By cultivating an environment that prioritizes the most marginalized, everyone in the organization … [+]
Allyship is a term that has been used for decades but within the last year, it’s a term that rose in popularity. Merriam-Webster defines allyship as the supportive association that a person has with a marginalized group that they do not belong to. There has been growing interesting in not only what allyship entails but also in understanding how to be what one would deem a “good ally.” Rather than focusing solely on these inquiries, any person who strives to help the most marginalized employees must understand concrete and actionable ways to actually support different employees. By cultivating an environment that prioritizes the most marginalized, everyone in the organization will benefit. To quote the incomparable Fannie Lou Hamer, “nobody’s free until everybody’s free.” Implementing policies, practices, and programs that specifically address structurally inequities will have a trickle-down effect on all employees. As the popular saying goes, “a rising tide lifts all boats.” This article will explore specific and tangible ways to advocate for and amplify your most disenfranchised and disempowered employees.
1. Development opportunities. A survey of your employees will likely reveal a desire for more development and growth opportunities. What specific opportunities are you providing for employees? There is a wealth of evidence that suggests that sponsorship opportunities can prove beneficial to different employee populations. In a 2021 Harvard Business Review article, Rosalind Chow outlined the ABCDs of sponsorship. Chow shared that these should include a) amplifying the accomplishments of protégés, b) boosting the credibility of the protégé being sponsored, c) connecting the protégé to new relationships, and d) defending the protégé should anyone dismiss or devalue them. A clear pathway for advancement can be a determining factor in whether employees from marginalized identities are compelled to stay or leave the organization. Design a sponsorship program where employees are paired with willing sponsors. Determine ways to incentivize senior and seasoned employees to get involved.
2. Accountability in imperative. No matter how many trainings are introduced or how many policies are created, there must be a checks and balances system to truly foster equity. What diversity, equity, and inclusion (DEI) goals are leaders setting for the future? How will these objectives be accomplished? What goal-setting method is being used to keep everyone accountable? And most important, who is holding everyone accountable? It is not enough to say you are committed to DEI—you must have these elements incorporated into everything you do. DEI should be baked into the fabric of the organization. During employment interviews, ask candidates about their commitment to DEI. Evaluate leaders and employees alike on their commitment and efforts to foster more inclusion and belonging. Include equity and inclusion as part of the performance review process. Ensure that goals are not only being set but that there is an accountability system in place to actually accomplish these objectives.
3. Listen to employees. Solicit employee feedback often. A common practice within workplaces is leadership thinking that they know what’s best. Take the guesswork out—simply ask employees what they need, and how they want to be supported. The results may surprise you. In addition to frequently having dialogue with employees from marginalized backgrounds about their specific needs, be sure you are actually implementing the suggestions being made. If, for example, there are a number of employees complaining about pay inequities, explore pay rates and salaries via a pay audit. If there are discrepancies in pay, discuss how you are addressing this with employees. Ensure that if you soliciting employee feedback often, and that you are actually taking employee suggestions into consideration. Asking employees what their needs are without taking active steps to address these needs based on the feedback given is a recipe for disaster.
4. Educate employees. Continuous education is crucial. The world is changing at a pace that is difficult to keep up with. Phrases and sayings that used to be commonplace are being re-examined. The meaning of words is also changing. Organizational practices and policies that were once seen as normal and routine must be revisited. The divide between what people know and understand about cultures and groups outside of their own seems to be growing wider and wider. More education is needed to help employees understand the nuances of identity, race, culture, and ethnicity. A pervasive issue, for example, that impacts many employees is the discrimination of afro-textured hair. Do employees from different countries understand hair discrimination and texturism? How does the white gaze impact performance evaluations and perceptions of non-white employees? How does fatphobia show up in different ways in the workplace? How does ableism impact employees with invisible conditions? There is an endless number of issues faced by people with marginalized identities. Ensure your organization is engaged in the learning, re-learning and unlearning of relevant issues that impact different populations, so that there is a greater level of understanding and compassion for all employees. Hire professionals who specialize in different areas to provide continuous and ongoing education for employees.
MORE FOR YOU
5. External advocates. There is a widely-held belief by much of the working population that human resources (HR) is not a “friend” of employees. Many believe that HR and organizational leaders as a whole are not working in the best interests of employees. While the verdict still remains regarding whether this belief is true, companies should collaborate with external entities who can work on behalf of employees. External consultants provide a great buffer between the staff and leadership, and are less likely to deal with the red tape and politics that internal DEI leaders and employees have to deal with. Organizations should also think about working with an ombudsman, which is an individual that works as a neutral party to address different organizational concerns. Many employees, for example, from racially marginalized backgrounds have trust issues because of the racial trauma they have experienced. Rebuilding the trust is paramount to supporting marginalized employees.
