Asking a man if he had a pen proved to be a career-defining moment for Annika Bizon. This seemingly innocent question was asked during an all too familiar scenario facing women in business meetings with mostly men.

At the time, she was working in the film industry and was the youngest and only female sales director. Despite having a senior position, she was expected to take the meeting minutes.

She recalls: “At the first meeting, I thought that was how things were, but the second time when they said to make sure to take the minutes, I said, ‘why, do you not have a pen?’ It created tumbleweed across the room and changed my career with those guys.

“The other thing I realised very quickly is you’ve got to bring ‘you’ – don’t let your self-doubt hinder you – into a room. Don’t be afraid to say, ‘I don’t agree’ because it’s a superpower.”

Promoting DEI

Being unafraid to speak her mind is an important part of Bizon’s leadership style, especially regarding promoting diversity and inclusion. As Marketing & Omnichannel Director at Samsung UK, she has actively brought diversity into the team.

The company has several employee relations groups, and, importantly, they have voices that are being heard. DEI is now part of the recruitment process.

“I’m incredibly proud that Samsung UK had let me have a voice because I came into the business to make a change,” Bizon enthuses. “I sit on a Meta panel, part of which is around diversity and inclusion. We look at whether we are doing enough in our marketing and, as an industry that spends a lot of money on creatives, to promote diversity and inclusion in a tangible and realistic way.

“So, at Samsung, we started looking at our agencies, which recently highlighted that we had a very small section of the population working across our creative touchpoints.

“This has led me to sit on a committee called Solve for Tomorrow, an annual competition we hold for talented and diverse young people to help them channel and grow their innovation skills, to develop various technology for social good such as sustainability and accessibility. Samsung fund this and provide expert mentorship during and after the competition process.”

De-mystify tech to attract women

However, despite a commitment to DEI, the results from a Samsung-commissioned survey, published to coincide with this year’s International Women’s Day, showed that, while two-thirds of 18-25-year-old women could see a future tech career, respondents felt they didn’t understand enough about the industry to take the first steps.

Sadly, 92% of those surveyed couldn’t name a famous woman in tech, and one in 10 misidentified ITV’s Alison Hammond as a tech pioneer.

Bizon believes the best way to encourage more women into the tech industry is to de-mystify it. She explains: “Tech is exciting and fast-paced. Women do loads of things all at the same time, as a rule, and this industry has lots of things going on simultaneously.

“I’ve worked in tech for four years, and it’s not that different from any other industry. The same problems occur no matter what business you’re in. You’ve got to have a good foundation in terms of your skills and be proud of them.”

Transferable skills

In her case, the foundation is marketing and sales, skills she honed during the 16 years she spent at Universal Pictures, 20^th Century Fox and Walt Disney.  She saw the change brought about due to MeToo and what it meant for the global business. When Walt Disney bought 20^th Century Fox – the world’s biggest acquisition – Bizon helped to set up Disney+.

She was considering whether to remain in the industry or try another sector when Three Mobile came calling. They wanted to set up a business-to-business division and reach a broader audience.

“At that point, mobile and digital technology were merging, and I could see that I had transferable skills that would give a different point of view,” says Bizon. “I started in the B2B area and moved into their consumer division, working on everything from the partnership with Chelsea FC to the Gogglebox deal.”

Then she was contacted by Samsung, who were looking to set up an omnichannel approach, and she hasn’t looked back. Bizon was attracted by the idea of creating one clear message for consumers. She firmly believes that sales and marketing experience is transferable to any industry.

Challenging the norm

“I have brought in people from different sectors because I want diversity of thought,” she reasons. “I want people to say, ‘why are you doing that’ and ‘have you tried it this way’ because that thinking changes and shapes how a business will transform itself. You want to have as much diversity of thought as possible because you can challenge the norm, making you more competitive, innovative, and successful.

“My job is to market to the consumer and, if I haven’t got enough consumer [representation] sat around the table with me, I can never make good decisions on how to talk to that consumer. Consumers have always been at the heart of everything I do.”

Her earlier experience of being the only woman in a room and expected to deliver drinks and take minutes has made her more aware of inequality than many leaders. She believes older white men find it difficult to relate to DEI partly through fear.

“Some people will never change their minds and don’t understand where the lines are,” Bizon argues. “I try to make that conversation as easy as possible by doing it in a non-confrontational way. Humour solves many things, and I believe massively in good relationships. It’s all about openness because, if it’s something that everyone fears, it leads to no change.”

Coaching new managers

She aspires to nurture and support her team to the extent that it would make her redundant and enable someone else to take over. Certainly, Bizon has no truck with women who pull up the ladder as they rise through the ranks.

She says: “Funnily enough, women can sometimes not be nice to each other. It’s insecurity. If they’re pulling up the ladder, then they’re crippling themselves. Another frustration is putting someone into their first management role with little support. So, I spend much time coaching them in simple things that can make or break someone’s career.”

Bizon believes that DEI is strengthening in organisations every year and, as long as it continues the trajectory, eventually, the issues will no longer be topics of conversation as everyone will be part of the same team – but it will still take time.

The post Samsung UK: women should not allow self-doubt to hinder their careers appeared first on DiversityQ.

Amy Casciotti, VP of HR at TechSmith, shares how an innovative approach to meetings and communication practices promotes equity, amplifies diverse voices, and cultivates a thriving work culture.

Amy, could you share some specific examples of how the traditional meeting structure at TechSmith inadvertently led to inequity among employees?

Employees often enter meetings with varying levels of subject matter familiarity, leaving those with less knowledge or a timid personality disadvantaged in sharing ideas or feedback. So it’s no surprise that contributions regularly come from the louder voices or fastest thinkers in the room — not always the best.

It also becomes unclear unless you can experience what happens when these discussions occur outside a meeting. When we conducted our Async-First experiment last July, where we eliminated most meetings in favour of asynchronous communication, I started to hear great feedback and opinions on HR policies from team members I seldom heard in our traditional meeting structure.

In the past, when we would discuss potential changes during a meeting, undoubtedly, someone would offer a new thought at a later date after having time to digest the information. Many times, decisions had already been made and plans put into action. It is possible that different choices would have been made had we received additional information from these individuals.

How did you identify and measure the inequities caused by traditional meetings? Were there any surprising findings?

