This is the second post in a series on building skills for Diversity, Equity, & Inclusion (DEI). See the first.

DEI skills—such as critical thinking, cultural intelligence, and psychological safety—are no longer optional; they’re essential to a thriving, resilient organization that can adapt to rapid change.

By developing DEI skills, leaders and employees can create inclusive environments where diverse perspectives thrive, fostering a culture of belonging that boosts resilience, engagement, and innovation. Key DEI skills bridge the gap between rapid technological advancements and the human connection needed for collaboration—and they might just prove essential in helping your organization meet its most important objectives. 

Organizations looking to navigate periods of significant change need DEI skills to remain agile and resilient. Navigating change means more than responding to technology shifts; it’s about ensuring your people are equipped to thrive in an inclusive, fast-paced environment.

As periods of change become the norm, prioritizing DEI skills is key for organizations to stay competitive and agile. Whether it’s enhancing knowledge sharing or building resilient teams, focusing on DEI skills is the path to a truly adaptive, inclusive, and thriving workplace.

The Leader’s Role in DEI Skill Development

Leaders in particular play a crucial role in championing DEI skills. Why? Leaders empower individuals and managers to support inclusive practices and create a culture of belonging that drives engagement, grit, and resilience at a time when people need it most. Executive Leaders can prioritize DEI skills to foster an environment where psychological safety and diverse perspectives drive growth.

Engaging managers and leaders in DEI skill conversations begins with equipping them to act as skill coaches, fostering open dialogue and modeling inclusive behaviors. This process involves providing targeted training and tools to help leaders recognize and mitigate bias, facilitate psychological safety, and encourage diverse perspectives within their teams.

By embedding DEI into regular performance discussions and aligning it with business goals, managers can actively support their teams’ growth while driving a culture of inclusion and belonging.

Choosing DEI Skills to Prioritize at Your Organization

As you assess which DEI skills need attention at your organization, let’s explore a few examples to get you started.

Remember that skills should be measurable and developable.

You might be tempted to choose skills like compassion or empathy. These are important, but under scrutiny they’re revealed as inherent human traits. In other words, how can an employee get better at empathy? On the contrary, DEI skills allow for the evaluation of proficiency and improvement over time. To find out more on this, take a deeper dive into skills vs. competencies.  

Key DEI skills and the benefits they offer include:

• Critical Thinking. This helps employees recognize and address biases, question assumptions, and make fair, reasoned decisions that align with inclusive values. It helps them understand how best to utilize and evaluate AI tools. It’s not only about problem-solving; it’s essential for uncovering and addressing unconscious biases in decision-making and enabling fairer, more inclusive practices.

• Psychological Safety. This is about creating an environment where individuals feel secure sharing ideas without fear of judgment, and it’s vital to inclusion. Psychological safety builds trust and encourages diverse perspectives, allowing innovation to flourish while creating a foundation of trust and respect. Psychological safety is pertinent to all levels of an organization.

• Resilience. This is the ability to adapt to challenges and recover from setbacks. It supports employees as they navigate change, including shifts toward greater equity and inclusion. Resilience is about equipping teams to thrive even during difficult times, which is essential for fostering a workforce that remains engaged and supportive.

• Cross-Cultural Agility.  This is about understanding and adapting to diverse perspectives in a way that drives better team collaboration. It helps individuals work productively across different backgrounds, enhancing communication and collaboration.

• Inclusive Communication. This involves learning techniques to actively listen, mitigate biases, and foster open dialogue. Inclusive communication allows for better understanding among team members and creates an environment where all voices are heard and valued.

• Equitable Decision-Making. This involves systematically ensuring fairness in processes like hiring or promotions through choices that are both inclusive and unbiased. Equitable decision-making lays the groundwork for fair practices that help attract and retain a diverse workforce.

Each of these skills is developable, actionable, and measurable. The important action is identifying skills to develop that are essential to DEI  as well as accomplishing your company’s goals.

How to Develop DEI Skills Aligned with Company Goals

Rather than viewing DEI as a standalone initiative, savvy organizations will recognize that DEI skills are directly tied to broader business objectives—for example, boosting innovation, increasing employee engagement, or improving customer satisfaction.

Step No. 1: Identify DEI skills that align with business goals.

Start by identifying a few essential DEI skills that align with your company’s strategic objectives. For example, if your goal is to foster innovation, focus on skills like creativity and cultural awareness, which support diverse thinking and collaboration. If the goal is to improve team resilience during times of change, prioritize skills like psychological safety and adaptability.

Step No. 2: Define clear outcomes for skill development.

It’s essential to clearly define what success looks like. Do you need employees to gain deep proficiency in one area, or is a broader understanding of multiple skills more valuable? Asking for both breadth and depth can lead to burnout, so keep the focus on a few key skills and make sure progress is measurable. This specificity will also help you track progress and make adjustments as needed.

Step No. 3: Take action with small, scalable steps.

Don’t wait for perfect data or a lengthy approval process to get started. Quick wins like engaging employees in discussions about skills or launching targeted training programs can build momentum. Analyzing employee skill profiles, for instance—to identify gaps in psychological safety or cultural awareness—might quickly help you pinpoint where to start. This in turn could help make your overall implementation process more responsive and agile.

Step No. 4: Provide targeted resources and training.

Asking employees to develop DEI skills without adequate resources is a recipe for failure. Ensure they have access to workshops, peer-to-peer learning groups, stretch assignments, and learning content that supports their growth. Be wary of blanket training programs, as these often lack the focus necessary to address specific skill gaps. Instead, opt for tailored learning experiences that address your organization’s unique needs.

A Note About Creating Lasting, Measurable Mentorship Programs

A mentorship program is a wonderful tool in the DEI toolbox. But if it’s your only tool, you’ve made a mistake. While many mentorship programs created during the DEI push of 2020 had good intentions, they often lacked long-term sustainability. To create lasting impact, mentorship initiatives must have clear goals and ongoing support. 

Leaders should be accountable for fostering inclusive cultures and providing mentorship aligned with measurable outcomes. Specific skills tied to a program can help define clear goals. By establishing structured, goal-oriented mentorship that complements other DEI initiatives, organizations can sustain DEI momentum and build a stronger, more inclusive talent pipeline.

The Measurable Impact of DEI Skills

Organizations that invest in DEI skills are building a foundation for sustained performance and adaptability, creating a workforce that’s not only more diverse but also more agile, innovative, and resilient. Integrating DEI skills into company strategy isn’t just about “checking a box.” It’s about making an investment in the long-term health and competitiveness of your organization. 

With the right DEI skills in place, your organization is better equipped to navigate change, embrace diverse perspectives, and drive lasting progress.

Degreed Professional Services

Hali Linn is a Learning Strategy Consultant on the Degreed Professional Services team.

Degreed Professional Services partners with business leaders and learning pros to explore learning strategies, technology goals, and questions. Book a free and private consultation.

