Training Industry Magazine - March/April 2021 - 46

If employees never see or hear their
leadership teams openly creating an
environment for meaningful discussions,
it will never cascade down. Setting
precedent, from the C-suite in particular,
is critical to both illustrate and inspire.
Activities as simple as how executives
behave and respond during company
town halls, panels and other meetings
set the standard of transparency
for employees.
Moving an organization towards deeper
dialogue requires deeper leaders.
Without role models, employees will be
hesitant to engage.

2

Make it safe for
everyone to participate
in vulnerable
conversations.

the goal by grounding conversations
in empathy and creating welcoming
spaces. Include partners from diverse
backgrounds when selecting the
content, setting and participants. Call
on subject matter experts for assistance
who can share tips and resources
on facilitating formal discussions,
establishing ground rules and reaping
the benefits of curiosity.
Employees and partners have spent
much of the past year isolated from
their communities. Consider that the
workplace may be the only source
of socialization, particularly for the
immunocompromised or those with
mobility issues. Creating opportunities
for connection not only promotes
inclusion but also has significant impacts
on wellness.

Some voices won't be heard without
help, but they're needed. Establish and
honor a commitment to an equitable
workplace by acknowledging that
challenge. Appreciate that all employees'
lived experiences contribute value to
our organizations; at the same time,
remember that those differences may limit
their ability or willingness to contribute
opinions. We can make conversations
more collaborative by centering and
amplifying marginalized voices.
For example, D&I topics like bias,
privilege and code-switching remain
taboo in many sectors, and it will take
time for every team member to feel
comfortable enough to open up about
their own experiences at work. We can't
shy away from difficult topics, so we
invite hard conversations by creating
opportunities dedicated to these areas.
This will give employees permission
to share and listen. These efforts are
branded in some organizations as
" culture convos " or " diversity dialogues "
but can also occur informally at the start
of team meetings or in one-on-ones.
Managers, regardless of expertise, often
worry about taking on this agenda.
They're concerned they don't know
enough to avoid a negative experience
while managing an exchange of views.
Keep your employees at the center of

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3

Assess and measure
success as you go.

Meaningful conversations require that
we frequently check in with employees,
inviting them to evaluate and share how
our actions help or hinder an inclusive
workplace. Demonstrate receptiveness
to feedback by ensuring there are
multiple ways to listen and receive input
from all levels of the organization.
Stay connected to employee resource
groups (ERGs). As powerful networks,
they provide additional opportunities
and safe spaces where people can
voice their needs. ERGs are a safe place
to make opinions and feelings known,
so empower them and turn to them.

Pulse checks, engagement surveys and
even the content of the conversations
offer a glimpse into how employees are
increasing in their own self-awareness
and understanding of the company's
goals. Use data to reflect on your
organization's growth. Identify a set
of key metrics to track, such as the
number of attendees in formal sessions,
participant ease expressing opinions or
feeling heard, or self-expressed growth
or new learning.

Ferrara's Day
of D&I Series
Opened Up New
Conversations
Ferrara is one year into its formal diversity,
equity and inclusion (DEI) efforts. Our
diversity and inclusion mission is to foster
diversity and empower all employees to
authentically share and grow together.
We see this as a way to propel our
business forward and to establish an
inclusive culture where collaborative
minds unite. Meaningful conversations
form the core of every initiative.
At the beginning of our D&I journey, we
brought employees together to share
their ideas. This started with listening to
how the company, leaders and teams
were described. We listened for bright
spots and for stones that needed to
be turned over. This established our
mission, priorities and goals. In fact,
once the goals were established,
employees saw their ideas in the plans.
Early on, they knew we heard them and
that sharing mattered.
In 2020, we continued to foster a culture
of listening, sharing and conversation
with a series branded " Day of " events.
The first, a " Day of Understanding, "
offered a full day focused on talks around
diversity and inclusion, led by our CEO
and ERGs. ERG members facilitated
small group and classroom sessions
on bias, code switching and privilege,
inviting attendees to share personal
stories. Executives joined panels and
offered deeply personal examples from
their careers and home lives.
Training Industry Magazine - March/April 2021

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