Train employees to create a strong DE&I culture?

Janine Yancey knew there had to be a better way.

So in 2014, frustrated with the way the legal system was solving workplace issues, she went from helping employers defend employment claims to helping them resolve the issues that were causing those claims in the first place. .

His instinct was right because currently more than 3,600 companies use his training, including Chevron, Whirlpool and Genetech.

What makes this training system so effective? “Our method is to engage conversations, which are the real social dynamics of the workforce, using video dialogue that gets to the heart of issues of ethics, respect and inclusion. This dialogue is analyzed, aggregated and presented to employers so they can see how their workforce thinks about these issues. The next step is for the company to make changes to the culture, with the goal of everyone working together to achieve common goals,” says Janine Yancey, CEO. Train.

A DE&I culture is required

Reformulating a culture is often seen as a business initiative, but that perspective needs to evolve in today’s talent environment, Yancey says. “We are moving from a time when DE&I programs had an external focus whose mission was to achieve good corporate citizenship. Now, given workplace demographics and social issues, DE&I needs to be shifted to the business operations side of the organization. If you want to attract and retain talent, a DE&I culture is a must.”

And with any business operations strategy, what gets measured gets managed. “In other areas of the business, such as production, sales and marketing, data is the foundation of strategy. The same is true for culture. It should be followed quarter to quarter and year to year. So measuring culture to make sure it’s where it needs to be is an effective way to help companies attract and retain talent. »

Emtrain 2020 Culture Reportwhich consisted of 2.5 million responses from 40,000 employees at 125 companies, shows some of the issues employees have with their company culture:

  • 38% of employees cite in-group/out-group dynamics as the biggest source of conflict in their organization
  • 33% of employees identify power disparities as the source of the greatest level of conflict at work
  • 33% of respondents strongly agree they can be authentic themselves in the workplace

The Emtrain System

A company’s staff conducts a general assessment to determine their strengths and weaknesses, via the company’s CultureTech platform. It is then scored on Workplace Social Metrics and compared to a global customer data set on Workplace Culture Benchmark. Based on the data, a program is identified to strengthen areas that are weak. The courses fall into three categories; Ethics and Compliance, Respect and Harassment in the Workplace, and Equity and Diversity Inclusion and include topics such as systemic decision-making, leadership with empathy, and alliance skills.

One company, Cisco, was so impressed with the results of the training it was delivering in-house that it announced in June 2022 that it would integrate Emtrain’s training modules through WebEx’s collaboration solutions. “Emtrain brings a lot of expert content in an innovative way that facilitates discussion around DE&I,” said Jason Copeland, vice president of product, Webex.

Copeland says the ease of use and natural flow of information that can be integrated into collaboration tools has helped his company develop its training program. “I’ll be having a team meeting in Webex because we have a lot of people working remotely, like most companies, and we’ll be watching the videos together in real time, and then we’ll have a chat. And for people who aren’t comfortable discussing issues in a group, these videos can also be used offline. »

Given the sensitive nature of the content, Yancey notes that it’s effective to explain things in a sensible way that provides a business case. “For example, when we talk about unconscious bias and inclusivity, we’re explaining that when you use bigger equipment, with more people who have different perspectives, the quality of decisions improves. A smaller gear, which underlies unconscious bias, is not as effective in decision making.

In addition to improving internal culture, Copeland sees this awareness as a valuable tool in attracting employees. “As these types of discussions become natural in our daily workflow, it allows us to stay fresh and do a better job in the core activities that underpin our DE&I purpose. In turn, we can highlight these efforts when recruiting. future employees. Any company is only as good as its employees and this starts with recruitment, but it is also important for retention and development. This is how we can develop our talent to achieve good organizational results. »

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