The post DEI Skills in Action: A Step-by-Step Guide to Driving Change appeared first on Degreed.

This is the first post in a series on building skills for Diversity, Equity, & Inclusion (DEI). See the second.

As organizations look ahead and strive to stay competitive, many are hyper-focused on artificial intelligence, automation, and the skills needed to drive new technologies. These are all critical pursuits.

But as business leaders seek innovation, they may be overlooking one critical factor: Developing skills for DEI. For many companies, leaving DEI off the to-do list could wind up being a catastrophic miss.

Who hasn’t missed? Consider AstraZeneca, where leaders successfully prioritized Generative AI upskilling at scale and found that “human skills are as important as the technical skills.” As AstraZeneca quickly recognized, without human skills even the most technically advanced organizations struggle to reach targets. Why? Technologies can’t reach their full potential without the support of crucial human skills.

Skills required for DEI—like critical thinking, creative problem-solving, and cross-cultural agility—are ultimately all about people, the very same people who drive your business and meet its goals.

What are the skills needed for DEI?

Skills are measurable, developable capabilities, and they provide a clear and objective way to track employee growth and performance over time. In doing so, they can serve as a consistent framework for evaluating progress, identifying gaps, and aligning individual development with organizational goals.

Applying this concept to DEI, skills become the measurable capabilities that enable employees to foster inclusive and equitable environments and to drive positive DEI outcomes. By measuring DEI skills, organizations can ensure accountability and sustained DEI impact.

A growing shift to skills-based learning and development is redefining how companies approach employee development. In doing so, this shift is reshaping how that development connects to work.

DEI programs have historically been challenging to measure. In a skills-first framework, DEI initiatives can be evaluated not only by participation and engagement, but also by the development and application of inclusive skills across a workforce, from inclusive leadership to cultural awareness and allyship. 

The skills people need for DEI bridge the gap between technological advancements and human collaboration. The financial firm Skandinaviska Enskilda Banken boosted performance by creating training that emphasized psychological safety, which in turn enhanced knowledge sharing. The result? Revenues 25% above targets in a key market segment.

By framing DEI as a measurable set of skills, organizations can better gauge the success of their initiatives and align these efforts with overall business goals, creating a culture that is inclusive in principle and demonstrably so in practice. We’ll delve more deeply into what DEI skills you might prioritize for your organization in an upcoming Part No. 2 of this series.

The Value of DEI

As companies work to identify the skills that will drive their future success, DEI programming seems to be slipping further down the priority list, with the extreme cases making headlines. This comes as DEI skills have never been more important. While technical advancements promise to boost efficiency, it’s the human skills—like critical thinking, cultural awareness, and collaboration—that allow employees to effectively leverage tech tools.

Data shows that companies that prioritize diversity and inclusion outperform their competitors. A study by McKinsey found that organizations in the top quartile for gender diversity on executive teams were 25% more likely to have above-average profitability. Ignoring these skills means missing out on opportunities to enhance cash flow, stakeholder value, and overall financial resilience.

Meeting the Moment: Why DEI Skills Matter More Than Ever

Amid economic pressures, workforce burnout, and unprecedented rates of change, employees are expected to do more with less. But without a supportive and inclusive culture, engagement and productivity suffer. DEI skills foster environments where all employees can feel valued, included, and able to bring their best ideas forward—ideas that are often the key to driving innovation and hitting ambitious business goals.

The Conscious Culture initiative at Cisco Systems emphasizes building inclusive teams, offers unconscious bias training, and develops internal resource groups that drive leadership accountability. Another example comes from Allianz, where DEI is considered to be “core to business and purpose,” The company embraces the positive impact “on employee engagement, customer loyalty, and stakeholder trust.”

Addressing Potential Resistance

Some business leaders might argue that during times of economic uncertainty, prioritizing DEI skills is a luxury, not a necessity. However, failing to invest in these skills can lead to disengaged employees, higher turnover, and a lack of innovative ideas—all of which ultimately hurt the bottom line. In fact, companies with diverse and inclusive cultures are more resilient during downturns, as they are better able to adapt and innovate.

What’s next?

As you set goals for the coming year, don’t overlook the power of DEI skills. These aren’t just soft skills—they’re strategic assets that drive company performance, innovation, and employee satisfaction. By integrating DEI skill development into your company’s goals, you’re setting the stage for a more adaptable, innovative, and competitive organization.

Neglecting DEI skills in your goal-setting process isn’t just a missed opportunity—it’s a critical misstep that could hold your organization back from reaching its full potential.

Degreed Professional Services

Hali Linn is a Learning Strategy Consultant on the Degreed Professional Services team.

Degreed Professional Services partners with business leaders and learning pros to explore learning strategies, technology goals, and questions. Book a free and private consultation.

The post Neglecting DEI Skills Amid Big Change Is a Critical Mistake appeared first on Degreed.

“This concealment took a toll, creating a disconnect between who I was and who I felt I had to be,” said Stephen, Degreed Vice President of Global Professional Services. “When I finally embraced my identity, it was like stepping into the light after years in the shadows. This journey has taught me the importance of authenticity, and it’s a lesson I strive to impart to my daughters every day.

“Pride, for me, is about ensuring that my children see the value in being true to oneself.”

Working at an organization dedicated to the advancement of lifelong learning has some undeniable advantages. What’s one of the biggest? At Degreed, it’s a company culture that celebrates self-discovery and cherishes the life-affirming, life-changing positivity unleashed by personal growth. This ethos is baked into our products too; they’re intentionally designed to democratize learning so it’s easily accessible and inclusive.

At Degreed, these values become particularly salient in June during LGBTQ+ Pride Month. They give us reason to reflect and importantly provide us with the opportunity. 

As we reflect, we also recognize that big-picture challenges persist when only 45% of LGBT+ employees feel comfortable being out at work, according to a recent Deloitte survey across 13 countries including the United States. 

Join us as we share and celebrate perspectives on the meaning of Pride, what it means to be out at work, and what it means to be out at Degreed.

Hali Linn, Learning Strategy Consultant

The first time I came out at work, I scribbled down a nearly illegible identity on a sticky note at a work-sponsored Pride event where attendees were asked to participate in a survey. It was the first time I felt like I was being invited to claim my full self at work, and accepting that offer was a milestone for me.

I came to New York City drawn to the bold anonymity and adventurous spirit of this provocative place—qualities entirely disparate from the environment where I had grown up. On the streets of New York, no one has time to care what you’re wearing or how you identify, and many queer and questioning folks soon find, at worst, a swarm of busy indifference and, at best, a welcoming and vibrant queer community ready to embrace and love them.

My professional journey, however, did not quite align with the “out and proud” sentiment of the queer community that I cherished. Even in big cities, pockets of prejudice still exist, and I remained in the closet at company after company, sometimes due to hostile work cultures, and, if I’m being honest, sometimes because I wasn’t then ready to be fully out. (A reminder that not everyone is ready to “come out” in every space, and that’s okay!)

