INSIGHTS

REPORT

HowtoCreateanInclusive

WorkplaceThatValues

EquityandDiversity

With

Support

From

Diversityisajourney.

helpyoufindyour

way.

can

We

Weallwanttofostergreaterbelonginganddiversityinourworkplaces.

Ifyou’rewonderingwheretostart,wecanhelp.Real-timeinsightsin

Workdayallowyoutomeasureyourdiversityjourneythroughoutyour

organization.OurVIBE?(ValueInclusion,Belonging,andEquity)

approachtodiversityletsyougaugeeverythingfromhiringand

promotionstoyouremployees’senseofbelonging.Youcanseeata

glancewhereimprovementisneededandtakeactionfast.Diversity

canbealongroad.Wecanhelpkeepyoumovingintherightdirection.

Workday.Fora

changingworld.?

Findoutmoreat/vibe

workdo

?2022Workday,Inc.Allrightsreserved.WORKDAY,theWorkdayLogo,WORKDAY.FORACHANGINGWORLD.,

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TABLEOFCONTENTS

HowtoCreateanInclusive

WorkplaceThatValues

EquityandDiversity

4Introduction

6RevampRecruitingandInterviewing

8ProvideOngoingSupportforNewHires

10CreateaFrameworktoEnsurePayEquity

12GiveStaffWaystoShareViews

14SharePowerandDecisionMaking

15LastingChangeTakesTimeandPatience

ContactCI@withquestionsorcomments.

HowtoCreateanInclusiveWorkplaceThatValuesEquityandDiversitywaswrittenbyLaurenBarackandDanParksandis

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howtocreateaninclusiveworkplacethatvaluesequityanddiversity

3

THECHRONICLEOFPHILANTHROP

INTRODUCTION

iStock

M

ostnonprofitleadersareworkingtoensuretheirorganizationscanattractandretainadiverse

groupoftopperformersin2022.Thisisachal-

lengingpropositionastheUnitedStatesexpe-riencesitstightestlabormarketingenerations:

Thenumberofopenjobshasremainedbe-tween

10millionand11million

foraboutsixmonths.

Leaderswhocreateaworkplacecultureinwhichallstaffmembers—women,

peopleofcolor,thosewithdisabilities,

andLGBTQemployees—aresupported

andempoweredcanincreasetheiroddsof

attractingandhangingontotoptalent.

Research

showsthatstaffdiversitycan

increaseorganizationalimpactaswell.

BradFulton,anassociateprofessorof

nonprofitmanagementatIndianaUniver-

sity,conductedastudyof178nonprofits

withdiversestaffsthatareengagedin

communityorganizing.

Fultonmeasuredorganizationaleffec-

tivenessinseveralways,includinghow

manyorganizingtacticsnonprofitsused,

howmanymeetingswithgovernment

officialstheysecured,andhowmanypeo-

pletookpartintheirevents.Thegroups

howtocreateaninclusiveworkplacethatvaluesequityanddiversity

4

THECHRONICLEOFPHILANTHROP

withdiverseteamswhoregularlydiscussracial,class,gender,andreligiousdiffer-enceswiththeircolleaguesweremore

successfuloverall.

Onereasonforthismaybethatleaderswhoseekinputfromadiversegroupof

staffmembersarelikelytomakedecisionsthatresonatewiththepeopletheyserve

andlead.

MillennialsandGenZworkers,in

particular,wanttheiremployerstomakediversity,equity,andinclusionapriority,says

LindaNguyen

,founderandprincipalofMovementTalent,aWashington,D.C.,nonprofitthatworkstoimproveHRprac-ticesinthenonprofitworld.

“Ithinkfolksofthesetwogenerationsaremorewillinginalotofinstancesto

walktowardstheirvaluesandawayfromplacesthatdon’tespousethosevalues,”Nguyensays.

Oneleaderunderstoodtheimportanceoffosteringdiversityandinclusionwellaheadofothers.WhenJenniferFord

ReedytookthehelmattheBushFoun-

dationin2012,peopleofcolormadeuponlyabout15percentofthestaff.So,

FordReedyandherteamrevampedtheirhiringpractices.

