Striving To Be An Inclusive Workplace

It’s a no-brainer that diversity and inclusion make for a stronger workforce. When organizations embrace and value employees of different backgrounds into an inclusive workplace, they reap the rewards in creativity and innovation, a strong company culture, improved employee performance, and more.

An inclusive workplace welcomes and supports people with all kinds of differences. Inclusion is a sense of belonging, connection and community at work. Inclusive organizations help people feel welcomed, known, valued and encouraged to bring their whole, unique selves to work. Building an inclusive culture helps employees feel more comfortable being themselves, asking for what they need to feel empowered, increasing independence which leads to increased confidence, engagement, and ultimately productivity. An inclusive workplace understands that people have different ways of processing information, interacting with others, and achieving goals. When employees feel valued, they’re more likely to make valuable contributions in the workplace.

If we think about this from the employee experience at work (and beyond) inclusion means creating wonderful and fulfilling experiences. These experiences have a positive effect on team members and empower them to do their jobs more effectively. Research by the Limeade Institute and Artemis shows:

28% are more engaged at work

19% have greater well-being in their lives

43% are more committed to their organization

51% are more likely to recommend their organization as a great place to work

Inclusive workplaces tend to have more innovative ideas, creating more opportunities to generate revenue or increase brand recognition. They also are:

2.9 times more likely to identify and build leaders 

3.8 times more likely to be able to coach people for improved performance 

3.6 times more able to deal with personnel performance problems

6 times more likely to anticipate change and effectively respond 

6 times more innovative 

67% of candidates seek out diverse organizations to work for 

8 times more likely to have overall better business outcomes

2.3 times higher cash flow per employee over a three-year period

120% more likely to hit financial goals

Most leaders agree an inclusive workplace is important. But what being inclusive means and how it comes to life varies widely from one organization to the next.

The key to an inclusive work environment is making sure each employee feels included, and this is exactly where many organizations lose momentum. You need true commitment from everyone, every day and throughout an organization, to create a culture of inclusion. Leaders also need to show they authentically value the people behind their ideas and experiences.

If you and your organization are ready to do more in the inclusion space here are several suggestions to help everyone flourish or take elements to the next level:

Integrate inclusion into your core values which is demonstrated in what and how you do things each and every day.

Ongoing reinforcement and support from leadership is a top-down imperative. Walk the walk and talk the talk.

Modeling respect and inclusive language like person or individual, people with disabilities, spouse or partner. You are asking for basic courtesy allowing people to participate in the workplace without the constraints of discrimination or favoritism. This step also means learning about microaggressions and learning what not to say and what you are saying may be off putting to others. This step could include installing multilingual signage for employees and visitors.

1-on-1 Check-ins. These are not just for providing in-the-moment feedback. They are also opportunities to build trust – to open the door for dialogue that allows employees to honestly express their needs or discuss challenges they may experience in your workplace. This time is perfect time to build on the individual’s strengths and interests while discussing learning, development and career track opportunities. This shows the employee the organization cares and wants to hear about their aspirations for growth.

Create safe spaces. When people have a voice and feel comfortable sharing their ideas and opinions verbally, in surveys and when leadership listens you are creating psychological safety and a sense of belonging.  Provide gender-neutral restrooms, lactation rooms, prayer or meditation spaces, and quiet workspaces for workers who may be distracted, overstimulated or overwhelmed for any number of reasons. This step can also include opportunities for your more introverted employees to speak up or designate solitary spaces for them to work and eat so they can recharge. This need for safe spaces extends to your remote employees as well (the digital space to use pronouns and blocking time off on calendars).

Provide transparency into workforce decisions. In a transparent organization, employees don’t have to guess what’s expected of them and what’s frowned upon. Instead of having “secret rules,” be clear about how you evaluate employees. This promotes ethical decision-making practices and helps employees feel comfortable about speaking up. Sometimes organizations need to make changes or adjustments communication about then changes in direction or policy are needed.