Pride events were a beacon of hope and acceptance before I was fully out at work; I witnessed other members of the LBGTQ+ community seamlessly integrate their personal and professional lives, claiming their identities with pride and confidence. If these queer elders and peers could be out, then so too could I!

I still wasn’t fully out at work, however, until I got to Degreed. Much like my arrival in New York, when I came to Degreed I felt welcomed, embraced, and included. I was not merely tolerated and passively celebrated during the month of June. On the contrary, I was invited to bring my whole self to every conversation. 

I’m not just a participant, but a leader, and I work for an organization that embraces my unique experience as an LGBTQ+ individual. Here, my identity is seen as an asset, enriching our workplace with diverse perspectives and fostering a culture of genuine inclusivity. At Degreed, I found the courage to be openly myself, knowing that I am valued for who I am every single day, and this has made a huge difference in my professional and personal life.

Pride, to me, means having the courage to take those first small steps toward self-acceptance and authenticity, even in environments where it feels challenging. Now I embrace the ability I have to be fully out, and I hope I can be a meaningful example to others. Pride means finding and building communities that support and celebrate who you are, inside the walls at work and outside of them as well. Most importantly, Pride is about recognizing and honoring the bravery it takes to live openly and authentically, at the workplace company and beyond!

Ryan Niehaus, Marketing Automation Manager

I have been with Degreed for almost four years. I live in Denver, Colorado, with my husband and rescue pup, Summit.

I came out as bisexual toward the end of 2016 and got married to the love of my life in 2022. My coming out story could not be any blander.

When I approached my friends and family about my sexuality, I was greeted with nothing but love, acceptance, and a “so what” attitude. Because not everyone shares that same experience, I have spent as much time as I can dedicate to educating myself about human rights-related issues and reading about other’s coming out experiences. I have developed a stronger personal appreciation for the importance of making Pride Month more inclusive and celebrating both the bland and anything-but-bland stories, struggles, and successes of the LGBTQ+ civil rights movement. 

All too often, the word “pride” is associated with notions of excessive love of oneself, vanity, or hubris. But that is not and has never been a foundation of Pride Month. Pride means living a life that is authentic to who I am—without shame, fear, or guilt. 

At work, it means I do not have to behave or act in a certain way because of the threat of being exposed, humiliated, belittled, or rejected. It means I am not ashamed to mention my husband when asked in a meeting what my plans are this upcoming weekend. It means I have the freedom to express my preferred pronouns on my company Slack profile. Lastly, it means I am not afraid of being held back from advancement opportunities because of the person I married. 

What many people don’t know is that we don’t just come out once at work. A constant conversation occurs when meeting new colleagues and introducing ourselves in meetings. And because of that, I am lucky to work for a company as open-minded as Degreed.

I am able to be my authentic self each and every day at work. This allows our Business Resource Group (OUT@Degreed) to spend our time educating, celebrating, and reflecting on the people who put their lives at risk to stand up and demand equality, instead of fighting stereotypes and bigotry internally. And for that, we’re lucky and proud to celebrate Pride Month with Degreed.

Stephen Elrod, Vice President of Global Professional Services

Pride holds a special place in my heart, not just as a celebration but as a profound expression of who I am as a queer dad to two amazing daughters. For me, Pride is about authenticity—showing up as my true self both at work and at home. This authenticity is not just a personal choice but a crucial part of the example I want to set for my children.

In a world that can sometimes feel daunting and unaccepting, I want my daughters to know that they can always be who they are without fear. By living authentically, I hope to show them that self-acceptance is not only possible but also empowering. I want them to understand that being true to oneself is not a privilege but a fundamental right.

At work, bringing my whole self means being open about my identity and experiences. It’s about creating an environment where diversity is not just accepted but celebrated. This authenticity fosters a culture of inclusivity, where everyone feels valued for who they are. When we bring our whole selves to work, we contribute to a healthier, more innovative, and more compassionate workplace. It encourages others to do the same, building a community where authenticity is the norm, not the exception.

At home, being my true self means showing my daughters that it’s okay to be different. It means sharing my journey with them, including the struggles and the triumphs. I want them to see that authenticity is a strength, not a weakness. By being open about who I am, I hope to give them the confidence to embrace their own identities, whatever they may be.

Pride is a reminder that being authentic at work and at home is essential for a healthy, balanced life. It’s about showing my children that it’s possible to be successful and happy without compromising who you are. This balance is vital as a parent because our children learn more from our actions than our words. When they see us living authentically, they learn to value honesty, courage, and self-love.

In conclusion, Pride is more than just a celebration; it’s a testament to the power of authenticity. As a queer dad, I embrace Pride as a time to reflect on my journey and reaffirm my commitment to living truthfully. We can create a world that is more accepting, more loving, and more true to every one of us.

The post Pride at Degreed: Reflecting on the Power of Authenticity appeared first on Degreed.

Like the neck ties and formal attire worn to the office when tuition reimbursement programs were created, it’s time to leave this benefit in the 1970s where it belongs. It’s time to embrace modern benefits more aligned with your business initiatives AND employee wants and needs. 

Show-and-tell: How Tuition Reimbursement Isn’t Equitable

Meet Amy. Amy is an individual contributor who performs at a very high level, is trusted to exceed expectations, and is interested in leadership. 

Meet Max. Max, like Amy, is a successful individual contributor, well respected throughout the organization, and also interested in developing into a leadership role. 

The perception throughout the organization is that these two candidates have a fair and equitable opportunity to be promoted. However, Amy is a working mother with childcare expenses who spends every moment away from work caring for a family. Meanwhile, Max is single with free time and a disposable income. 

As it turns out, Max is using his time and resources to pursue an Executive MBA certification to develop his leadership acumen — and he’ll be reimbursed through the company’s tuition reimbursement benefit. 

Upon completion of his certification, Max is promoted to leadership ahead of Amy.

Why Tuition Reimbursement Isn’t Equitable

To make education and upskilling more accessible, in 1978 the IRS began allowing up to $5,250 per employee to be tax deductible through TAPs. When used by employees, these programs can deliver as much as a 129% ROI that leads to deeper upskilling and retention. 

But if an estimated 47% of companies provide this benefit to their employees, and it realizes a 129% ROI for the business, why do only 5 to10% of employees use the benefit? Because tuition reimbursement isn’t accessible, equitable or inclusive. 

Barrier No. 1: The Up-front Expense

The biggest barrier to utilization is the up-front expense. With tuition reimbursement, employees pay the initial cost and often must prove completion of the program. This means they often wait months — if not years — before receiving any reimbursement.