Ironically, the inequities were the surprise finding during our Async-First experiment. It was designed to create fewer, better meetings for employees experiencing meeting bloat. But with teams communicating asynchronously, we noticed more participation from employees who were usually quiet in meetings. It opened our eyes to how many good perspectives may be lost if we don’t address the issue.

What steps did TechSmith take to address the inequities and create a more equitable meeting environment? What has been particularly effective in giving a voice to lesser-heard colleagues?

To maximise time spent together and combat inequity, team leads now create “flipped meetings” using screen capture technology to share important information ahead of scheduled calls. All attendees can view recordings on their own time, ensuring everyone is given an equal opportunity to process the information presented and brainstorm ideas in advance. Since adopting this new structure, reserved employees have become more comfortable and confident in sharing their ideas with colleagues.

Did you face any challenges or resistance when implementing these changes? If so, how did you overcome them?

Because our employees were accustomed to a certain way of doing things, there was an expected learning curve as we introduced asynchronous communication tools, such as Snagit and Slack, more heavily into the workflow to supplant meetings.

We realised quickly that the only way to overcome this resistance was to trust each team to create a workflow best suited for the way they work. If flipped meetings aren’t comfortable for a team member, we encourage them to find an alternative that suits their needs. These changes are guidelines within our company for this reason. While we are big proponents of these new updates, we value our employees’ happiness the most.

Besides the changes in meeting structure, what other investments has TechSmith made to improve equitable communication at their new hybrid-first HQ?

From the beginning, we knew that we wanted to implement a digital-first approach in our new office because if one employee is digital, everyone should follow a digital communication protocol, including those who are in-person. Wherever our employees work, we want to ensure they can communicate with one another seamlessly and that we are not enabling a system where in-person employees have an inherent advantage over remote staff.

To accomplish this, we spent over $6M in technology to mitigate the issue. We installed Zoom Rooms technology, where pushing a button can bring up current meetings happening across offices. Additionally, each room has a Zoom whiteboard, so brainstorming sessions can happen anywhere and anytime. We even implemented small details like speaking panels outfitted with over 100 mini microphones into our rooms to ensure those of all heights and voice tones can be heard. 

In what ways has the new meeting structure and improved communication practices positively impacted the overall work culture at TechSmith?

Widespread adoption of asynchronous communication tools and procedures like flipped meetings have given employees precious creative thinking time and allowed them to optimise their schedules to best suit their needs. You can’t have flexible work if you’re anchored down by too many meetings – virtual or not. 

Additionally, the technology implemented in our headquarters has allowed employees to make meaningful connections with their colleagues regardless of location. In a hybrid work setting, it can be challenging for employees to create and maintain close relationships with one another. Still, we’ve found that the latest technological upgrades within our new headquarters have helped reduce this barrier. 

Have you noticed any changes in employee engagement, collaboration, or satisfaction since implementing these changes?

We have seen an increase in meeting satisfaction because we no longer use them for information sharing and only when important decisions must be made. We have noticed increased collaboration as it is now easier to share information with a group without trying to find time on everyone’s calendar through asynchronous communication. We are finding that with video, there are a lot fewer misunderstandings and miscommunication, like there can be when someone is sending information in a text format. 

How have employees responded to the new meeting structure and the emphasis on equitable communication? Have you received any feedback from them?

TechSmith teams have received our new meeting structure well, with 85% indicating they would be cancelling some meetings and replacing them with asynchronous communication in the future. Our goal was never to replace meetings entirely, so we’re happy to see our teams thinking outside the box to optimise their schedules and time spent together. 

What advice would you give other organisations addressing inequities in meeting structures and communication practices?

Start by actively listening to your employees more. Corporate leaders are seldom in the same meetings as the rest of their team and may be unaware that only a few voices are being heard. Managers should dedicate time to speak with their teams about the pain points they’re experiencing within their current meeting set-up, what they’d like to see change, and be open to feedback for solutions. It’s important to do this team-by-team, as not every department works the same way. 

As more companies adopt a hybrid work structure, corporate leaders should be intentional about the communication and productivity tools available to employees. Whether at home or in-office, every staff member deserves to feel like they’re equipped with the technology necessary to complete work and participate on equal footing with others. By doing so, companies will also help foster open communication among team members and, thus, a more inclusive workplace. 

The post TechSmith transforms meeting for enhanced collaboration, equity appeared first on DiversityQ.

In today’s competitive labour market, offering benefits is key to hiring and keeping exceptional talent. Surprisingly, most workers prioritise their benefits packages over salary when making career decisions. Providing comprehensive training is essential to ensure your staff is leveraging all the advantages of their benefits package.

With easy-to-understand explanations about each type of benefit available, you’ll ensure that employees truly understand what they’re entitled to from your company so everyone can get the maximum value out of those perks.

Take the time to assess employee needs

Understanding how to support your employees with benefits begins by understanding their current benefits literacy and identifying any existing gaps. 

One of the first things you should do is evaluate your company’s job titles, roles, and responsibilities. This will help you identify which benefits are most important to each group of employees. For example, if you have a lot of employees who work in physically demanding jobs, they may need more information about health insurance options that cover injuries or disabilities.

Once you’ve identified which benefits are most important to each group of employees, investigate which specific individuals need awareness about these benefits. This could include new hires who may not be familiar with all of the company’s offerings or employees who have recently experienced a life change (such as getting married or having a child) and may need additional support.

Establish an effective communication plan

Establishing an effective employee benefits communication plan is crucial when creating a comprehensive benefits literacy plan for your employees. Multiple communication channels are vital to ensuring all employees receive the information they need to make informed decisions about their benefits. In-person meetings, email campaigns, and benefits partners’ webinars are great ways to get important information across.

It’s also important to consider the complexity of the topics being discussed. Design visuals and infographics that everyone can easily understand to simplify complex topics. This will help ensure that all employees clearly understand their benefits options.

Leverage employee benefits technology

Technology such as open enrollment software can be a game changer when managing employee benefits. By using available benefits technology, employers can automate tedious tasks and processes, freeing time and resources for more pressing matters.

One key way to leverage employee benefits technology is by integrating a user-friendly platform for employees to access and manage their benefits packages. This platform should provide easy-to-understand information about each benefit offered and tools for employees to decide which benefits are right for them.