Create and plan events and initiatives focused on inclusivity to honor recognize and celebrate employees from Pride Month to screening documentaries, to recognizing and rewarding everyone’s performance. Make sure your organization’s activities promote and support diversity as well. Who are you inviting to public-facing events? Which charitable causes does the organization support during volunteer days and fundraisers?

Make the work environment accessible to all. To all forms of disabilities going beyond meeting ADA requirements and ergonomics.

Emphasize on-going inclusion awareness and training including opportunities for authentic conversations between employees at all levels within the organization.

Provide access to resources. Support from managers or diversity and affinity groups help employees know their organization is committed to their well-being and growth.

Beyond the organizational level of activities individual employees can also contribute to this conversation and a set of activities by:

  • Asking what others think
  • Getting to know others within your organization
  • Be yourself (expressing yourself appropriately and professionally)
  • Speak up about inclusion
  • Challenge stereotypes
  • Think about how you communicate
  • Support your co-workers’ differences
  • Respond from a place of personal experience. Try using these: “in my opinion” or “based on what I have read and learned” or “according to my experience and “in my opinion” or “based on what I have read and learned” or “according to my experience. Or there is the option of ‘That’s a different perspective’ or ‘I see your point of view’ or ‘I never thought of it that way’. This keeps the conversation inclusive.

Your employees are at the heart of your organization and its culture. Inclusion involves everyone. Any of these organizational and individual actions can make a big difference to reinforcing inclusion in your workplace.

Citations:
(1) Limeade Institute and Artemis 2021
https://www.limeade.com/wp-content/uploads/2021/06/Inclusion-POV.pdf

(2) BuiltIn
46 Diversity in the Workplace Statistics to Know
Matthew Urwin | Mar 29, 2024
https://builtin.com/diversity-inclusion/diversity-in-the-workplace-statistics

(3) Josh Bersin
Why Diversity and Inclusion Has Become a Business Priority
March 16, 2019
https://joshbersin.com/2015/12/why-diversity-and-inclusion-will-be-a-top-priority-for-2016/

ADA/Performance

Question:
“We have an employee who is a performance “train wreck”. They are always having to re-do work. Everyone is frustrated because on top of their performance issue they are out sick A LOT. Can you tell us the best way to fire them?”

Our first step is to identify the goals and associated considerations without jumping to solutions.

Apparent goal(s):

  • Resolve performance issues
  • Resolve absenteeism
  • Resolve team concerns

Associated Considerations:

  • An employee handbook should be the organization guide to consistent considerations and actions associated with performance. At a minimum, handbooks should contain the information that will mitigate risk in discipline when consistently applied.

The basic test for risk mitigation in discipline and separation is characterized in the Seven Steps of Just Cause, which are:

Reasonable Rule or Order: The rule (policy) that was allegedly violated must be reasonable and related to the safe, efficient, and orderly operation of the business.

Notice: The employee must have been given clear notice of the rule or order, including its possible consequences for violation.

Investigation: A fair and objective investigation must be conducted to gather all relevant facts and evidence before any disciplinary action is taken.

Fair Investigation: The investigation must be fair and objective, not biased or predetermined.

Proof of Violation: There must be substantial proof or evidence that the employee violated the rule or order in question.

Equal Treatment: The disciplinary action taken should be consistent with how similar violations have been handled in the past, ensuring equal treatment of all employees.

Appropriate Discipline: The discipline imposed should be appropriate to the offense, taking into account factors such as the severity of the violation, the employee’s past disciplinary record, and any mitigating circumstances.

What does your handbook say or if you don’t have one, have the Seven Steps of Just Cause been met?

  • The Americans with Disabilities Act (ADA) is an important consideration in performance management for several reasons. According to the ADA, employers are required to provide reasonable accommodations to qualified individuals with disabilities, unless doing so would pose an undue hardship on the operation of the business. In the ADA, the phrase “known or should have known” indicates that employers have a responsibility to make accommodations for disabilities they are aware of or reasonably should be aware of. When knowing the person has been “out sick A LOT” the ADA flag is raised and further exploration is required for compliance, even if the result is no accommodation is needed or available.