Consider that almost 4 in 10 Americans (37%) don’t have the savings to cover an unexpected $400 expense. Then consider that the college courses and bootcamps that employees use tuition reimbursement for are expensive. According to the Fed’s 2022 Economic Well-Being report, it’s likely many of your employees don’t have a discretionary educational savings account to pay up front for these upskilling experiences. Surely this financial requirement contributes a lot to the fact that only 5-10% of employees use the benefit.

Barrier No. 2: Time Constraints

As much as they might need help with tuition, employees also need the time it takes to learn something new.  In fact, employees say time is the greatest obstacle to job-related learning they face. This makes sense considering that,  in 2018, the U.S. The Bureau of Labor Statistics reported that companies with fewer than 100 employees provided only 12 minutes of training every six months. Organizations with 100 to 500 employees provided just 6 minutes. 

Think of your employees with commutes, dependents (like Amy with her children), or second jobs. They can’t make extra time. The solution is to give employees time to learn. If you don’t, you’re excluding many of them. Ask yourself: “Who has the time, money, and support to upskill voluntarily, and who doesn’t?”

A great way to do that is by providing your people with learning stipends — especially prepaid learning stipends.

Learning Stipends: A Modern & Business-Aligned Education Benefit

Technology has a great potential to expand diversity and inclusion, and the modernization of learning stipends is a great example of that. Since 2017, learning stipend benefits have become the second-fastest growing benefit in the workplace. Among the 475 companies named in Inc’s Best Workplaces for 2022, almost three fourths (72%) offer learning stipends.

Why are learning stipends becoming more popular? Because learning stipend programs that exist today can make requests and approvals so quick and easy. So easy that reimbursements frequently happen within days — if not hours — of approvals, which removes the financial stress on your employees. And prepaid learning stipends entirely remove the financial barrier that keeps so many employees from upskilling via tuition reimbursement. With stipends, even small companies can cultivate a diverse and empowered workforce. 

Show your employees you’re truly invested in their skill development by providing them with up-front funding they can spend on degree programs, courses, and certifications. 

Support DEIB initiatives with learning stipends.

If DEIB is a key initiative for your organization, or if you strive to make all company resources accessible, equitable and inclusive, shifting your tuition reimbursement program to a learning stipend model is critical. Doing so sends a message to your employees that everyone has the ability to advance their careers internally at your organization. And for added benefit, the shift lets you track spending, gain insights into the skills being developed, and align your L&D efforts to real business objectives. 

If you’re interested in learning how to make this shift, we’d love to discuss Degreed Education Benefits with you. When you’re ready to build a more equitable learning culture, Degreed Education Benefits can be implemented in just a couple weeks with minimal lift.

Request a Degreed demo.

Explore other ways, beyond DEIB, that your tuition reimbursement is letting you down by reading “HR Myth: Your Tuition Assistance Program is a Benefit”

The post Why Your Tuition Reimbursement Benefit is Hurting Your DEIB Strategy appeared first on Degreed.

In fact, you might not be able to wait days or weeks. Why? Lack of support is driving many people already working in DEIB enablement to look for new jobs.

“There’s an emotional toll, and that’s exacerbated when you have inadequate resources and support, or when the job is tokenizing,” Paulette Granberry Russell, president of the National Association of Diversity Officers in Higher Education, recently told Inside Higher Ed.

The good news is L&D — starting today — can play a huge part in helping the business deliver DEIB programs that are supported, meaningful and impactful.

You can help your organization get it right by understanding, embracing and developing specific workplace skills across your organization that drive DEIB success.

Enabling DEIB in the Workplace

Getting DEIB right takes a thoughtful approach. And you can put talent development right at the core.

“Focusing on DEIB in the workplace isn’t new, but where many companies struggle is thinking that DEIB is simply about a diverse representation of employees,” according to Degreed Chief People Officer Janice Burns. “Representation is an input and a first step in inclusion. But without the practices and the conditions where people feel included, the representation falls flat.”

DEIB initiatives fail when they don’t overcome people’s fears, don’t have specific goals, lack shared accountability, and the list goes on.

And if you’re failing to retain the DEIB pros currently on your staff, “The important thing is making sure that people come into the roles adequately prepared, and that those who are developing those roles understand what it takes to not only realistically set goals, but also support that individual in pursuing them,” noted Granbery Russell.

While the Degreed LXP isn’t a DEIB training solution, we recognize the role it can play in helping L&D promote skill development and reduce bias in support of DEIB business initiatives. And DEIB is something many of us here have taken a personal interest in, by joining Business Resource Groups (BRGs), by engaging in learning and dialogue and more.

Moreover, DEIB is a topic we studied in collaboration with RedThread Research in our report Creating a DEIB Culture: The Skills Every Employee Needs.

When we started our study, we discovered there wasn’t a set standard to prioritize DEIB in the workplace. Some methods of DEIB training aren’t effective. Often, but not always, current training focuses on the legality of DEIB in the workplace, and it’s oftentimes mandatory. Yet, there aren’t any substantial results to show this positively impacts underrepresented populations.

L&D, Skills and DEIB

Embracing skills can be an effective way to create a more DEIB-focused workplace culture. Specifically, learning and applying skills critical to creating and maintaining a strong DEIB culture. 

What are these skills? Most organizations haven’t identified the skills necessary to develop a strong DEIB culture. 

Our research found:

• For senior leaders — Interpersonal skills are most important, reflecting the amount of interpersonal work required by the leaders to drive DEIB in the workplace
• For managers — Skills like curiosity and influence that allow them to remain open to new ideas, drive and monitor change, and navigate social complexity are vital.
• For individuals —  Authenticity and skills dealing with influence and pattern-recognition are key. 

When we explored what skills matter for DEIB, we knew the answer would differ for each level of responsibility across each organization. But understanding which skills are most important for all employees to have (and which are key for certain roles), can be an effective way to help drive change in your DEIB culture. 

It’s not enough to talk about DEIB in the workplace. Skills are needed to bring DEIB to life.

Want to learn more? 

By showing you the skills your organization has and needs, Degreed can help you easily build a learning strategy that connects employee development to business goals — and empower your managers to upskill teams in support of high priority goals. Find out how Degreed Intelligence can help you make smarter investments in your people.

Got questions? Contact a Degreed representative today.

# # #

The post Making Skills The Great Equalizer: L&D Enables DEIB appeared first on Degreed.

This second workshop was led by an individual contributor who picked up the Discuss Anywhere Meeting-in-a-Box from TED@Work (all the resources she needed to prepare and host the session – including a PowerPoint deck and talking points – came with the toolkit). Thanks to the popularity of the first TED session on Mellody Hobson’s talk, this session drew more than 2x the number of participants. 

In the first workshop, we learned that a lot of the invitees expressed apprehension at openly talking about race in the workplace. People who participated in that workshop discussed how they “feared negative repercussions if they said something unintentionally offensive or incorrect” at work. Others voiced concerns that they might be “seen by peers as not ‘woke’,” and preferred to avoid conversations about race altogether. 