Another important aspect of leveraging employee benefits technology is encouraging employees to take ownership of their benefits education. This means providing access to digital resources like videos, webinars, and interactive tools to help employees better understand their options and make informed decisions. 

By empowering employees with the knowledge they need to make informed choices about their benefits packages, employers can create a workforce that is engaged, satisfied, and more likely to stay with the company long-term

Utilise educational workshops and training seminars

One of the most effective ways to enhance employee benefits literacy is through educational workshops and training seminars. These events can give your employees the knowledge, skills, and confidence they need to navigate their benefits packages effectively.

To ensure that your workshops and seminars are engaging and informative, consider incorporating interactive activities to keep your employees engaged throughout the event. This could involve group discussions or hands-on exercises that help employees apply what they have learned in practical scenarios.

In addition to utilising interactive activities, it’s also important to use different formats to provide advice and guidance. For instance, you might consider offering virtual one-on-one sessions with benefits experts who can answer questions and provide personalised advice. Alternatively, you could incorporate group benefits exercises that allow employees to collaborate and learn from one another.

Encourage feedback from employees

When employees feel heard and valued, they are more likely to engage with the plan and take advantage of its offerings.

One way to encourage feedback is by allowing for anonymous feedback to be collected from employees. This can be done through surveys or suggestion boxes, which give employees a safe space to share their thoughts without fear of repercussions. By providing anonymity, you may receive more honest and candid feedback from your team.

Another approach is to solicit employees’ ideas on improving the benefits literacy plan. Your workforce has unique insights into what they find helpful and what could use improvement. By inviting suggestions, you show your team that their opinions matter and that you are committed to creating a plan that works for everyone.

Incorporate a results-driven approach

By regularly analysing the results of your benefits literacy programme, you can identify which segments and topics resonate with employees and where improvements can be made. This information can help you develop strategies to increase employee engagement and improve overall program effectiveness.

Some effective strategies for increasing engagement include offering incentives for participation, providing interactive learning experiences, and tailoring content to meet the specific needs of different employee groups.

It’s important to regularly communicate with employees about the benefits available to them and how they can take advantage of them. By keeping employees informed and engaged, you can help ensure they make the most of their benefits package and improve their overall wellbeing.

Incorporating a results-driven approach into your benefits literacy plan will help you continually improve offerings, increase employee engagement, and ultimately achieve greater success in promoting employee wellbeing.

Take action to improve your employees’ benefits literacy

Benefits literacy is essential for employees to maximise their benefits packages and ensure they take advantage of all available offerings. A comprehensive benefits literacy plan can help your team better understand their options, stay engaged with the plan, and ensure that their overall health and wellbeing are taken care of.

By utilising strategies such as educational workshops and training seminars, anonymous feedback collection, interactive activities, and a results-driven approach, you can create an effective benefits literacy programme that your employees will benefit from.

Frank Mengert is the founder and CEO of ebm, a provider of employee benefits solutions.

The post Crafting a comprehensive benefits literacy plan for your employees appeared first on DiversityQ.

“DEI really works when nobody notices it’s happening,” declares Peter de Norville. “It has to go on behind the scenes; it’s the systemic changes we bring.”

He admits that this backstage work can seem dull, so it was important to have some “little wins” visible front of house so that people were aware of progress. It was these small successes that motivated him to overcome obstacles and challenges.

As Global Head of DEI & Wellbeing at multinational technology company Sage, de Norville has achieved not only several little wins but also much larger gains. Not least in the collection of data, which is often cited as an obstacle by many DEI professionals.

“To understand what we need to do, we need to know the starting point, and our All About Us data capture project was our way of doing that,” he explains. “It’s purely voluntary and completely anonymous. But we want to capture as many people’s diversity data as we can whilst aligning to legislation, recognising cultural nuances, and testing some of those invisible barriers.

“I want to be able to look beyond just the numbers because, quite often, data can hide a multitude of sins. The aggregate data might make the team or business unit seem representative, but the real value comes when you intersect it with other data points such as role levels, tenure, and performance.”

De Norville had to overcome the all too familiar problem of people mistrusting sharing their personal data. He did this by going on what he describes as “an honesty offensive”. This involved speaking to as many people as possible to gain their trust, explain why it was important and, crucially, what the results would be used for.

Geographical challenges

“The other thing I did, and this was agreed before I joined Sage, was to be completely open and honest about what we were doing,” he reveals. “So, I published our DEI strategy on the internet. Anybody can read about what we want to do and how we will do it. At the end of that first year, we published our first DEI Impact Report, which showed what worked, what didn’t work, what I’ve learned and what we’re going to do differently, all those things.”

As a global company, there were geographical challenges, both legal and cultural. De Norville and his team consulted local legal advisers. They discovered that it was illegal in some countries to ask certain questions. Where it wasn’t illegal, the barrier was because it was not normalised as no one else was doing it, and people were not expecting the questions.”

The answer was to “focus on what you can do,” he says. “Don’t think about what you can’t. Get used to the idea upfront that you can’t do the same thing in every country. Then you’ve got the communications element; you’ve got local concerns. You need to listen to those from leaders and employee resource groups, take that feedback on board then formulate a plan of how you will communicate it. Then you have to make it business-led.

“In the UK, after all that work was done, we removed the barriers to filling in the form. So, you clicked on a personalised link straight to the form. Without the link, people won’t do it, so you have to make it easy.”

The result was that, in just two weeks, participation rates for the UK and Ireland went up from 19% to 68%. However, de Norville emphasises that it took 18 months to reach that point.

Fighting injustice

His determination to make a difference is underpinned by a never give up, never surrender quality that he developed from a young age. This first manifested itself in the playground when, at the age of five, he went to the aid of a Black boy who was being picked on by a group of older white boys.

“This sense of injustice just spilt out,” he recalls. “Obviously, we both got beaten up because I couldn’t resist going to his assistance, and we’re still friends to this day. A couple of years later, I was in a shopping mall, and two boys were picking on a child with Down’s syndrome. There’s the same result, with me laying on the floor yet again.”

At the age of 15, de Norville saw the movie Cry Freedom about the murder of Steve Biko in a South African prison cell, which further opened his eyes to prejudice. He followed his parents into the army but chose bomb disposal over infantry through a desire to “help, not hurt”.