Thekeytohiringfordiversity,saysFordReedy,is“thinkingmoreexpansively

aboutwhatgreattalentlookslike.”Man-agersbeganlookingbeyondnonprofitsandfoundationswhenfillingopenjobs.“Youhavetobewillingtorecruitfrom

differentplaces,”shesays.

Thetacticworked.By2016,thenumber

ofpeopleofcolorontheBushFoundation’s

staffjumpedfrom15to40percent.

FordReedysaystheincreasesinstaff

diversityledtoshiftsinitsgrantmaking,

suchassettinggoalstoadvanceracialeq-

uitythroughthedollarsitawarded.Amore

diversestaffalsopromptedchangesinthe

waythefoundationselectsvendorsandim-

provedcommunityoutreach.Forexample,

theorganizationchangeditsofficehoursto

beinsyncwiththoseofcommunitygroups.

Thefoundation’scommitmenttoDEI

extendstoitsboard,too,whichregularly

examinesitsmakeup,accountingforage,

race,gender,genderidentity,andwhether

trusteesliveinurbanorruralareas.

Boardmemberssharewitheachother

theirbackgrounds,formativeexperiences,

andviewpoints,andhowthesefactorscould

influencetheirdecisionsorcreatebiases.

YearsofDEIcoachingledboardmem-

berstoputmoretrustinthenonprofits

theysupportandthepeoplewhoworkin

theircommunitieseveryday.Boardchair

TonyHerediasays,theorganizationnow

understandsthatpeoplewhoexperience

society’schallengesfirsthand“aregoingto

bethebestservedtofigureoutwhatideas

havethemostmerit.”

Thefoundation’stop-to-bottomap-

proach—instillingdiversity,equity,and

inclusionintotheentireorganization—is

keytocreatingaworkplacethatembraces

everyone,expertssay.Herearefivewaysto

dosoatyournonprofitorfoundation.

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howtocreateaninclusiveworkplacethatvaluesequityanddiversity6THECHRONicLEOFPHILANTHROP

Revamp

Recruitingand

Interviewing

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RECRUITING

ShadaeMcDaniel,avicepresidentat

the

AllStarsProjectofNewJersey

,agreesthatnonprofitsmustbeintentionalabouthowtheyseeknewhires.Tomaintainstaffdiversity,herorganizationactivelyrecruitsfromitsalumnibase,aswellasitsnetworkofafter-schoolpartnersandvolunteers.

“WelookforpeoplewhohaverelationshipswithinnercitieswhereAllStars’youth

participantsreside,”shesays.

PeterHayashida,vicechancellorforad-vancementattheUniversityofCaliforniaatRiverside,saysit’sessentialtolookin

newplacesforpotentialhires.“Ifwekeephiringpeopleoutofthesamepool,we’regoingtokeepgettingthesameresults,”hesays.Placejobnoticeswithorganizationssuchas

AfricanAmericanDevelopment

Officers

orothergroupsthatservepro-

fessionalsofcolor,headvises,anddon’t

overlookpeoplewhomaywantacareer

change,suchasthoseworkingatcommu-nity-basedorganizations,staffingfinan-cialservicesfirms,orpracticinglaw.

Ensurethelanguageinyourjobnoticesreflectsyourcommitmenttodiversity.

Forexample,ArmandoCastellano,a

trusteeattheCastellanoFamilyFounda-tionsetupbyhisparents,oftenreceivesrequeststosharejobannouncements

withhisnetwork.Hewon’tshareany

thatdon’tbothemphasizediversityandincludesalaryinformation.

Onenonprofit’sexecutivedirectorsentCastellanoajobannouncementforarolerequiringmultilingualskillsandmul-

ticulturalexperience,hesays,yetthose

qualificationsappearedatthebottomofthejobdescription.Anotherhiringman-agersoughthishelpfindingdiversecan-didates,butthemultipagejobdescriptiondidnotincludetheword“diversity”once.

Excludingsalarydetailsinjobpostingsisanothermistake,Castellanosays,and

itcanshrinkthepoolofapplicants.Whensalaryrangesareleftoutofjobads,Castel-lanosays,“Thenyou’reonlygettingpeoplewhohaveprivilege,whodon’thavecon-

cernsaboutincomeandspending.Thatmeansyou’recuttingoutalotofpeople.Andhowinequitableisthat?”

