Inclusion Solutions ("ICs") April 2020

In the midst of COVID-19, organizations are facing competing priorities: essential or non-essential, front line or back office, union or non-union, best practice or innovation; can you relate? How can diversity, equity, inclusion and culture professionals be engaged, strategically utilized, and highlight or perhaps even elevate their value during these perilous, fast-paced, historical times?

Human behavior has always fascinated me. Since “the coronavirus” hit the media, our organization has been following the nuances of certain professions and industries; mainly higher education, health care, technology, retail, hospitality, and real estate. Our primary endeavor was to find identity-based implications for each, as leadership, management and individual contributors all appear to have varying and at times overlapping concerns.

We’ve inevitably learned that there are innumerable residual effects of COVID-19 that one would likely not be aware of unless they’re closely connected. For instance, college students who vehemently would rather not move out of campus housing during the pandemic, because their dorm also serves as a safe haven from domestic violence. Therein lies an opportunity for advocacy and exiting the detrimental effects of siloed, hasty, rigid decision-making and “black and white” parameters. Some colleges and universities have created funds for emergency situations.

We spotlight senior employees who have been affected by COVID-19 and the fear some have been experiencing. Specifically, due to the level of technological knowledge required to work from home, which may supersede their current skill set. In the thick of it, it’s critical to remember that on the other side of this pandemic, when the dust settles, we will still be met with our culture. Will yours be the same, improved or damaged? I encourage diversity professionals and senior leadership to determine the specific diversity, equity and inclusion related topics that are pertinent to your organization, and align the actions taken to address them with your organizational values as closely as possible. By doing so, the stance taken will not be a one-off and instead, more sustainable.

Has the climate of your institution been such that there is a direct correlation between role, respect and value? If current times doesn’t call for such ones to rethink that paradigm, I’m not sure what will. Many workers in low-wage positions have always been our unsung heroes. It’s important for us to avoid conditional gratitude and keep the appreciation going so that it becomes woven into the fabric of our respective institutions, and a climate norm.

Opportunities to be more inclusive are far-reaching. As a real estate investor, the level of pessimism and lack of empathy from some fellow investors is embarrassing at best (empathy as an investor? Yes, please.). I have viewed posts from buy-and hold investors (particularly landlords) in private forums that read, “The COVID-19 excuses are already coming in.” As if economic hardship is not pervasive across the world. In mid-late March, unemployment claims in the United States rose by 10 million. Some investors have offered their tenants payment plans since March, understanding that people are actually being laid off or experiencing reduced hours. Parents have the compounded challenge of child care as well.

This is a great time to practice grace. To alleviate some of the pressure, self employed and 1099 contractors in the U.S. qualify for unemployment benefits under the CARES Act (in the State of Michigan individuals can apply beginning Monday, April 13th at 8 a.m.). Further, if investors are applying for a small business loan through sba.gov, the following information is sought: "Rental Properties (Residential and Commercial) Only - Lost Rents Due to the Disaster."

A dedicated IC brainstorming session produced the following thought nuggets:

• Reevaluate policies
• Consider flex time
• What can we do to better accommodate parents
• How can we prevent undue hardships for people with disabilities
• Preempt civil/human rights violations; consider those that may be specific to your industry and the professions within your organization
• Hiring? Train interview panelists on topics such as unconscious bias
• Connect the condemnation of xenophobia to vision and values (as a minimum)
• Create an “if, then” flow chart to help leaders deal with foreseeable matters; empower middle management
• Revisit your strategic diversity, equity and inclusion plan or use this time as a catalyst to create one; linking it to your organizational strategic plan
• Think about those whose voice may be lost and directly engage them
• As a means to increase morale and improve culture, offer staff an opportunity to communicate concerns in various forms. Some concerns may be identity-based. Note: Consider the accessibility of information at your organization. For example, union employees and those who may not have access to e-mail or even a phone or computer to attend a virtual townhall during the day. Tailor the method; be realistic. Be an ear. People want to be heard!

A little empathy goes a long way. Depending on an individual's status, group, background and identity, their experience throughout this crisis may differ from others. To what extent are you invested in this type of support? Remembering that allyhood is about sharing the burden of the outcome.

In the hustle and bustle of it all, there are certain marginalized individuals who embody backgrounds, or an intersection of identities that disproportionately impact them, thereby providing additional burden. Diversity, equity, inclusion and culture professionals, this is an opportunity to hear your people, be proactive, seek your teeth into empirical research and be innovative and inclusive in a way that is groundbreaking.

~L