The idea of call-out culture, whether it happens publicly or behind closed doors, is to hold people accountable for their actions. However, by “shaming” these individuals and framing what they did as strictly “right or wrong,” we as a collective are essentially censoring opinions through the fear of being called out, or canceled, when we should be digging deeper.

Talking the Talk

The world we live in has shifted in many ways over the past few years, and cancel or call-out culture—the public shaming and blaming, on social media and in real life, of people who may have done wrong and are being held accountable—is a direct product of people feeling empowered to stand up for themselves, and oftentimes others. Calling people out has become the norm in an attempt to shed light on toxic behavior and take part in a collective movement to stop it. 

Social movements like Black Lives Matter and #MeToo highlighted that while we have made great strides in educating those around us, holding people accountable and gaining allies, sometimes we need to remember to give those being targeted the space to speak for themselves. And what if we took that introspection even further, and really thought about the consequences of, as well as the motives behind, publicly calling people out for their behavior?

After establishing guidelines for a safe, constructive discussion and watching the talk together, the workshop participants broke out into small groups in separate rooms to discuss the concept of calling in. 

Each group had breakout room facilitators who gently led the conversation, leveraging resources provided in the TED@Work Meeting-in-a-Box Pathway for this workshop. While each group’s discussions were different, participants noted leaving with a better understanding of how to have these difficult conversations, and of each other. Here are some takeaways from our recent TED@Work workshop:  

1. Accept complexity. 

In her TED Talk, Ross talks about her beginnings as an activist and how she made the shift to start inviting people in, rather than pushing them away. She defines “calling in” very simply: it’s a call-out, done with love. Rather than pointing fingers or drawing attention to behavior that we find offensive or borderline, which activates people’s defense mechanisms, calling in is an invitation to exchange in dialogue.

In a work environment, it is natural and normal to sometimes question your colleague’s behaviors. Imagine a coworker of yours says something you find to be generally offensive on a Zoom call. Rather than venting about it on a debrief call with another colleague and branding that person as a lost cause, why not call them in, or call on them, giving them a chance to clear the air? 

Ross describes embracing this habit as “admitting that there is a possibility they [the person you are interacting with] are as complicated as you are,” and asking them probing questions so you can understand the root of their behavior. These can be as simple as “That’s an interesting viewpoint, tell me more.” 

2. Recognize motives.

Ross recommends you think long and hard about your motives if you feel the urge to call someone out. While call-outs are generally an attempt at holding people accountable for their actions, they can come off as combative. 

Calling on someone is a middle ground technique that starts with a neutral statement like “I beg your pardon,” and waiting while the person reflects on their actions. By asking such a simple question, you can find that the person will think through what they’ve just said and clarify their meaning. 

3. Dig deeper.

Calling people in is not about eliminating accountability, but rather digging deeper into why people behave the way they do and calling on them to do better. 

Publicly piling on someone who has done something we consider wrong only serves to shame them while calling them in offers opportunities to learn and grow for both parties. 

Many misunderstandings in the workplace can be chalked up to simple miscommunication. This is especially true when in a remote-first company, as it is easy to miss out on visual and bodily cues when on virtual calls. 

One of the biggest remote principles we are currently looking to implement across Degreed is to simply assume the best intentions in others, another concept that blurs the line of work and life, and ties directly back to what we heard during our TED@Work workshop 

Walking the Walk

The RaceEQ BRG is one of many at Degreed and part of a wider string of DEIB initiatives of which we are incredibly proud. In addition to the TED@Work series, the group hosts numerous events around Black History Month, Juneteenth, the Lunar New Year, Hispanic Heritage Month, and Diwali to name just a few. 

While educating people about racial equity is our main purpose, we also love when we can draw parallels with our everyday work lives. We are all human beings, capable of saying the wrong thing. Let’s make it a habit to call in and on each other and keep call-out culture out of the workplace. 

Get in on the Action

TED@Work for Degreed includes 600+ TED Talks and TED-Ed animations supporting business-critical skills like team-building, managing stress, and inclusive leadership. All TED content is tagged against the Degreed skills taxonomy and built natively into Degreed. Plus, the handy resources built into each Pathway make organizing a large-scale discussion on hot topics easier than ever. Contact a Degreed representative today to learn how you can implement workshops like these with TED@Work for Degreed. 

The post How TED@Work Helps Promote Dialogue appeared first on Degreed.

Workplace engagement is the emotional connection and commitment employees feel toward your organization and its goals. And according to Gallup, workplace engagement has declined for the first time in five years. It’s no longer enough to simply talk about how your workplace values permeate. Connection happens and commitment becomes real when input and action come from all levels of your organization — including senior leaders and individual contributors.

At Degreed, we boost workplace engagement by celebrating the strengths of all our colleagues. One key approach has been formalizing our Business Resource Groups (BRGs), which work to create an inclusive and safe environment that empowers people to be their whole selves and to drive innovation and performance. They even tackle issues like nonverbal communication, which is all the unspoken cues between people, including facial expressions, gestures, body movements and nuances of the voice.

The Impact of a Strong DEIB Culture

In collaboration with RedThread Research, we sought to understand the relationship between a strong DEIB culture and business outcomes.

After speaking with more than 100 people and surveying more than 1,000, we created a DEIB index that measures how diverse, equitable and inclusive an organization is based on respondents’ input. We found if an organization has a strong DEIB culture, it has better business outcomes. Specifically, respondents were 81% more likely to indicate high customer satisfaction. 

Other research shows simply integrating DEIB training methods isn’t effective in driving equitable outcomes. At Degreed, we’ve found success by normalizing a respect culture through a combination of:

1. Creating opportunities for our employees to learn personal, interpersonal and technical skills.
2. Supporting these efforts by enabling employee-led resource groups sponsored by senior leaders.

Building a DEIB Culture: The Business Case for BRGs

Why do BRGs boost engagement and help drive productivity? It’s because they build trust across an organization.

As our own Chief People Officer Janice Burns described during one of our internal BRG summits: “Focusing on DEIB in the workplace isn’t new, but where many companies struggle is thinking that DEIB is simply about a diverse representation of employees. Representation is an input and a first step in inclusion. But without the practices and the conditions where people feel included, the representation falls flat.” 

At Degreed, our first step to creating a culture of inclusion was establishing five Business Resource Groups (BRGs).

BRGs are led by employees — for employees. At Degreed, these groups enable our leadership team and individual contributors to learn new skills and share diverse perspectives. 

While each group has an executive sponsor, the responsibility of driving these programs falls on individual contributors at all levels of our organization. These groups are not an extension of HR but instead report to the CEO directly. Why? It gives a voice to all employees and authentically integrates diversity, inclusion and belonging strategies into our business practices at all levels. 

