, and consider including it in your organization’s email signature.

You may also want to add it to job listings. This way, candidates will be subtly exposed to your mission and values and can see who you are, what you stand for, and whether their own values align with this.

4. Accept that your company isn’t for everybody

Not everybody can work in your organization, and that’s a good thing. Being transparent about what you stand for and what it’s like to work at your organization is essential to ensure that a candidate’s expectations are met.

This will lead to unsuitable candidates not applying for your open roles and increase the number of applications from suitable candidates who will thrive in your workplace. It will also help to reduce new hire turnover rates. 

Your mission won’t be for everyone. However, for people who do resonate with your purpose, it will contribute to a sense of belonging.

5. Use data to track and measure progress

Tracking and analyzing the right data is crucial to measure how your DEIB efforts are paying off. For instance, monitoring data at all stages of your hiring journey can show you where your recruiting strategies are falling short. You may have a diverse talent pool of applicants for your open roles, but perhaps only few of those candidates make it through the assessment test or the resume screen.

This could mean there is some bias at pay in your hiring process, or you could make a small change to the recruitment process that could increase the number of diverse candidates reaching the interview and hiring stage.

Besides recruitment-related metrics, you can also track:

• Employee advancement / Promotion rate: This metric tracks how different employees are advancing in your organization. You can compare promotion rates across employee groups.
• Initiative-focused metrics: Set goals for your DEIB initiatives, then assign metrics to each goal so that you can track your progress and make amendments accordingly.

Regularly send out surveys to employees so they can share from their perspective how well you are meeting your DEIB goals and delivering on what you’ve promised.

6. Be intentional with your efforts

Belonging won’t just happen, and this becomes even more challenging when your organization is growing rapidly. You need to be intentional about it.

Here are a few examples of what this means in practice:

• Team managers must make sure everyone is being heard. If, for instance, you have people in your team who don’t easily speak up during meetings or group discussions, give them a friendly nudge. That doesn’t mean you put them on the spot. See if you can share the meeting agenda with them beforehand and give them the chance to prepare what they want to say.  
• When you receive feedback, take action on it. This can also mean to say that this is not something you will (be able to) address right now. Radio silence will make people feel unheard, unappreciated, or simply ignored, which doesn’t help their sense of belonging.
• Another way to foster belonging is by offering people in your organization the opportunity to find their tribe within the tribe; an affinity group or employee resource group (ERG). These groups enable people to come together and build connections based on shared characteristics or interests.

7. Truly include your gig workers

Most companies have a workforce made up of a range of full-time employees, freelancers, contractors, and other types of contingent workers. Unfortunately, a lot of organizations treat their contingent workers differently than their ‘traditional’ employees. A few examples of what this can look like are:

• Not paying their contingent workers on time 
• Failing to share all the information with them even if they need it in order to do their job properly 
• Not including their contingent workers in team or company events.

It’s difficult to be a truly inclusive company if you’re not creating an environment where every type of worker, regardless of the duration of their contract, feels valued and heard, and experiences a certain shared connection. Don’t neglect your gig and temporary workers when designing your DEIB initiatives.

8. Lead by example

When it comes to building an environment that’s diverse, inclusive, and equitable, a place where people feel they belong, trust is a vital element. But how do you build trust?

Leaders can build trust with employees by showing their vulnerability. For example, talking about their personal struggles (past and present), their hopes and fears. In many work cultures, leaders are placed on a pedestal and viewed as and spoken about almost as though they’re celebrities who aren’t quite real. In order to humanize the workplace, leaders must demonstrate that they’re human. This helps create empathy which leads to trust. 

It’s also important for leaders to model the desired change they wish to create and hold others in leadership positions accountable. This includes:

• Broadening one’s understanding of unconscious biases
• Actively listening to what one’s colleagues have to say
• Amplifying the voices of others.

Leading by example should be a core priority for advancing your DEIB efforts.

On a final note

The dollars spent by companies on DEI-related efforts are projected to more than double, reaching $15.4 billion by 2026. DEIB has, and will continue to, shape the future world of work, which is why it’s essential to start making your organization a more diverse, inclusive, equitable environment that fosters a sense of belonging in all.

DEIB can have a positive impact on your employees, making them more engaged and happy at work, as well as on your bottom line, through increased productivity, retention rates, and a stronger talent pool. Use the tips we’ve shared to improve your DEIB initiatives today, champion underrepresented groups, and create a more inclusive workplace where everyone can flourish.