INTERVIEWING

Duringinterviews,askjobseekersabout

theircommitmenttoracialequity,whether

youarehiringacampaignmanager,digital

organizer,orchiefoperatingofficer.That

waycandidateswillunderstandthatifthey

getthejob,“theywillneedtocenterequityin

everypartoftheirwork,”saysLindaNguyen.

Broadenthe

interviewprocess

toinclude

departmentsthroughoutyournonprofit,Mc-

Danielsays,soeveryoneinyourorganiza-

tionfeelsresponsibleforincreasingdiversity.

"Ifwekeephiringpeopleoutofthesamepool,

we’regoingtokeep

gettingthesameresults."

AttheAllStarsProject,jobcandidates

speaktopotentialpeersandsupervisors

fromdepartmentsotherthanthosedoing

thehiring,aswellasthehiringmanager,

shesays.

TheAllStarsProjectalsoensuresthat

interviewersrepresentavarietyofraces,

genders,androleswithinthenonprofit.Job

seekershavetoldherthisapproachshowed

themtheAllStarsProjectmadediversity

apriority.“That’swhatwe’relookingfor,”

saysMcDaniel.

Addingmorepeoplecanlengthenthe

hiringprocess,butithelpsreducepoten-

tialbias.Bysharingpowerandincluding

moreperspectives,leadersreducetherisk

of“unintentionallydisadvantagingcan-

didatesfrommarginalizedbackgrounds,”

Hayashidasays.

Plus,whencandidatesmeetmorepeople

atanorganization,theycanbetterdecide

iftheroleisagoodfit.Thatshouldincrease

theirchancesofstickingaroundandgive

themafewfamiliarfacestoconnectwith

intheirearlydays.

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8

iStock

ProvideOngoing

akeacloselookathow

newpeoplearewelcomedtoyourorganizationandwhethertheyaregiventhetoolstosucceed.

Ideallysupportfornewemployeesshouldstretchacrossanentireyear,be-ginningonthedaysome-

onereceivesanofferletter,saysAngeliqueGrant,anassociatewiththeAspenLeadershipGroup.

Ifpeoplerelocatetojoinyourstaff,

consideraskingoneoftheircolleagues

toeasetheirtransitionbyhelpingfind

neighborhoods,religiousorganizations,ethnicgroups,orevensportsleaguesthatfittheirpreferences.

tT

Hires

Doregularcheck-insoveraperiodof

weeksormonthstoensurenewstaffmem-

bershaveeverythingtheyneedtosucceed,whetherthatisasecondcomputermonitor,supportforaninvisibledisability,ormakingsuretheyknowtheycantaketimeofffor

“mentalhealthdays.”

Considerimplementinga“buddysystem,”saysGrant,whereapeer—notaboss—is

availableanytimetohelpnavigatethechal-lengesoffittingintoaneworganization.

Whentheprocessisdonewell,eachem-ployeewillfeelrepresentedinanorganiza-tion’scultureandinvestedinitsmission.

Itisacriticalwaytoensureemployeere-tentionbecause90percentofnewemploy-eesdecidewhethertostayorleavewithinthefirstsixmonthsofajob,saysGrant,

whoalsoservesasseniorconsultantandprincipalattheInclusionFirm.

Manynonprofitsareembracingsharedleadershiptodealwiththelearning

curveofbeingaCEO.

Anotherexcellentwaytoensureemploy-ees’long-termsuccessisthroughmentor-

ships—whichcangobeyondone-on-one

pairings.ArtsBostonstartedaNetworkfor

ArtAdministratorsofColorthattakesa

layeredapproach

.Executivesserveasmen-torstomidlevelartsadministrators,and

midcareerprofessionalsinturnoffercareerguidancetojunior-levelartsadministrators.

Grant,whoservesascommitteechairfor

the

BlackLeadersinPhilanthropyMentor

Initiative

,helpedlaunchamonthlymen-

torshipprograminJanuary2021.Fifty

developmentexecutives—mostlyvice

presidentsatcharitiesandfoundations

—metwithmorethan20mentorsfora

two-hourZoommeetingonceamonthfor

sevenmonths.