Co-chairing or participating in one of our BRGs encourages individuals to put learning into practice. It allows people to gravitate toward their passions and educate and challenge one another to think outside of their norms. 

Our research with RedThread found individuals are just as important as managers in driving change. Organizations score much higher on the DEIB index when individuals:

• Put skin in the game by showing up authentically and demonstrating courage in what they say and do.
• Influence others by managing nonverbal communication, empowering people and engaging in calculated risk-taking.
• Help design a new future by recognizing patterns, accurately interpreting data and information and using that insight to envision a different tomorrow. 

Since launching our BRGs we’ve seen positive growth across our organization. We have demonstrated a clear commitment to social responsibility and as a result have seen our annual workplace engagement survey score in relation to these efforts increase by 12 points.

We have also seen a positive increase in the number of our colleagues reporting that they believe Degreed helps them to make a positive difference. We continue to seek gender balance, overall our company is at 47% female and 53% male. Our leadership team is now more representative — we have seen the number of women in leadership roles increase by 13% and our leadership is also now more diverse in terms of ethnicity, race and geographical location. 

Integrating BRGs Into Your Learning Culture

Launching BRGs won’t drive lasting change on its own. But it can be a great tool to add to your arsenal — especially when combined with workplace development.

To start, get managers involved. We learned managers are responsible for creating the conditions that allow a culture of DEIB to thrive. Managers who succeed at this:

• Create psychological safety within their teams.
• Set clear expectations that hold employees accountable.
• Model appropriate behaviors and lead by example.
• Foster an inclusive workplace by raising awareness for the needs of team members, ensuring equitable practices and development of their teams.
• Proactively seek out different perspectives, understand people’s challenges, and enable employees with tools, resources and technology.

Our research shows the important skills for managers at high DEIB orgs are:

• Be open to new ideas by being curious and willing to envision a different future.
• Drive and monitor change by challenging the status quo, demonstrating grit in following through, and engaging in calculated risk-taking.
• Navigate social complexity by using negotiation, persuasion and influence skills as well as effective nonverbal communication.

You can endorse these skills at an organizational level by giving your workforce insights and technology to build the capabilities they need to create an inclusive culture.

Focus on centralizing your technologies so they’re easily accessible. This lets people continue discovering the content they need, aggregate it, organize it and share it. Embrace learning pathways to encourage DEIB skill-building. Degreed Pathways can be shared, built by anyone and used for personal or collective learning. Encourage everyone to share their expertise and build Pathways that help others. 

“Traditional approaches to improving DEIB have fallen short at many companies,” said Susie Lee, SVP, Global Business Transformation & DEIB Executive Officer at Degreed. “This new actionable skills data on inclusive organizations can be the catalyst that will finally drive change. And what’s really exciting is the actionability not just for HR, but across the entire business and for all job levels, because it’s only through making DEIB part of holistic business operations that true systematic change will occur.”

Our world is changing. Taking assertive action to create a more inclusive workplace is critical to business success. It’s the responsibility of individuals, managers and senior leaders to drive this change. And providing your workforce with the right resources is essential.  

Want to Learn More?

Download our new guide, 4 Ways Every Manager Can Create a Positive Learning Culture, to discover what managers can do to build a positive and inclusive learning culture. 

The post Increase Workplace Engagement with Help from Business Resource Groups appeared first on Degreed.

One example happening in real-time relates to women impacted by the pandemic. The employment of women — and especially women of color — declined more than the employment of men. And it still hasn’t fully recovered, with women’s employment now about 2% below what it was before COVID-19. At Degreed, we’re looking to change that. 

With consumers and employees calling for more accountability and diversity, expectations for companies are changing. And yet, companies still aren’t as diverse, equitable and inclusive as they could be. If you look at the representation levels across organizations, it’s clear that current DEIB investments and training aren’t yielding enough research or results to bring about equitable change. We know that DEIB in the workplace matters. But a lack of clarity on the relationship between DEIB and business outcomes persists. 

Business Outcomes for DEIB

In collaboration with RedThread Research, we sought to understand the relationship between a strong DEIB culture and business outcomes. In a six-month study, researchers reviewed more than 60 articles, spoke with over 100 individuals, and conducted a comprehensive survey of more than 1,000 people. 

Then, the team created a DEIB index that measures how diverse, equitable and inclusive an organization is based on respondents’ input. 

More specifically, the index measures the extent to which people:

• Feel they belong and are respected, included and valued.
• Think their company provides equitable opportunities and embraces diversity.

Next, researchers surveyed respondents on individual outcomes: 

• Their organization’s Net Promoter Score® (NPS). 
• Their impression of manager effectiveness. 
• Their level of engagement.
• Their intent to stay.

And they asked respondents about organizational outcomes: 

• If their organization met or exceeded business goals in the last three years.
• If their organization is on track to meet or exceed business goals for 2021.
• If  their organization has high customer satisfaction. 
• If they describe their organization as innovative.

Then, researchers looked for statistically significant relationships between these measures. What did they find? When an organization has a strong DEIB culture, it has better business outcomes. 

Specifically, respondents were two times more likely to indicate meeting business goals in the last three years. In addition, they were 72% more likely to indicate that their organization is innovative and 81% more likely to indicate high customer satisfaction. 

Regardless of the business outcomes of a strong DEIB culture, workers want and are prioritizing diverse work environments when considering a new opportunity.

Indeed, 80% of survey respondents in a Deloitte study said inclusion efforts were an important factor when choosing a company to work for. Likewise, researchers found that high DEIB Index scores correlate with people’s intent to stay at their organizations. Why is this important? Companies with lower turnover rates average profits four times higher than those with high turnover. It pays to listen to your people when they share what will keep them at your organization.

A strong DEIB culture is valuable in ways other than retention too. Researchers found that individuals at an organization with a strong DEIB culture were twice as likely to give a positive NPS to their employers and were 60% more likely to be highly engaged at work. 

After finding out the relationship between DEIB and business outcomes, we wanted to identify what skills are needed for a strong DEIB organization. So, researchers surveyed workers of all levels from a wide range of industries on what the most important skills are for individuals, managers, and senior leaders to create a strong culture of DEIB in the workplace. 

Enabling DEIB in the Workplace

When we started our study, we discovered there wasn’t a set standard on what to do if you wanted to prioritize DEIB in the workplace today. 

We know that the present methods of DEIB training aren’t effective. Current training usually focuses on the legality of DEIB in the workplace and is oftentimes mandatory. Yet, there aren’t any substantial results to show this positively impacts women’s careers or those of other underrepresented populations.

Another popular method of enabling DEIB in the workplace is creating and promoting employee resource groups (ERGs), worker-led cohorts that champion DEIB efforts. But there’s little research showing a connection between ERGs and positive changes in the representation of roles.

While these two approaches are a start to creating a strong DEIB culture, they alone, unfortunately, aren’t creating substantially more diverse, equitable and inclusive organizations. 