FAQ

The post Diversity, Equity, Inclusion and Belonging At Work: A 2024 Guide appeared first on AIHR.

In this article, we’ll delve into ageism in the workplace, exploring 10 examples to help HR professionals detect it within their organization. We’ll also provide practical tips on preventing age discrimination.

Contents
What is ageism (in the workplace)?
Why is it essential to address ageism in the workplace?
Age Discrimination in Employment Act
10 Examples of ageism in the workplace
How can HR address ageism in the workplace?

What is ageism (in the workplace)?

Ageism is the discrimination of people based on their age. While ageism is more common among older workers, younger employees experience it, too, and this is called reverse ageism.

Age discrimination in the workplace often has its roots in stereotypes about and age bias against, for example, employees aged 55 and over. Some common age assumptions include:

• Older employees are stubborn
• They take more sick days
• They don’t know how to work with technology, and;
• They are slow.

Additionally, ageist stereotypes of younger employees could include:

• Younger employees are lazy
• They are less reliable
• They are unmotivated, and; 
• They are arrogant.

Why is it essential to address ageism in the workplace? 

It is important to address ageism in the workplace for several reasons. Let’s explain this from three perspectives: of society, economy, and organizations: 

Society and economy

The exclusion of skilled older people from the workforce is not only detrimental to the economy but also a pressing issue that demands attention. With people living longer than ever before, many retirees will spend more time out of work than in their entire careers. This poses significant challenges, particularly from a pension perspective. 

Moreover, as the boomer generation continues to retire, we face a potential loss of highly skilled and experienced workers, resulting in significant skills gaps. The impact of ageism cannot be understated. 

Studies have consistently shown its negative effects on both physical and mental health, leading to a shorter lifespan and a diminished quality of life. It is imperative that we address ageism and create an inclusive society for people of all ages.

Organizations

As mentioned, ageism left unaddressed in the workplace not only harms the wellbeing of employees, but also stifles their ability to offer valuable insights and perspectives, regardless of age. This, in turn, hinders innovation and knowledge-sharing throughout the organization. 

This could also negatively impact the employer branding should employees voice dissatisfaction with a lack of inclusivity. Failing to tackle ageism in the workplace could also lead to potential legal repercussions if an employee decides to take legal action for discrimination.

“Employers need to start by including age as the fifth pillar of diversity and inclusion. They need to measure activities by age, like gender, race, and sexual orientation.  Most will be horrified at the results, especially employee engagement.”

Victoria Tomlinson, CEO of Next-Up

Age Discrimination in Employment Act

Let’s dive into the legal consequences and explore how individuals are safeguarded against age discrimination by the law. In the United States, these protections are outlined in the Age Discrimination in Employment Act of 1967 (ADEA).

In a nutshell, the ADEA is designed to protect applicants and employees who are 40 years of age and older from discrimination based on their age in various aspects including:

• Hiring
• Promotion
• Discharge
• Compensation
• Terms, conditions, or privileges of employment.

Interestingly, ADEA does not extend its protection to workers who are under the age of 40. However, some states have laws in place to safeguard younger employees from age discrimination.

To ensure these regulations are upheld, the ADEA is enforced by the Equal Employment Opportunity Commission.

10 Examples of ageism in the workplace

In this section, we will look at various examples of ageism in the workplace – both against younger and older employees. What shape or form can ageism take, and what are the signs to look out for? 

1. Hiring and promoting bias

Ageism in the context of hiring and promoting bias refers to discriminatory practices that favor or disfavor individuals based on their age when making employment decisions, such as hiring for new positions or promoting employees to higher roles within an organization. This form of ageism can affect both younger and older individuals.

For example, while younger workers may bring a fresh perspective and a willingness to try new things, this doesn’t mean that older employees don’t. Or that they cannot also offer valuable insights and contribute to the organization’s success. 

The opposite is also true. While younger employees may be less experienced and change jobs more often than older employees, this does not mean they cannot be great candidates for that managerial position.

Example of hiring bias

Last year, Lilly USA, LLC, a pharmaceutical corporation based in Indiana, violated federal law by intentionally failing to hire older workers based on their age, according to the EEOC. 

Lily’s workforce was initially composed of older workers. To create a more age-balanced workforce, the company intentionally started hiring more millennials and under-hiring more senior candidates. This, in the eyes of the EEOC, violated the Age Discrimination in Employment Act.

Example of promoting bias

According to a Visier Insights research report that explores the role of age in the Tech industry, the frequency of people being promoted in tech declines rapidly after age 36. The same report also found that the average age for tech workers is 38, compared to 43 for non-tech workers, and that the average age for managers in tech is 42, compared to 47 for non-tech managers.