He adds: “I was in Bosnia, Rwanda, Northern Ireland and northern Iraq; I saw humanity at its worst. It was a heart-breaking experience, and I thought we could be better than this as a human race.”

After putting his army training to good use by working on a game reserve in Malawi, hunting ivory poachers, he went into strategic workforce planning. He has since worked in DEI for several corporates, the legal sector and the Royal Mail before taking on his current role.

The lightbulb moment – that his life experiences had led him up the DEI path – came when Sage CEO Steve Hare asked him: “Wasn’t it obvious that you’ve always wanted to do this, bearing in mind who you are?”

Says de Norville: “What he meant was that I’m autistic, I identify as pan-sexual, my son’s autistic, and I’m the father of mixed-race children. I really didn’t see it coming, but I was led to this point.”

Foundation for change

He is justifiably proud of the impact he’s been able to make at Sage, especially with All About Us, which is providing the foundation for long-term sustainable change. The plan is to use the data to set tailored targets for each country and integrate data into all People reporting processes to enable better bias detection.

In addition, the All About Us data has been linked to the employee engagement survey to identify and tackle specific challenges. Measuring success will be key to DEI efforts. For example, a report from the board down to the executive team on how many leadership teams are meeting their gender diversity targets. 

“We started last year with only 19% of our teams meeting gender diversity targets, and 40% had no diversity at all,” says de Norville. “At the end of the year, 33% were meeting the gender diversity target, and only 16% had no diversity at all. But we can track, measure and drive it if it’s not working. We’re going to do that with other dimensions of diversity as soon as we have the data.

“It’s not just about diversity – the data itself is a measure of progress. Then we have more inclusion-based targets. Our annual employee engagement survey is a DEI index. There are three questions: one about diversity, one about belonging and one about inclusion, and they make an aggregate score. I didn’t want it to be just a diversity score because if people don’t feel a sense of belonging, they don’t stay. So there needs to be a balance of both.”

Sage has an external Glassdoor score, published alongside internal scores and employee resource groups, which have increased in number in the last year, and are seen as important to engage the workforce around the world.

Make DEI relevant to all

The recipe for building an inclusive culture was creating an environment where people could showcase their skills, with the company working with their needs, instead of funnelling them into a system that suits the company.

De Norville believes it’s important to make the DEI strategy relevant to every individual, particularly those in middle management, who are traditionally the hardest group to convince. The answer was to link it to the business strategy and to raise the volume of diverse voices through mentoring and sponsorship. That leads to more innovation, better performance, identifying challenges earlier and, ultimately, more financial success.

Finally, what advice would he give to other DEI professionals who may be struggling to make an impact? “Don’t be disheartened,” he offers.

“We are all on a journey to be much better than we are now, and we are all learning. Also, don’t assume that Sage is doing this particularly well and that it will work in your own organisation. You have your unique challenges and culture. Tailor everything to your own business if you really want to be successful.”

The post <strong>How Sage is succeeding in capturing diversity data</strong> appeared first on DiversityQ.

Talking openly about diversity, equity, and inclusion, “especially when it’s most uncomfortable”, is a priority for Kavitha Mariappan at Zscaler.

“As part of the executive leadership team, I feel it is my responsibility to be the megaphone to tell the story and to agitate for change,” she says.

This is precisely what Mariappan has been doing at US cybersecurity company Zscaler since she joined four years ago as EVP of Customer Experience and Transformation. As well as chairing the Diversity & Inclusion Committee, she is the executive sponsor of Women in Zscaler Engage (WIZE), one of six employee resource groups (ERGs) to help employees from diverse backgrounds to develop and advance their careers.

“There was a time when I never talked about diversity because I didn’t want to be the diverse person in the room,” she recalls. “I even tried to play golf [to fit in]. I found that so tedious. It was not my thing. So, I realised I had to be authentic. I am who I am, and my whole self might be uncomfortable for people, but that’s who I’m going to bring to work.”

Self-advocacy

Being authentic is part of her personal brand and is one of the key attributes that Mariappan extols for women wanting to develop a career in technology. Besides being good at the job, the other essential requirements were to take a seat at the table and network.

“Sometimes the seat might not be available, and you may have to find ways of taking it. That may include self-advocacy if no one will advocate for you,” she argues. “Networking is key. You get the best jobs by networking. But many women can’t go for that beer, cocktail or whatever roundtable is happening after work; they have to go home and raise a family.”

Women who achieve leadership positions should then be able to help other talented females advance.

In her current role, Mariappan reports directly to Zscaler’s CEO, Chairman and Co-founder, Jay Chaudhry. She drives transformation and innovation across all facets of the company’s cloud security business, including its customers, strategy, products and operations.

As well as a core team, there’s an extended team comprising former customers at CIO, CISO and CTO levels with their respective companies. Their role is to provide “thought leadership and get in the trenches” to help new customers overcome the challenges they face through massive-scale IT and digital transformation, including transforming their security with Zscaler.

Career development

Despite the cybersecurity industry being a mainly male environment, and therefore few female role models at the senior level, Mariappan is pleased to report that Zscaler’s set-up has enabled her to broaden her knowledge and supported her career development.

“It’s one of those egalitarian, collegiate places where we flatten our structures, roll up our sleeves and are constantly learning,” she explains. “And that comes from the top down. Our CEO is constantly noodling and thinking of new ideas and ways to improve and never be complacent.

“He’s like a kindred spirit, and to be able to work for somebody like that, who challenges me and empowers me to do those things in my function, has enabled me to grow as a person and a leader. I’ve also grown in my technical skills – a couple of years ago, I did a master’s degree in cybersecurity risk and strategy at New York University.

“We’re in this fast-changing, hyper-growth company and, simultaneously, thinking about how you build great teams. These are not massive teams; we’re looking for intellectually curious people, finding rising talent and helping to develop those careers.

“It’s very gratifying finding rising stars who are women in early mid-career and giving them the opportunity to thrive and stretch themselves.”

Mariappan admits to feeling lonely at the top at first. She was the only woman executive at the company for extended periods. But, seeing her leadership, female employees were emboldened to ask for career advice, what personal and professional development tools were available and how they could make their voices heard. They also wanted to discuss balancing work with having a family and learn about maternity and paternity benefits.