Skills and DEIB

If those pervasive approaches aren’t effective, what is? Embracing skills. Specifically, learning and applying skills that are critical to creating and maintaining a strong DEIB culture. 

What are these skills? Most organizations haven’t identified the skills necessary to develop a strong DEIB culture. Even when organizations have identified leadership skills relevant to DEIB, more than likely they haven’t processed how to apply those skills in a DEIB context.

This research changes that.

Researchers found that in senior leaders, interpersonal skills are most important, reflecting the amount of interpersonal work required by the leaders to drive DEIB in the workplace. In managers, skills that allow them to remain open to new ideas, drive and monitor change, and navigate social complexity are vital. And in individuals, authenticity, influencing others, and recognizing patterns are key. 

When we asked “What skills matter?” for DEIB, we knew the answer would differ for each level of responsibility across each organization. But understanding which skills are most important for all employees to have (and which are key for certain roles), is an effective way to drive change in your DEIB culture. 

It’s not enough to talk about DEIB in the workplace. Skills are needed to bring DEIB to life. 

Want to Learn More?

Download our latest research report in collaboration with RedThread Research, Creating a DEIB Culture: The Skills Every Employee Needs to identify what skills you need to drive a strong DEIB culture at your organization. 

The post The Business Case for DEIB in the Workplace appeared first on Degreed.

Earlier this year, we started our inquiry into a fundamental question:  

What skills contribute to DEIB (diversity, equity, inclusion, and belonging), specifically fostering diversity, creating equity, enabling people to feel included, and building a culture of belonging in the workplace? 

We’re now about 70+ articles, 20+ interviews, and 2 roundtables with ~50 people each into this project, so we thought it worthwhile to pull up and summarize what we’ve learned so far. Here are four insights we’ve identified to date: 

• The roles of senior leaders, managers, and employees differ 
• Lots of skills appear to be important 
• Skills increase by level 
• Same skills, different context 

The roles of senior leaders, managers, & employees differ  

We asked a wide range of folks about the specific roles and responsibilities that different employees have in fostering a culture of DEIB—focusing specifically on how those roles and responsibilities vary by level.  

Senior Leaders 

So far, we’ve consistently heard that the role of senior leaders is to set the tone and reinforce appropriate skills and behaviors. Some of the specific responsibilities include the following:  

• Champion, vocally support, endorse, and promote DEIB efforts 
• Drive the agenda for culture change, set goals, and create accountability 
• Develop policies, procedures, and practices by seeking input from a diverse group of employees to build structures for DEIB culture 
• Model the behaviors of the DEIB culture and foster an environment in which people feel safe 
• Challenge organizational / systemic / policy disparities 
• Evaluate DEIB initiatives and change programs periodically to assess their effectiveness 

Managers 

Managers, by contrast, are responsible for creating the conditions that allow a culture of DEIB to thrive. Some of the specific responsibilities in doing that include:  

• Create psychological safety within their teams that’s required for DEIB to be a reality 
• Set clear expectations for employees and hold them accountable 
• Model appropriate behaviors for employees 
• Foster an inclusive workplace by raising awareness for the needs of team members, ensuring equitable practices and development of their teams 
• Proactively seek out different perspectives, understand people’s challenges, and find solutions with their interests in mind 

Employees 

As you might expect, employees are generally expected to focus on activities within their control, such as improving themselves and engaging in appropriate behaviors. But, interestingly, even though we’ve heard about the power of grassroots efforts with DEIB, starting or engaging in those efforts isn’t an explicit expectation we’ve heard anyone mention.  

Here are some of the specific responsibilities we’ve heard: 

• Identify opportunities to learn about DEIB and improve their level of understanding 
• Engage and participate in DEIB initiatives at the workplace 
• Provide honest and useful feedback about DEIB initiatives 
• Proactively take initiative to advance DEIB (e.g., improving DEIB communication, avoiding microaggressions, and showing empathy) 
• Feel safe in exhibiting vulnerability in how they show up in the workplace 

Lots of skills appear to be important 

After establishing the DEIB roles/responsibilities of employees at different levels, we then asked folks to identify the skills that these different groups need to fulfill those responsibilities. As you might expect, this exercise generated a LONG list of skills—at one point, we had more than 75 discrete skills identified as critical to creating a culture of DEIB!  

Which skills have been mentioned most frequently? They include: 

• Communication skills (including listening, storytelling, nonverbal communication, etc.) 
• Empathy 
• Giving feedback 
• Flexibility 
• Self-awareness 

But there are a lot more than that. We will not share the comprehensive list because we will be testing that list in our upcoming survey. And we don’t want to bias you too much before you take our survey on this topic, which you can take RIGHT HERE. (Sneaky how I did that, wasn’t it?!) 

This exercise, though, has generated 2 primary insights:  

1. The issue of whether something is a skill or competency seems to really trip people up. Based on our previous research, Skills vs. Competencies, we know a lot of folks struggle to articulate the difference between a skill, a competency, a behavior, and a trait. So we addressed this issue in that report, saying it doesn’t really matter as long as everyone in your org knows what you’re talking about.  

However, for this study, we’re finding that people haven’t thought about the basic building blocks for creating a culture of DEIB. Instead, they’ve focused on more abstract competencies (e.g., inclusive leadership) or outcomes (e.g., everyone feels included). Therefore, when we ask them to identify the skills to create that culture of DEIB, they struggle to answer it succinctly.  

2. There’s no real clarity on which skills are most critical. While this is a core reason we started this research, the breadth of perspectives on critical skills for DEIB is remarkable. This could be due to: 

• Unique org-specific factors that influence DEIB skills (e.g., culture, leader type, individuals’ perceptions) 
• A lack of deep thought about the skills that drive DEIB 
• A challenge in separating DEIB skills and knowledge 
• Or some other factor 

We’re continuing to explore this subject through our survey.  

Skills increase by level 

When we began this research, we saw several skills frameworks implying that the DEIB-related skill sets of employees, managers, and senior leaders may somewhat overlap, but are largely discrete, such as shown below: 

However, this was not reaffirmed by our interviews. Instead, we consistently heard from folks that DEIB skills build by level—and rarely are any skills subtracted. In other words, the skills sets are additive, whereby managers need more skills than employees, and senior leaders more skills than managers. We’ve illustrated this concept in this graphic below: 

The idea of additive skills is incredibly helpful, because it can influence how we construct expectations of employees by level and how we teach these skills.  

Same skills, different contexts 

We’ve also consistently heard that DEIB skills shouldn’t be taught separately from other leadership skills—but that’s exactly how they’ve been taught for decades in many orgs. Some of the reasons we heard for this contradiction include: 

• All DEIB-related training was done by groups outside the learning or leadership function (i.e., provided by a centralized D&I team or employee resource groups) 
• The learning or leadership development team’s lack of knowledge about relevant DEIB-specific contexts to build into existing leadership training 
• The lack of a mandate for learning or leadership development teams to integrate DEIB-specific content into existing leadership training 

We heard loud and clear that this approach needs to stop—as it makes DEIB “another” thing that people must do. Instead, leaders should be integrating DEIB contexts into existing leadership skills trainings, which will then normalize the everyday use of skills that help create a culture of DEIB.  