Thementorsofferedadviceonarangeof

issues,suchashowtocreateaplanforca-

reergrowth(amapofpotentialroleswith

increasingresponsibility),achievingwork-

lifebalance,handlingmicroaggressions,

beingoverlookedintheoffice,managing

companypolitics,andtheemotionaldrain

ofservingonaDEIcommittee.

Participantsintheprogramhavesince

advancedintoavarietyofroles,andsome

mentorsevenhiredmentees.Anewgroup

startsinJanuary2022.

ProInspire,anonprofitthatprovides

DEIandleadershiptraining,wentastep

beyondmentorshipwhenBiancaCasano-

vaAndersonwashiredasco-CEOin2021.

Andersonsharestherolewithfounder

MonishaKapila,whoservesasabuilt-in

long-termadvisertothenewleader.That

approachwasdesignedbyKapilaandap-

provedbytheboard.“AsaBlackwoman,”

Andersonsays,theboard“wantedtomake

surethatI’msetupforsuccess.”

Kapilasayssheplanstoleavetheorgani-

zationwithinafewyears,andtheco-CEO

arrangementwascreatedinparttohelp

ensureAnderson’slong-termsuccess.

“Youdon’tstarttheprocesswhenit’s

timefortransitions;youneedtobecon-

stantlyinvestinginleadershipandlooking

afterpeoplewhomoveintothoseroles.”

Manynonprofits—includingChange

ElementalandtheBuildingMovement

Project—areembracing

sharedleadership

todealwiththelearningcurveandchal-

lengesofbeinganexecutivedirectoror

CEO,saysKapila.Theapproachcanbring

diversevoiceswithfreshideasintothetop

levelsofmanagement.

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THECHRONICLEOFPHILANTHROP

Createa

Frameworkto

EnsurePayEquity

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THECHRONICLEOFPHILANTHROP

W

omenandpeopleofcoloroftenfacepaygaps;keepingsala-

rieshiddencanper-petuatethisinequity.

BlackandLatinawomenwhowork

full-time

make63

centsand55cents

,respectively,forev-

erydollaranon-Latinowhitemanearns.

A2017

reviewofsalarydata

fornonprof-itsinNewEnglandfoundthat89percentofthehighest-paidpositionswereoccupied

bywhites,comparedwithonly3percentforBlackpeople,3percentforHispanicpeople,and3percentforAsianpeople.

AttheSanFranciscoJewishCommunityFederationandEndowmentFund,leaders

acteddecisivelytoreducepayinequities

basedongenderandrace.Theprocess,

whichtookyears,includedsettingpayrang-esforeachofitsjoblevelsthatarebasedonthemarket.Now,payrangesareaddedto

everyjobthefederationadvertises

.

Theframeworkprovidesclarityandcon-sistencyforpositiontitlesandsalaries;paydecisionswhenhiringandpromotingstaffaremadefasterbecausethedatasupportsthedecisions,saysthegroup’schiefexec-

utive,DannyGrossman.Thatstructureis

“likesittingonthiskindofintegritypillow”becauseyourdecisionsareconsistentandbasedondatathatissharedopenly.

Youmightnotlikewhatyoufind,cau-

tionsGrossman,whoknowsofanother

organizationthatstartedonthisworkonlytofindthatitwasnotpayingindividualsatmarketrates.

RuhalDooley,knowledgeadviserattheSocietyforHumanResourceManagement,recommendscreatingawrittencom-

pensationplan.Layoutobjectivecriteria

forstartingpay,promotions,andmerit

increases,headvises.“Whenyouaddress

thosethreethings,youreallyhavedone

alottomitigateinequityincompensa-

tion,”hesays,inpartbecauseyouremove

factorslikesalaryhistoryandnegotiation

fromtheconversation.

Setwagesbasedonthemedianpayfor

whitemen,saysKatieDonovan,found-

erofEqualPayNegotiations,afirmthat

helpsemployersachievefaircompensa-

tion.“It’sallaboutwhatisthewhitegen-

tlemanmaking,”Donovansays.“That’s

theunbiasedstandard.”

Layoutobjective

criteriaforstarting

pay,promotions,and

meritincreases.