“I made myself available because there wasn’t yet a designated place to have those conversations,” she says. “When we started to bring these women together, it enabled me to take their feedback to our people and culture team and even to direct line managers.”

Diversity & Inclusion

This was the genesis of WIZE, which led to the establishment of other ERGs and the Diversity & Inclusion Committee. It has since implemented various initiatives, not least an online mentoring programme. Following a successful pilot with women employees, the people and culture team has expanded it as a company-wide practice.

Mentoring was particularly key during the COVID-19 pandemic when employees – both men and women – sought guidance. Working remotely meant that many new hires had never met their boss or colleagues in person.

“I did 260 plus mentoring sessions that year,” Mariappan reveals. “It really gave me insights into how we were functioning as a company, and I could sit down with the executive leadership team and share that. Then our people and culture team took it and ran with it, so that was time well spent for me.”

Externally, DE&I is also seen as fulfilling the societal aspect of its ESG commitment. Mariappan was instrumental in building a business value group, which began looking into carbon neutrality, pioneering a fully-fledged ESG practice.

Together with the people and culture team, Mariappan interrogates the data for how many diverse employees there are and whether or not they are being given the opportunities for promotion, how many are on the different rungs of the leadership ladder and what professional development programmes need to be provided to retain them.

“Now we’ve got the company listening differently, and it has become much more receptive,” she says proudly. “We still have a lot of work to do, but we’ve definitely grown.”

Up in the cloud

Looking ahead, Mariappan believes cloud security will continue its upward trajectory and continue to reduce dependence on carbon-intensive data centres, especially given employees’ increasing tendency to work remotely.

“To secure all that is going to become very critical,” she argues. “While the good guys are evolving applications and innovating, the bad guys are also innovating, moving threats down to the individual user. It’s an exciting place to work. And to solve some of the most complex problems on planet Earth and in the cyber threat landscape, you will need diverse minds.

“This is a fantastic time to see the culmination of crossover skills, and I hope that young women considering entering a STEM education take advantage of this opportunity. In IT security today, we see many women in leadership roles: there’s something to be said about the skill set women bring to the table. IT and security require not just technical knowledge but project management skills and the ability to be multi-threaded and solve problems in a situation of chaos.

“Most of us women are extremely multi-threaded and highly collaborative and bring empathy into work. Those attributes lend themselves well to IT security and tech in general.

“I think we’re going to see the landscape changing as statistics prove that, when women lead companies, those organisations are more profitable.”

The post Women: the cybersecurity industry needs you appeared first on DiversityQ.

In 2023, we find ourselves grappling with policies and procedures that mirror a different era marked by division and overt racism. Driven by a history where marginalised communities were silenced and excluded, these echoes from the past continue to resurface. Women were once seen and not heard, and members of the LGBTQ+ community lived in constant fear of persecution.

Equity and inclusion were non-existent as certain communities faced limited opportunities. The stark reality of this dark history reminds us of the importance of championing diversity, equity, and inclusion (DEI) in our society today.

The threat of anti-DEI movements: implications for marginalised communities

Unfortunately, we are witnessing a rise in anti-DEI movements, causing great concern for individuals from marginalised backgrounds. Critical race theory, a crucial tool for understanding systemic racism, has been banned in educational settings. States like Florida and Texas are using politics to dismantle DEI initiatives in public colleges and universities.

And recently, the Supreme Court decided to remove race-based considerations for college admissions. These actions have far-reaching implications for everyone. By stifling diversity, we limit our potential and hinder progress in an increasingly interconnected global environment.

The power of equity and inclusion: fostering innovation and global success

Dr Don Trahan Jr., a certified diversity executive, recognises the value of DEI and has dedicated himself to combatting movements that hinder its progress. Drawing upon his extensive experience in Corporate America, academia, consulting, clinical mental health counselling, and professional speaking, he is charting a new path with Global Equity Entertainment. Dr Don understands that a culture that embraces equity and inclusion is primed for innovation, forward-thinking, and success in diverse markets worldwide. By suppressing diversity, we deny ourselves the opportunity to flourish and create a positive impact for all.

Dr Don Trahan Jr.: a voice for change

Dr Don Trahan Jr. has emerged as a powerful voice for change, advocating for DEI and fighting against those who seek to block its advancement. With his wide-ranging expertise and passion, he is poised to educate and activate audiences through Global Equity Entertainment, LLC.

Driven by a deep love for music and the arts, he leverages their transformative power to foster emotional connections and drive engagement. By merging his passions and experiences, Dr Don is paving the way for a new approach to DEI work that is informative, entertaining, and impactful.

Global Equity Entertainment: merging passion and purpose

Global Equity Entertainment, founded by Dr Don Trahan Jr., is a boutique consulting firm based in Washington, DC, specialising in DEI programming, professional development, strategy implementation, and data analytics.

What sets it apart is the incorporation of music and media to captivate audiences and trigger emotional reactions. By creating an environment of psychological safety and authenticity, Dr Don ensures that all participants can be vulnerable, have fun, and gain valuable insights. Through his work, he aims to show organisations globally that DEI is both an asset and a catalyst for disruption.

Belonging as a driver for success: “Dialogue with Dr Don”

“Dialogue with Dr Don” is a platform that Dr Don Trahan Jr. created to foster a culture of belonging for all. Recognising that belonging is a key driver of engagement, retention, performance, and productivity, he is determined to expand his reach and help companies and institutions cultivate an inclusive and supportive experience.

Dr Don’s vision is to empower organisations globally, helping them understand that DEI is necessary and crucial for success in today’s interconnected world. By valuing, respecting, and supporting all individuals, we can create a society where everyone feels valued and accepted.

In a time where division and exclusion threaten progress, Dr Don Trahan Jr. stands as a beacon of hope, illuminating the path towards a more equitable and inclusive society. Through Global Equity Entertainment and his unwavering dedication to DEI, he exemplifies the transformative power of merging passion and purpose.

Our collective responsibility is to support and champion individuals like Dr Don as we strive to build a better future that embraces diversity, fosters innovation, and creates a culture of belonging for all.

The post The urgent need for equity and inclusion in a divided society appeared first on DiversityQ.

DiversityQ spoke with a Black woman who shares the painful truth of how other women have hindered her growth throughout her 17-year journey in corporate America.