Legal Compliance: The ADA prohibits discrimination against qualified individuals with disabilities in all aspects of employment, including performance management. Failing to consider ADA requirements could result in legal liabilities for the employer.

Accommodation: Under the ADA, employers (with 15 or more employees – less in some states) are required to provide reasonable accommodations to qualified employees with disabilities to enable them to perform their job duties effectively. This may include modifying job duties, providing assistive technology, or adjusting work schedules. Performance management processes need to take into account any necessary accommodations for employees with disabilities.

Fairness: Considering the ADA in performance management ensures fairness for employees with disabilities. It prevents discrimination based on disability and ensures that individuals are evaluated based on their ability to perform essential job functions, with reasonable accommodations if needed, rather than being unfairly penalized for factors related to their disability.

Retention of Talent: By accommodating employees with disabilities and ensuring fair performance evaluations, employers can retain valuable talent and promote an inclusive work environment. Employees are more likely to remain with an employer that respects their rights and provides opportunities for advancement based on merit.

Positive Workplace Culture: Integrating ADA considerations into performance management fosters a positive workplace culture that values diversity and inclusion. It sends a message to all employees that their contributions are valued and that the organization is committed to providing equal opportunities for career growth regardless of disability status.

Overall, considering the ADA in performance management is not only legally required and also promotes fairness, inclusive, and a positive work environment, ultimately benefiting both employees and employers.

  • Managing a team through performance improvement while considering the Americans with Disabilities Act (ADA) requires a balanced approach that ensures both compliance with legal requirements and fairness to all employees. Here are some key steps to effectively manage a team through this process:

Training and Awareness: Ensure that all managers and supervisors are trained on the requirements of the ADA and understand how it applies to performance management. This includes recognizing signs of potential disabilities, understanding the reasonable accommodation process, and knowing how to engage in interactive discussions with employees.

Clear Expectations: Establish clear performance expectations and communicate them to all team members, including those with disabilities. Make sure that job descriptions and performance standards are clear and accessible to everyone.

Regular Feedback: Provide regular feedback to all team members, including those who may be struggling with performance due to disabilities. Offer constructive feedback aimed at helping employees improve their performance and meet job expectations.

Interactive Process: If an employee’s performance is impacted by a disability, engage in an interactive process to explore possible accommodations. This process involves discussing the employee’s limitations, identifying potential accommodations, and determining which accommodations are reasonable and effective.

Reasonable Accommodations: Implement reasonable accommodations to enable employees with disabilities to perform their job duties effectively. Accommodations may include modifications to work schedules, job duties, equipment, or the work environment.

Documentation: Maintain thorough documentation of all performance-related discussions, accommodations, and decisions. Document any accommodations provided and their effectiveness in enabling the employee to perform their job duties.

Consistency: Ensure that performance management practices are applied consistently to all employees, regardless of disability status. Treat employees with disabilities the same as other employees in similar situations, while still providing any necessary accommodations.

Confidentiality: Respect the confidentiality of employees’ disability-related information. Only share information about an employee’s disability and accommodations on a need-to-know basis, and ensure that all such information is kept confidential.

Continuous Improvement: Continuously evaluate and adjust performance management processes to ensure compliance with the ADA and effectiveness in supporting employees with disabilities. Solicit feedback from employees and supervisors to identify areas for improvement.

By following these steps, managers can effectively navigate performance improvement processes while ensuring compliance with the ADA and promoting a fair and inclusive work environment for all team members.

The Answer:
Yes, we can help with determining if your organization has accomplished all the consideration needed to be consistent with internal practice and risk mitigation. However, this may be the starting point, not the end.

National Volunteer Week: Honoring Employee Volunteers

Every year, during the third week of April, the United States observes National Volunteer Week. This special week is dedicated to recognizing and celebrating the incredible contributions of volunteers across the nation. Whether you’re part of a nonprofit organization, a corporation, or any group working with volunteers, National Volunteer Week provides a fantastic opportunity to express gratitude and inspire further acts of service.