Anddon’tofferpromotionswithouta

raise,shesays.Thishappensoftenbut

usuallyonlytothosewhoalreadyfacea

paygap,Donovansays,suchaswomen

orpeopleofcolor.“Anditusuallycomes

aroundbecausethepersonwastryingto

justgetpaidappropriatelyforthejobata

lowerleveldoinglesswork,”shesays.

Examineyourhierarchyforareaswhere

womenorpeopleofcolormaybeunder-

represented,andseektocorrectthatover

time,Dooleysays.“Nothing’sgoingtofixit

overnight,butithastobeworkedontoget

fixedatall.”

howtocreateaninclusiveworkplacethatvaluesequityanddiversity

11

THECHRONICLEOFPHILANTHROP

GiveStaffWays

toShareViews

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howtocreateaninclusiveworkplacethatvaluesequityanddiversity

12

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B

oardmembersarekeyde-

cisionmakersatnonprofits,butasvolunteers,theymaynotknowhowanorgani-

zationrunsdaytoday,saysYoung-jooLee,directorof

thenonprofitmanagementprogramattheUniversityofCentralFlorida.

Listeningtourscanbe

avaluabletoolfortrusteestobetterun-

derstandanorganization’soperations,

strengths,andweaknesses.Byencourag-ingstaffmemberstosharefeedback,boardmembersalsocansupportseniorleaders

committedtoembeddingDEIintotheculture,shesays.

Afterlistening,leaderswhowanttocreatewelcomingandsupportiveenvironments

musttakestepstowardappropriatechang-es.Createinternalcouncilsorhostregularmeetingsforleaderstohearfromstaffandthenusethefeedbacktoshapedecisions.

TycelyWilliams,chiefdevelopmentoffi-cerattheBipartisanPolicyCenter,believesthat

organizationsbenefit

whenleaders

“createspaceandopportunityforother

individualstointroducetheirexperiences,”particularlyiftheirexperiencesvarywide-ly.Thoseconversationscanbecompany-

wideandexpresslyfocusedondiversity.

MindTrust

,anIndianapolisgroup

thatworkstosupportpublicandcharter

schoolsanditsteachers,setupaDEIgroupbeforethepandemictoassesspoliciesandidentifyinternalbiases.

Athree-yearplanincludedfreeinguptimesoallstaffmemberscouldpartic-ipateindiscussionsaboutrace.Staff

membershad“honestandfruitful”con-

versationsthatwouldn’thavebeenpossi-

blewithoutthisintentionaleffort,saysits

CEO,BrandonBrown.

Theorganizationisnowinthethirdyear

ofthatplanaccordingtoPatrickJones,

seniorvicepresidentofleadershipandeq-

uity.Todaythenonprofithas25employees;

58percentarepeopleofcolor.

Hostregular

meetingsforleaders

tohearfromstaffand

thenusethefeedback

toshapedecisions.

Inthefirstyear,thegroupcreatedstate-

mentsaboutwhatthenonprofithopedto

achieve.Yeartwoinvolvedcreatingaffinity

groupstoprovidetraining,coaching,anda

safeplaceforpeopletodiscussissuesthey

mightbeuncomfortableraisinginlarger

groups,saysJones.Nowthefocusison

communicatinginternallyandexternally

abouttheorganization’seffortstoachieve

equityandinclusion.

“Thenatureoftheworkisthatit’scon-

stantchangeandreflection,”saysJones.

howtocreateaninclusiveworkplacethatvaluesequityanddiversity

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THECHRONICLEOFPHILANTHROP

SharePowerandDecisionMaking

I

natrulyinclusiveorganization,ju-

niorstaffmembersandnewemploy-eesfeelcomfortableraisingconcerns,andtheyhavearolewhendecisions

aremade.Everyoneis“involvedintheconversation”andfeelssupport-edbysupervisorsandpeers,saysAllStarsProject’sMcDaniel.

“Oneapproachweuseistoproac-tivelyinvolveacrosssectionofteam

membersfromdifferentareasofourorgani-zationinleadershipgroupsandinitiatives,”McDanielsays.Forexample,AllStarshasanoperatingcommitteemadeupofemployeesfromfundraising,programs,andopera-

tions,plusamemberfromeveryregion

inwhichthegroupworks;thecommittee

Topleadershave“officehours”whenanyemployeecandropintodiscussideasorconce