Their hostility towards one another impacts women’s career advancement and wellbeing. But, despite the setbacks and betrayals, she advocates for change and urges women to unite, support each other, and shatter glass ceilings together. 

This is what she had to say…

“As I embark on my 17th year in corporate America, I find myself reflecting on the journey I’ve travelled. Being a Black woman, I knew my path would be riddled with challenges, and I prepared myself to work twice as hard. I believed that perseverance and an unshakable work ethic would propel me forward.

“However, I never anticipated the heartache and betrayal that would come from some of the very women I’d hoped to find support in – be it a colleague turned adversary, a boss intent on stifling growth, or a mentor who disappoints. This painful truth has prompted me to examine the impact of women’s hostility towards one another and advocate for change. 

“Throughout my career, I’ve been undermined, betrayed, hurt, abandoned, and belittled by other women countless times. While I expected some resistance from men, I never imagined that other women – especially Black women I once admired – would contribute to the obstacles I’ve faced.

“The painful reality is that some women, insecure in their own identities, find my determination and natural abilities threatening. Instead of supporting one another, they have tried to hinder my growth. However, I believe that only God can alter our destined paths. 

“These betrayals have made me stronger, wiser, and more determined to fulfil my purpose. I now recognise the true essence of leadership and sisterhood, and I am committed to combining these forces to create a safer, more supportive environment for women in the corporate world. We are all striving to succeed within a system that was never designed with us in mind. Can you imagine the power we could wield if we united? 

“As I continue to climb the corporate ladder, I pledge to lift others as I rise. There is more than enough room for all of us, and we have a responsibility to ease the journey for those who follow. Achieving true equity requires supporting each other in shattering glass ceilings and demonstrating that when women collaborate, we excel. 

“To my fellow women in corporate America, HR professionals, managers, and leaders responsible for fostering inclusive and respectful workplace cultures: I urge you to recognise the impact of hostility on women’s career advancement and wellbeing. Let us join forces, change our behaviour, and create a world where all women can thrive together. In doing so, we will make a lasting, positive impact on our workplaces and society as a whole.” 

The post Women against women: the hidden obstacle in Corporate America appeared first on DiversityQ.

The Step IT Up recruiting programme, a collaborative effort between UST and its clients, typically Fortune 1000 companies, trains women, minorities, and veterans interested in the IT industry.

The programme is integrated into the UST bid for IT services and is often seen as a differentiating reason for winning business.

While companies trust UST to provide quality IT services, they are also motivated by creating a diverse talent pipeline that allows them to hire between 12 to 50 diverse IT employees after one year of working for UST on their projects. Through the programme, 87% of their talent is hired by clients, and 92% of graduates remain with them for 3+ years.

Olywn DePutron, the director of Step IT Up, speaks with DiversityQ.

Olywn, can you tell us more about the UST Step IT Up programme and its mission?

Our mission with the UST Step IT Up programme is to recruit and train women, individuals from minority communities and other underrepresented groups, as well as service veterans to help them enter the tech world.

Organisations worldwide are facing a shortage of skilled workers, with more vacant IT jobs than qualified professionals ready and prepared for those roles. UST Step IT Up’s intensive apprenticeship program is a brilliant solution for the IT talent shortage that makes a meaningful difference.

What kind of training and resources does the programme offer to its participants?

The training is based on our client’s requirements and the specific skill set they are looking for, whether that’s a cybersecurity analyst, scrum master, python developer or project manager.

The training programme is quite rigorous; it’s eight hours a day, Monday through Friday, for four to seven months. In addition to IT training, we also work on soft skills to help participants develop their communication skills. After the candidates graduate, they are placed on-site with the clients for about a year but are still full-time employees of UST.

How has the programme helped to increase diversity in the IT industry?

UST Step IT Up has no borders. The program is active in Europe, Latin America, and Australia, and there is a version of it in Asia as well. Diversity is defined differently by different organisations and countries, so we consider and match our recruiting efforts depending on the client.

Can you share any success stories or notable achievements of programme participants?

One inspiring example is Brandon Cooley, a black UST Step IT Up graduate who didn’t have tech experience before entering the programme. Since graduating five years ago, Brandon has been in cybersecurity. He has said that UST Step IT Up provided him with the tools necessary to build a strong knowledge of cybersecurity and allowed him to self-teach and develop soft skills.

In addition, we trained 12 veterans for STEM roles with a client through the UST Step IT Up programme. After 100 days of training, the group graduated and now supports Fiserv onsite. This graduation was a monumental occasion celebrating our veteran graduates with a client that genuinely supports veterans and the veteran community.

How does the programme address challenges faced by women, minorities, and veterans in the tech industry?

It is widely recognised that there is a small percentage of women, minorities and veterans currently working in leading STEM roles. For example, in the US, only 28% of STEM jobs are held by women. Our programme encourages women to look at careers in technology and helps address this gender imbalance. UST Step IT Up allows women and other underrepresented groups to be equipped with the knowledge and tools needed to start a potential career in tech.

One way UST promotes STEM careers is by working with women at technology events and with programmes specifically made for women – such as a bank in Atlanta that put 21 women through a specialist RPA training programme. The bank was previously outsourcing this work to an offshore company, and after just six six months on the job post-graduation, these women picked up most of the offshore roles.

How does Step IT Up keep up with diversity trends in the tech industry and adjust its approach accordingly?

We attend DEI conferences. We apply what we learn and adjust accordingly.

Can you discuss the future goals of the programme and how it plans to continue to support diversity and inclusion in the IT field?

We continue to spread the message that technology is open to all and that the rewards in this field are great. It does not require a computer science degree to enter this exciting field, and we search for diverse candidates that are willing to do what it takes to learn. In addition to the UST Step IT Up programme, we are starting a DEI practice to assist and support our clients with their DEI initiatives.

How does the programme collaborate with tech companies and organisations to create job opportunities for its participants?

During the selection process, candidates will be interviewed by UST and the client. The clients are involved in the interview process, so they can select and see if their personalities are a good fit for their organisation. Once the candidates are chosen, they will receive an offer letter from UST and then move on to training. After four to seven months of training, the students are placed on-site for about a year with the client, but they remain full-time employees of UST. During this time, the client has a chance to evaluate their work. Out of those working on-site with a client, 87% get a direct offer.