The History of National Volunteer Week
National Volunteer Week has a rich history that dates back to 1974 when President Richard Nixon officially designated the third week in April for this purpose. Since then, every U.S. president has continued this tradition by reaffirming the importance of volunteerism through executive orders. But the roots of volunteerism go even deeper:

1688: In Canada, after a devastating fire in Quebec, volunteers organized the Bureau des pauvres to assist victims.

1736: Benjamin Franklin founded the first volunteer firefighter house in Philadelphia.

1887: The United Way, YMCA, Salvation Army, and International Red Cross were established, emphasizing volunteer efforts.

1961: President John F. Kennedy created the United States Peace Corps, integrating volunteerism into international policy and diplomacy.

Why Celebrate Employee Volunteers?
As organizations, we owe a debt of gratitude to our employee volunteers. They selflessly give their time, skills, and energy to make a positive impact in their communities. Here’s why celebrating employee volunteers during National

Volunteer Week matters:
Community Impact: Employee volunteers contribute to local causes, whether it’s mentoring students, cleaning up parks, or serving meals at shelters. Their efforts directly benefit the neighborhoods where they live and work.

Team Building: Volunteering fosters teamwork and camaraderie among colleagues. When employees collaborate outside the office, they build stronger relationships and enhance workplace morale.

Skill Development: Volunteering allows employees to develop new skills, from leadership to project management. These skills often translate back to their professional roles.

Corporate Social Responsibility (CSR): Companies that support employee volunteering demonstrate their commitment to social responsibility. It’s a win-win situation: employees feel proud to work for a socially conscious organization, and the company strengthens its community ties.

Creative Ways to Celebrate Employee Volunteers
Let’s make this National Volunteer Week memorable for your organization! Here are some ideas:

Volunteer Recognition Events:
Host an award ceremony to honor outstanding volunteers.
Organize an appreciation dinner where employees can relax, share stories, and connect.
Create a volunteer spotlight on your website or social media, featuring individual volunteers and their impactful work.

Personalized Thank-You Notes and Gifts:
Send heartfelt thank-you notes to each volunteer, acknowledging their specific contributions.
Consider small tokens of appreciation, such as gift cards, company-branded merchandise, or personalized mementos.

Share Success Stories:
Use your organization’s blog or newsletter to highlight volunteer success stories. Show how their efforts have transformed lives or improved the community.
Interview volunteers and capture their experiences. People love reading about real impact!

Collaborate with Other Organizations:
Partner with local businesses or nonprofits for joint volunteer projects. Strengthen community bonds by working together.

Remember, National Volunteer Week isn’t just about celebrating the past—it’s about inspiring future acts of kindness. Let’s recognize our employee volunteers, express our gratitude, and continue making a positive difference in the world!

Oregon Family Medical Leave: Reminder Deadline May 1st

Employee notice due May 1, 2024

Attention all organizations with 25 or more employees in Oregon! Senate Bill 999 mandates a crucial change regarding the Oregon Family Leave Act benefit year. Effective July 1st, 2024, the benefit year will align with Paid Leave Oregon Insurance, shifting from existing options. This change impacts the start of the benefit year, which will now commence the Sunday preceding the first date of qualifying leave. Remember, you must notify your employees at least 60 days prior to this transition.

Furthermore, Senate Bill 1515 will also come into effect on July 1st, 2024, introducing significant revisions to the types of leave protections under OFLA. These changes necessitate careful deliberation on how to adapt existing policies and procedures. We understand that implementing the revisions from Senate Bill 1515 might not be feasible before the notification deadline for the benefit year change. Hence, your organization may need to approach this as a two-step process of change.

If you require assistance with navigating these updates or any other matter, please don’t hesitate to reach out. Time is of the essence, and we’re here to help you smoothly transition through these legislative changes.

You may want to participate in one of our upcoming webinars:

Oregon Family Medical Leave Act – 2024 Changes

Monday, May 13th, 2024: 9:00am – 10:30am
Thursday, May 23rd, 2024: 3:30pm – 5:00pm
Thursday, June 6th, 2024: 8:30am – 10:00am