Build inclusivity by exploring commonalities
A sense of belonging will help empower employees
Johnny C. Taylor Jr., a human resources expert, is tackling your questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world’s largest HR professional society. The questions are submitted by readers, and Taylor’s answers below have been edited for length and clarity.
Question: My company is working to increase diversity. I want to help. How can I, as an employee, contribute to my workplace’s commitment? – Anonymous
Taylor: Workplaces with diverse and inclusive cultures are better places to work, and they perform better. Employees can and should play a role in that commitment.
We call it “diversity and inclusion,” but inclusion should come first because when employees have a sense of belonging, they feel welcomed and empowered.
To help build an inclusive work environment where employees bring their best selves to work every day, the primary focus must be on commonalities, not differences. This builds connections between people that allow them to learn from their differences.
For employees, this means learning how to celebrate colleagues’ work while acknowledging that their viewpoints, though different, are valued.
As you consider how to contribute to your company’s commitment to inclusion, speak first with HR and leadership about their vision and the strategy to reach it. Knowing what they’re already working on will help you figure out how you can help.
If your company is seeking ideas on how to improve its practices, you might suggest:
❚ Conducting a work and communications assessment to understand each person on the team.
❚ Creating a diversity and inclusion communication tool to share relevant articles and news.
❚ Celebrating a variety of holidays and events.
❚ Starting an employee resource group for open discussion, learning and support.
❚ Offering training in unconscious bias to help employees recognize their own blind spots.
❚ Scheduling team-building activities and sponsoring events.
As an employee, you can:
❚ Make sure HR and company executives know you want to be a champion for diversity and inclusion.
❚ Look for ways to weave inclusion discussions into regular employee meetings and gatherings.
❚ Ensure vendors and distributors incorporate inclusion in their own organizations. If you are not in that position, suggest your company does so.
But remember: One approach doesn’t necessarily fit all companies, so work with your leaders to determine what will benefit your organization.
On a very personal level, you can show your commitment to diversity and inclusion by taking a colleague who has a different background and set of life experiences out to lunch, for example. While company leadership plays a role in changing culture, it all really happens one employee at a time.
Q: I must be out of the country for two months for personal reasons, and I do not have enough PTO hours to cover the time off. I could telework, but there is a difference between being in the office and handling business remotely. What options do I have as a longtime employee who doesn’t want to resign? – S.
Taylor: Personal and work lives often intertwine, and hardships in one often affect the other.
As a long-term employee, you may find your company is willing to work with you on a short-term solution. Here’s how I would approach it:
Talk to HR. Doing so will help you better understand what options are available to you and whether your workplace is set up for remote working arrangements. There are professions, like nursing, where telework is off the table. But for others, employees can use technology to communicate effectively with colleagues and get work done across time zones and international borders.
If remote work is not possible, there are other flexibility options. If you’re lucky enough to work for one of the 5 percent of U.S. employers that offer a paid sabbatical program, you might be eligible for time away with a percentage of your wages and continuation of medical benefits. An unpaid sabbatical or taking leave without pay are other routes to explore.
Once you know your choices, do your homework before taking a request to your boss.
Ideally, for example, a telework arrangement should allow you and your team to function at the same level as if you were in the office. Your employer will want to know what effect the arrangement will have on your individual or department productivity, your participation in meetings and your coworkers or other stakeholders.
Thinking about and preparing your answers ahead of time will help you make your case for remote work and reassure your employer.
You didn’t mention the reason for your travels. If it’s health-related, you might qualify under the Family and Medical Leave Act for 12 weeks of jobprotected leave. This law provides time off if you or an immediate family member has a serious health condition, regardless of where medical treatment is administered or where the ill family member is located.
Whatever the reason, have an informed discussion with your employer as soon as possible so your supervisor has ample time to consider your request and make any logistics decisions.