Can you speak to the impact of the programme on the tech industry as a whole?

UST Step IT Up is a free programme, making it accessible to a wide pool of candidates and has been considered equivalent to a college degree. Clients who have become involved with Step IT Up tend to be large organisations included in the Fortune 500. They come from a wide range of verticals and geographies, highlighting the global need for talent and the recognition that this is a fantastic opportunity. The program is also creating opportunities for more minorities and more women in tech roles, helping our clients make an impact not only on their businesses but on the communities they serve.

How can individuals and organisations support or get involved with the Step IT Up program?

Any organisation can contact UST to help solve their skills shortages by participating in UST Step IT Up. You do not have to be a customer of UST to take advantage of this inspirational programme. Simply search for UST Step IT Up or contact Olwyn DePutron directly, and I will walk you through the process.

The post UST: Step IT Up helps solve the talent and diversity gap facing the tech industry appeared first on DiversityQ.

Eleanor Kaye is the CEO of Newton Venture Program. Here she shares her unconventional path into the VC industry and how the Newton Venture Program is reshaping the landscape by empowering underrepresented individuals to break barriers and thrive in venture capital.

Eleanor, tell us about your journey into the VC industry.

My route into the VC industry was somewhat non-traditional! I began my career in office manager roles in the media and entertainment sector. I then moved to the software company Palantir, which was my first step into the incredible world of tech. This ignited my interest in the industry and led me to the Newton Venture Program. I joined the team as Head of Operations before becoming CEO.

My unusual journey into VC is particularly relevant and valuable for my role at Newton since the programme is designed to support people in VC who don’t necessarily have ‘typical VC’ backgrounds.

Can you share more about the Newton Venture Program and how it aims to bring diversity and representation to VC investing?

In 2020, we launched with a mission to make careers in venture capital more accessible and to ensure the next generation of investors represents the world that we live in.

We do this through our bespoke training and development programmes, supporting people from overlooked and underestimated backgrounds breaking into VC or progressing in their VC careers.

Our two programmes, Fundamentals and the Fellowship, are designed to help people develop their skills and expertise wherever they are on their VC career journey – from people aiming to secure their first job in VC to current venture investors looking to advance their careers.

What inspired the creation of the Newton Venture Program? What impact has it had so far in helping individuals from underrepresented backgrounds enter venture careers?

We’re a joint venture between LocalGlobe VC and London Business School, with founding partner HSBC Innovation Banking. There was a clear shortage of formal training for a career in VC, and the lack of diversity was apparent. As an industry, VC is homogeneous and revolves around close-knit circles, heavily relying on connections common among the elite.

The lack of more democratic routes into the industry put people from typically or structurally overlooked and underestimated backgrounds at a further disadvantage. By providing robust, formal training, we give more people an equal opportunity to break into venture capital.

Since the first cohort in September 2021, we’ve trained 346 people, with another 33 currently learning. Our alums represent 48 different nationalities, and this rich network is one of the key reasons people learn with Newton. We’ve supported participants without university degrees, people who have worked several jobs and don’t fit into any particular job bracket, and those who have immigrated to a new country and needed support developing their careers.

How do you identify and select participants for the programme, and what criteria do you consider to ensure a diverse cohort?

We use ‘blind hiring’ through the Applied platform, which helps reduce unconscious bias in the selection process. We’re looking at applicants’ ability to thrive and give back in our programmes alongside key values which would make them a good fit. The main traits we’re evaluating include motivation, grit and an interest in innovation, demonstrating that applicants have the foundational qualities to succeed in the VC world.

We’re not evaluating candidates’ educational background or employment record at all, and this – combined with a proactive approach to ensure we reach a diverse candidate pool through diversity-focused partners, alum referrals and others in the VC community – generates a more accurate representation of the population VC serves.

Could you provide examples of success stories from the Newton Venture Program, where participants have significantly impacted the VC industry?

We’re hopeful that Newton alums – as a direct result of their experience on the programme – will reshape VC culture and invest in a more representative group of founders and startups. Some of these outcomes will only be seen in a few years as alums move forward in their careers.

But we’re already seeing many success stories and several alums who are creating the change they want to see in the VC industry. For example, Lyubov Guk. She was forced to relocate from eastern Ukraine due to Russia’s invasion 2014 and enrolled in her first Newton programme after settling in London. She went on to co-found Blue Lake VC to invest in and support immigrant founders.

Another example is Jesse Opoku-Asiedu. In addition to his day job, Jesse was part of Moonshot Ventures Partners (MVP), an angel syndicate of African investors who back emerging African tech companies. He said his experience at Newton gave him the confidence and validation he needed as a new investor.

Our alums have started three syndicates – each with a specific impact focus – helping them immediately put their knowledge and new skills into practice.

What are some of the challenges you have faced in promoting diversity in the VC space, and how do you address them through the program?

We’re fortunate to have so many friends in the VC ecosystem who support us and believe in our mission. This helps amplify our message and reach people we may not have otherwise.

Through blind hiring and the cohorts created from this, our process proves that there isn’t a dearth of diverse talent out there; too many are overlooked, underestimated and prevented from accessing the ecosystem in the first place.

We ensure that our programmes and community are safe spaces where everyone can thrive, learn, and be their true selves. We address diversity in the programmes by exploring investment values and allyship and bringing in practitioners tackling inequality in VC as speakers.

In your experience, what are the key benefits of diversity and representation to VC investing?

Typically, entrepreneurs solve problems familiar to them. Similarly, investors back those who look, speak, and act like them. This affects who gets backed, what solutions get backed, and whom those solutions serve. This is why we need diversity among people who make investment decisions, so we can also level the playing field for those who can access capital for their startup.

That’s why we don’t just work to get people in the door but also to help them move up in their careers so that they can shift VC culture and enact their values through investment decisions. This is imperative to fostering a more inclusive environment in VC.

How do you engage with and support participants after they complete the program to ensure their continued success in the venture industry?

The learning doesn’t end with our programs! On completion of Fundamentals or the Fellowship, the alum journey begins. Learn, network and access are the pillars that underpin everything we do at Newton: through our programs, our alum experience and the wider community.