2. Marginalization

Marginalization is a discriminatory practice that affects both younger and older workers. It involves exclusion from meetings, denial of resources, limited access to opportunities, spaces, or services, and more. Essentially, it pushes employees to the sidelines of the company, rendering their contributions undervalued. One common motive behind marginalizing older employees is to coerce them into leaving the organization of their own accord. 

Examples of marginalization

In the workplace, marginalization can manifest in different ways. 

Some examples include:

• Excluding employees from important meetings, such as discussions about the organization’s future strategy
• Assigning tasks that don’t challenge employees’ skills and talents
• Placing individuals in roles that no longer leverage their strengths
• Disregarding ideas and suggestions
• Reducing people’s participation in decision-making.

3. Stereotyping

Ageism in the context of stereotyping refers to the unfair and prejudiced generalizations, beliefs, and assumptions that are made about individuals based on their age. Stereotypes can lead to discriminatory behaviors, limited opportunities, and unequal treatment. 

A theoretical example of stereotyping

Juan-Carlos is in his mid-20s and works in a large financial institution. His team members constantly remind him of the fact that he is the youngest of the team by saying things like ‘you’re probably too young to know this,’ and dismissing his ideas as ‘rookie optimism.’ He’s also ‘jokingly’ being asked to get the team’s lunch every day since he’s the youngest person there. 

After a few months, Juan-Carlos has lost his enthusiasm for the role, stopped sharing ideas and speaking up during meetings, and is actively looking for a position elsewhere.

4. Reduced training opportunities

Unfortunately, older employees are often overlooked when it comes to training programs. Only 24% of adults aged 55-65 participate in job-related training, according to PIAAC data across OECD countries. In contrast, 41% of adults aged 45-54 take part in such programs.

This lack of learning and development opportunities stems from stereotypes perpetuated about older workers. Assumptions, such as older employees being slow, resistant to learning, or on the verge of retirement, contribute to this disparity.

However, it’s not just older employees who face these challenges. Younger workers also bear the burden of stereotypes, such as being disorganized, lacking conscientiousness, or lacking motivation. Consequently, they often miss out on valuable training opportunities.

Example of lack of training opportunities

Ageism is unfortunately prevalent when it comes to limiting training opportunities for older employees. Victoria Tomlinson, the CEO of Next-Up and an advocate for Unretirement, shared a compelling example. 

Victoria conducted extensive research on investing in advanced IT skills for the 50+ generation in the construction sector. Shockingly, 87% of respondents did not consider it necessary to provide training on these skills for their older workers, despite these individuals being responsible for managing and supervising younger employees. 

5. Unequal pay

Unequal pay often hits younger workers the hardest. This can be seen when salaries are often determined by seniority rather than performance, or starting salaries and benefits packages tend to favor older employees, even if they lack the necessary experience for the job.

Example of unequal pay

A small employer in Northern Ireland fired a young worker to avoid increasing her pay to the required national minimum wage rate when she reached 18. This decision was judged by the industrial tribunal as ‘callous’ and as age discrimination.

6. Microaggressions

Microaggressions are indirect, often unintentional, expressions of prejudice. While many people may not even be aware that they’re doing this, these microaggressions can make people feel undervalued, excluded, or even harassed. 

Microaggressions are the opposite of microaffirmations: little things anyone can do to make others feel respected, valued, and included. The latter is, in fact, a great antidote to the former. 

Examples of microaggressions

The examples of ageist microaggressions are countless, especially since many of them can seem harmless. Here’s a sample of what they may look like for younger employees:

• ‘Are you in our graduate program?’
• ‘Are you the intern?’
• ‘It’s this classic theory. You probably haven’t heard of it.’
• ‘That candidate was great. I’m just not sure people will take them seriously.’

Here is a sample of what microaggressions may look like for older employees: 

• ‘There’s this new tool, you probably haven’t heard about it.’
• ‘We might not want to give this project to Bill as he may have trouble working with our new platform.’
• ‘We’re looking at this new trend. You may not know it.’
• ‘Ok, Boomer!’

7. Forced (or encouraged) retirement

Put simply, forced or mandatory retirement is the involuntary job termination of an older worker. This can happen during a broader company restructuring or downsizing or due to an employee’s poor health.

In the US, forced retirement is prohibited by law in most cases. In reality, though, 56% of workers aged 50 and older have been pushed out of their jobs before they actually wanted to retire, according to a 2018 study.