What happens next?  

Well, there you have it: 4 initial findings. As mentioned above, this blog is a progress update—not a final report—on what we’ve seen to date, so these are not our final findings. However, we like to “think out loud” with our research process and share where we are at the moment.  

The next step in our process is to get quantitative data to understand this topic at a larger scale. We have conducted a survey, with anyone employed at an org with more than 100 people eligible. Now that the survey is closed, we’ll analyze the data, conduct some additional final interviews, and publish our final report in September.  

We’re looking forward to unveiling our conclusive research this fall!

The post DEIB & Skills: What We’ve Learned So Far appeared first on Degreed.

That is why we’re proud of the TED@Work for Degreed integration that chooses to embrace and openly explore the topic of race. TED@Work aims to infuse corporate environments with a unique style of experiential learning. Our most recent example of this was a facilitated, safe, and honest internal workshop we held in March.

50 Degreed employees gathered virtually for this first-ever internal TED@Work for Degreed workshop. Degreed’s RaceEQ – a Business Resource Group (BRG) — led the conversation. RaceEQ understood that underrepresented minorities rarely felt they could voice their concerns, nor were they extended equitable practices — this fueled our intention behind hosting such an important event. The group collectively watched and explored Mellody Hobson’s “Color blind or color brave?” from the TED@Work for Degreed Preview. Listed as one of the most powerful women by Forbes in 2020, Hobson has a successful career as a businesswoman and is currently the President and co-CEO of Ariel Investments. 

In her engaging TED Talk, Hobson makes the case that speaking openly about race — and particularly about diversity in hiring — makes for better businesses and a better society. Hobson’s TED Talk has more than 4.4 million views and has inspired the minds of many — so it’s no surprise that it was well-received by the Degreed employees in attendance.

Creating Safe Spaces 

To support interactive workshops such as this, TED@Work had various resources and suggestions that made our experience of talking about a sensitive topic a little more seamless. 

Hobson’s TED Talk acted as an anchor to our discussion, which was held virtually over Zoom. After we collectively watched the talk, we split into breakout rooms. Upon TED’s recommendation (outlined in the materials), we kept groups to a small number for easier conversation. 

All participants received a My Idea Log, a note-taking sheet provided by TED. Additionally, all facilitators of the breakout groups received a 1-pager created by TED to help foster the group conversations. The resource helped facilitators establish and lead conversations without making anyone feel isolated. The result was an inclusive environment where each attendee could participate however they felt comfortable. 

Three Takeaways From Our Workshop

Building an inclusive, diverse, and safe company culture is much like building other skills. It must be done intentionally and over time. Perhaps your people want to have their own open conversations. Here’s what we learned: 

1. Start with vulnerability. In our workshop, some participants expressed concern that speaking out would do more harm than good. They said that they feared negative repercussions if they said something unintentionally offensive or incorrect. Because they were afraid of being viewed by peers as not ‘woke’, they preferred to avoid conversations about race.

Other participants welcomed conversations about race. They said that learning about topics, such as race, is most authentic when they embrace vulnerability. They appeared open to discussions in which they’re comfortable being uncomfortable; they wanted to listen, learn, reflect, and try to be better humans. TED’s note-taking resource, My Idea Log, allowed employees to write and formulate their thoughts to have meaningful discussions. 

Being vulnerable and striving to cultivate a sense of allyship with colleagues and peers is crucial to a successful conversation about race. Being an ally means using your own power or privilege to uplift others, working to change your culture so that everyone is treated fairly, and listening and speaking up even when it’s uncomfortable. Encouraging vulnerability — even mistakes — is a pivotal part of making progress. In fact, there are other great TED Talks on allyship that we may use in later workshops.

2.   Go from color blind to color brave. One group of participants said that everyone should be treated the same and be able to engage in a meaningful productive and constructive discussion. This approach is described in Hobson’s talk as color blind. This is when people claim to not see race. While this might seem great in theory, it can exclude the unique experiences of marginalized people. It’s a dangerous practice because it can ignore the problem.

In contrast, another group of participants resonated with Hobson’s description of being color brave. This is the belief that candid conversations about race help us to better understand each other’s perspectives and experiences, which leads to more informed decisions that cultivate an inclusive workforce. This group said that being color brave means acknowledging the differences we all have (including race, country of origin, sexual orientation, and gender) and viewing diversity as a competitive advantage. 

Being color brave is the very core point of Hobson’s TED Talk, and it’s why the video remains relevant years after it was made. It sparks creative discourse in a professional context. And it leads us to think about the practices we’re currently implementing; are they color blind or color brave? 

3. Include leadership. Many workshop participants agreed that managers and executives should set the tone and lead the charge for more conversations about race — and that they are uniquely positioned to create a safe space for discussions. To do this, people leaders can check in on workers during times of grief and hardship but also without a prompt. Managers can make or break a company culture, and it’s important to keep analyzing your organization’s approach as your workplace evolves. 

How can leaders do more of this? Discuss color blindness to start a conversation, then ask color-brave questions. Starting conversations where people are most comfortable and gently moving toward a more progressive understanding can be beneficial. And normalize the need to check in on your employees as much as you expect delivery on their Key Performance Indicators (KPIs). 

These are simple yet effective steps that any leader or person of influence can adopt and take action on immediately. Nothing can change a company culture overnight, but practicing a color brave approach is a great first step to welcoming diverse thoughts and open feedback. 

Looking Forward

Our conversation about race at Degreed and our experience with TED@Work were meaningful in several ways. We regularly connect to ensure we provide a top-class experience for our customers, but we seldom discuss ways to be better colleagues to each other. We’ve all sat through webinars before, barely having meaningful conversations or leaving with much impact. It’s time to change our approach and to be color brave — by having uncomfortable conversations with each other. 

This was our first attempt at a workshop experience like this, so we weren’t sure what to expect. But after the workshop ended, all participants were able to partake in a survey in which 90% responded that they were very satisfied with the workshop and were likely to participate in a similar event in the future. Our TED@Work workshop left us feeling vulnerable, inspired, and motivated to continue creating an equitable workplace at Degreed.

If your organization has similar goals, try an interactive workshop approach, and maybe you’ll find the same. There is more to discover through TED@Work for Degreed with 600+ TED Talks and TED-Ed animations supporting business-critical skills like team-building, managing stress, and inclusive leadership. All TED content is tagged against the Degreed skills taxonomy and built natively into Degreed.

The post How We Used a TED Talk to Talk More Openly About Race at Work appeared first on Degreed.