So, once a learner has become an alum, they are invited to exclusive Newton events to keep growing their network; they have access to monthly learning sessions about the wider VC and entrepreneurial agenda; and access to industry events and discounts to platforms that will help them thrive in their careers. We also keep in touch with the alums daily, asking what they need. And it’s humbling to watch how they support each other. They’re also taking the trust and respect they have for each other in the wider VC industry.

Are there any specific strategies or initiatives Newton employs to foster a diverse and inclusive environment within the programme?

We adopt a human-first or human capital approach. As a team, we’re hands-on, know the alums and enjoy staying in touch with them. Our strategy is to ensure the learner is at the centre of our decisions, which follows through to the alum experience.

We’re deliberate with the questions we ask in applications for the programmes so we can understand how each applicant would be a positive force for change in the industry. Feedback at the end of each program often highlights the rich and diverse network the learner is now a part of.

We work with other initiatives in the industry, such as Included VC and Diversity VC. We are all aiming for the same goal, which helps foster a diverse and inclusive environment beyond the programme.

What advice would you give to individuals from underrepresented backgrounds who aspire to pursue a career in venture capital?

I always encourage people looking to break into VC without prior experience to think creatively about how to show relevant skills to the job. Ultimately, the most important thing is to be confident that your unique experience and background have given you different perspectives and skills that you can bring to the table. Identify these qualities and why they make you a good fit for VC.

On the more practical side, the VC world depends on networking. While this can be exclusionary, it also means there are identifiable opportunities to meet people who can support you or offer advice. Look for opportunities to attend events or engage with programmes like Newton, then use that as a springboard to build a network within the community.

Looking ahead, what are your future goals and aspirations for the Newton Venture Program in terms of promoting diversity and creating a more inclusive VC industry?

Everything we do is centred on bringing more people from typically overlooked and underestimated backgrounds into venture. In the future, that means introducing new programmes reflecting industry gaps and creating opportunities to break into VC.

We’ll continue establishing partnerships with key industry players to ensure our work is representative and intersectional. This month we announced that we’ve partnered with i³ investing, an organisation led by Newton alum Christian Tooley, aiming to drive innovation, intersectionality and investment for the queer community in venture capital.

The lack of diversity in VC is a huge problem, and our work to address this is only just getting started. We’ve got big plans and have only scratched the surface of what we want to achieve.

The post Driving diversity and inclusion in VC: the impact of the Newton Venture Program appeared first on DiversityQ.

Transparency and data collection have emerged as key factors in addressing racial inequalities within the workplace, according to a panel of senior financial services professionals in the UK.

In a recent roundtable discussion hosted by Reboot, a campaign group focused on race and ethnicity in the workplace, leaders from prominent investment and lobbying groups, including LGIM, Nest, State Street, Invesco, and Newton IM, came together to explore how the industry can collaboratively support race equity.

One crucial aspect highlighted during the roundtable was the need for transparency among UK businesses, particularly regarding ethnicity pay gap reporting. Unlike the gender pay gap, reporting on ethnicity pay gaps is currently not mandatory. Therefore, engagement from asset managers becomes vital in driving the adoption of this reporting practice on behalf of their clients.

The roundtable participants recognised the industry’s diversity issues and outlined six critical steps that asset managers can take to address racial inequality:

1. Actively engage with portfolio companies on their diversity, equity, and inclusion (DEI) data, including ethnicity pay gaps, using their role as shareholders to drive performance and address inequalities.
2. Ensure consistency in the data and metrics requested, aligning with initiatives like the Asset Owner Diversity Charter to establish a coordinated approach for data collection.
3. Make ethnicity challenges a board-level priority, treating them with the same importance as gender pay gap reporting.
4. Engage and educate employees on the importance of data collection and self-identification, creating an environment where individuals feel comfortable sharing their information.
5. Maximise the available data to identify and address gaps, emphasising the need for accompanying action plans alongside the reporting.
6. Lead from the top and openly discuss race and ethnicity, promoting a culture of allyship and concrete action.

The roundtable participants highlighted that tackling racial inequality requires a multifaceted approach. Justin Onuekwusi, the co-founder of #TalkAboutBlack and Reboot ambassador, emphasised the cumulative effect of multiple barriers and the need to address each individually to effect meaningful change. Progress can be made by un-kinking each “kink in the hosepipe,” such as the lack of role models, mentoring opportunities, and representation.

“Over the years, the kinks have a cumulative effect: those children who have no role model, who don’t get the mentoring they need and who never make it onto the corporation’s radar or wish list, do not get hired or promoted. Unkinking one kink isn’t enough. The central premise is that every single one of those kinks needs to be addressed or, still, no water will flow.”

Stephanie Butcher, Senior Managing Director & Co–Head of Investments at Invesco, emphasised the importance of diversity and inclusion in the asset management industry, stating that a more diverse and inclusive sector would be better positioned to serve clients and deliver improved outcomes. Ethnicity pay gap reporting, she noted, could play a vital role in identifying and addressing potential gaps, fostering a more equitable industry.

Noreen Biddle Shah, Founder of Reboot, highlighted the significance of shareholders and the industry working to improve diversity and inclusion. “By leveraging the considerable influence large investors have through shareholder engagement, they can play an important role in improving standards within companies. However, the industry also needs to look at its own DE&I practices in tandem with this and show it is equally as committed within its workforce.

“Ethnicity pay gap reporting will bring to light the discrepancies on a wider scale, but it is how we respond to it – through tone from the top, quotas, practical actions, better integration/understanding between minorities and the majority etc. – that we will start seeing sustainable and tangible change.”

The roundtable also featured insights from other influential participants, including Mitesh Sheth from Newton Investment Management, Rick Lacaille from State Street, and Sachin Bhatia from Invesco. All echoed the need for collaboration, consistent reporting, and a focus on cultural and behavioural issues within the financial services industry.

The industry’s attention to data collection, reporting, and internal practices is crucial amid ongoing discussions and legislative developments surrounding racial inequalities. By collectively addressing these issues, the financial services sector can foster diversity, promote equity, enhance corporate performance, and reinforce the industry’s credibility in the UK.

For the full report on the roundtable discussion, visit: https://rebootequality.org/wp-content/uploads/2023/06/Reboot-UK-investment-industry-roundtable_4.pdf

The post <strong>Senior financial services leaders align for greater transparency on ethnicity pay gap reporting</strong> appeared first on DiversityQ.