A theoretical example of encouraged retirement

John is a highly experienced engineer in his late 60s who has been working at a manufacturing company for over three decades. He has consistently demonstrated exceptional skills and knowledge in his field, and he enjoys his work. However, the company’s management is looking to reduce labor costs and bring in younger, lower-paid employees.

To achieve this, the company’s management devises a strategy to encourage older employees like John to retire early. They offer an early retirement package that includes financial incentives such as a lump-sum payment and continued healthcare coverage. 

The company’s management also starts gradually reducing John’s responsibilities, removing him from high-impact projects, and reallocating his tasks to younger engineers.

8. Negative language

Negative language is distinct from microaggressions. While microaggressions are often unintentional and may unknowingly cause harm or offense, they do not necessarily fall under the category of negative language.

However, the use of negative language such as ‘naive,’ ‘old,’ ‘rookie,’ ‘senile,’ ‘backward,’ and the like is unequivocally ageist. While individuals may not always realize the impact of their words, there is no denying the harm they can cause.

As individuals, we need to keep challenging our own perceptions of age.  I am 67 and want to work another 30 years – with a 100-year life, this is no longer weird or unusual.  The Queen worked until three days before she died at 96.”

Victoria Tomlinson, CEO of Next-Up

Examples of negative language

Negative language doesn’t necessarily have to be as harsh as some of the words mentioned above. It can also look like ‘Asset-Rich Baby Boomers’ or ‘Disadvantaged, Lazy Millennials.’  Or, even simpler, it can be that tiny phrase at the end of a job advert: ‘Older workers need not apply’.

9. Lack of career development 

Ageism in career development manifests in various ways. One form is when organizations favor younger, less qualified employees for promotion, disregarding older, experienced workers. 

Conversely, some companies promote experienced older employees, neglecting younger workers brimming with potential. 

Additionally, dismissing the ideas of younger employees and the experience of senior staff is another way ageism prevails. Consequently, these employees often find themselves overlooked when it comes to assigning new and challenging projects.

A theoretical example of a lack of career development

On paper, Sally, who is in her late forties, is the perfect candidate to lead a challenging new project that is about to start later this year. Her manager, however, decides to give the project lead to Aisha, who is in her early thirties, saying he wants to ‘lighten the load’ for Sally.

10. Rebranding roles

Rebranding roles in the workplace is a prime example of ageism that occurs all too often. It involves older employees being informed that their position is being phased out, only for the company to then bring in a younger individual to essentially carry out the same responsibilities, albeit under a different title.

Example of rebranding roles

Earlier this year, J&M Industries Inc., a manufacturing and distribution company based in the US, was sued by the EEOC for age discrimination.  According to the EEOC, J&M violated federal law when they fired an employee because of her age after she refused to retire when she turned 65 years old.

The employee’s manager had repeatedly asked her when she would retire, and once she told the company that she wasn’t, they informed her that her position was being eliminated due to economic uncertainty. Less than a month later, the company hired a man in his thirties for the same position the company claimed to have eliminated.

How can HR address ageism in the workplace?

Recognizing ageism in the workplace is just the beginning. Taking proactive steps to prevent it is key. In this section, we will provide five tips for HR professionals to effectively combat ageism within their organization:

1. Raise awareness: Foster a culture where individuals are mindful of ageist behaviors. Offer training sessions to educate employees on ageism and how to identify it.

2. Review HR processes: Assess your hiring procedures to ensure age bias is not infiltrating your organization. Identify areas where improvements can be made.

3. Educate managers: Managers play a vital role in leading by example. Equip them with the knowledge and skills to recognize and address ageist behaviors within their teams.

4. Embrace reverse mentoring: Launch a reverse mentorship program to create a mutually beneficial learning experience between older and younger employees. Encourage them to learn from each other and challenge age biases.

5. Establish a go-to person: Clearly communicate to all employees who they can approach if they encounter ageism and are uncomfortable discussing it with their immediate manager.

“Employers also need to focus on intergenerational working – we already have four or five generations in the workforce, soon it will be six or seven. Get it right, and the benefits are huge, including filling the current skills shortages.”

Victoria Tomlinson, CEO of Next-Up

Key takeaways

Discovering and addressing our internal biases and stereotypes is crucial. Ageism in the workplace is prevalent, but the good news is that awareness empowers us to take action. HR practitioners have a pivotal role in fostering ageism-free environments. 

The post What is Ageism? 10 Examples of Ageism in the Workplace appeared first on AIHR.