He started the conversation by asking the audience to think about a scenario. The scenario was to think of a friend who is talented and dependable. Someone you can count on “when things go left,” he said. This person tells you they are ready for their next thing. Maybe it’s a new job or a promotion at work or opening a business. Then, they tell you they are going to go for it.

Harden asked if you were the type of person to tell your friend to stay where they are, or do you tell them to pursue this next thing? As WOCA attendees, he said audience members were likely people who would tell this friend to take the right steps and go for it. Then, he challenged attendees to be that supportive friend for themselves.

Be Confident and Say ‘Yes’ to Yourself

Advocating for yourself or being self-confident is challenging for a lot of people. One reason it’s difficult is fear of someone saying, “no.”

“If you tie your value to an outcome or to hearing ‘yes,’ well then ‘no’ becomes even bigger,” he said. “I encourage you to remember that you’re bigger than hearing ‘yes’ from some external source.”

Needing to say “yes” isn’t invalid when it comes to paying bills or putting gas in your car. But it’s important to “let that ‘yes’ come from you,” Harden said.

Own Your Accomplishments

For many women, it’s hard to self-promote and own their accomplishments because they fear being boastful. Harden mentioned a free program called “I’m Remarkable,” which was initially built for women to help them own their accomplishments. He said one of his favorite slides from the program says, “It’s not boasting if it’s based on facts.”

“There’s some real societal and cultural reasons we don’t own our accomplishments,” he said. “For women, very often, society has had them in roles where you’re not supposed to speak up. You’re not supposed to be the person leading. We know that’s not the case anymore.”

Watch the full recording to find out more out what Harden had to say about building confidence and owning your accomplishments. Visit our WOCA 2024 event page for other recordings and article recaps!

The Diversity & Inclusion Bridge

Simmons talked about the current situation for diversity, equity and inclusion (DEI). He visualized this by explaining what he calls the “Diversity & Inclusion Bridge.”

“That bridge should take our companies from where they are to the land of milk and honey and great employee engagement,” he said. “But that bridge is under attack, and it’s been under attack for a long time.”

Simmons described DEI work as “one of the most difficult management challenges known to mankind.”

When someone becomes head of manufacturing, no one questions manufacturing as a concept. Similarly, when a woman is promoted to Chief Financial Officer, no one asks her to avoid reporting quarterly earnings.

“But when you get put in charge as head of diversity, in many cases, half your internal employees are against the concept of you even doing that job,” Simmons said.

Navigating the Current Political Environment

Combining one of the toughest management challenges with the current political environment, social pressures, social media and a challenging economy, it’s hard to even talk about DEI. People challenge diversity and inclusion best practices. The death of George Floyd in 2020 brought DEI to the forefront. Employees expected change from their employers. They got their hopes up. Political backlash changed that and companies “got quieter,” Simmons said.

Opposition from the right is the newest threat to DEI, especially given the Supreme Court ruling on affirmative action. According to Simmons, the right has “very loudly” claimed that organizations have quotas for hiring minorities. Furthermore, they argue that these policies discriminate against white men.

“A lot of people inside your companies believe what they’re reading on social media,” he said.

RELATED: Corporate Workplace Fairness Policies Don’t Discriminate Against White Men

Having a Strategy

For those that know the importance of DEI work, Simmons said it’s crucial to have a strategy in place “to keep our management safe in supporting us.”

To gain CEO support for DEI efforts, diversity and inclusion leaders need to show the impact of these initiatives. Rather than only having celebratory events, such as Cinco de Mayo, many Latino employees would rather their colleagues demonstrate more cultural awareness for their fluency in two languages.

“That native English-speaking employee who thinks their Latino employee’s slight accent makes them less smart, they need to remember that many of the most well-educated native English speakers in America can only speak one language,” he said.

Simmons added that DEI leaders “hurt ourselves sometimes when we emphasize the celebration events rather than the work.”

Watch the full recording for more insights!

RELATED: Using the Disability Employment Maturity Curve to Form a Culture of Inclusion

This is not just a checkbox on a form; it’s a starting point to more meaningful inclusion efforts in the workplace. Self-ID campaigns encourage employees to voluntarily disclose demographic information including disability status. Ultimately, this provides employers with insight into the needs of their workers. Additionally, it eliminates barriers to things like accommodations and accessibility, which affect engagement and retention.

“Self-ID is the holy grail for companies,” said Charles-Edouard Catherine, Director of Corporate and Government Relations at the National Organization on Disability (NOD). “If you really do the work of helping people understand why it is in their best interest to self-identify, this can lead to a higher company self-ID rate.”

Understanding Disability

Catherine emphasized that understanding what constitutes a disability is critical. It’s critical because disability encompasses a wide range of experiences beyond more traditionally recognized conditions such as blindness. For instance, chronic illnesses like diabetes or acute conditions being managed such as cancer in remission or a stroke survivor, may not be immediately visible but could still require support.

Organizations with a comprehensive understanding of disability can develop more effective and thoughtful strategies for inclusivity. As Catherine pointed out, the inclusion of mental health as part of the broader disability narrative is a significant step forward.

“[It’s important to] make everybody feel included,” he said. By expanding the definition of disability to include mental health and other less visible conditions, companies can create a more supportive environment for all employees.

Implementing disability awareness training and integrating materials that explain the broad definition of disability into self-ID outreach efforts is crucial. This way, employees are fully aware of what constitutes a disability and the supports available. As a result, they often feel more comfortable disclosing their disabilities at work.

Offering flexible work arrangements, mental health support and Employee Resource Groups demonstrates a commitment to employees with disabilities. When employees see their well-being valued and their needs met and respected, they’re more likely to feel comfortable self-identifying.

Psychological Safety

Transparency from senior leadership is also crucial in setting a workplace’s climate and culture. The 2023 NOD Insight Report found that companies with executives who openly share their disabilities have a 34% higher rate of employees self-identifying.

Higher self-ID rates suggest that employees are more comfortable demonstrating psychological safety. McKinsey reports that psychological safety is consistently one of the strongest predictors of team performance, productivity, quality, creativity and innovation.

Incorporating a smart self-ID campaign into your diversity and inclusion strategy is a proactive step toward creating a workplace where all employees feel recognized and supported. By establishing an environment where individuals are encouraged to share their experiences and needs, organizations can identify and address barriers, ultimately building a more inclusive and resilient workforce.

Action Step: Start your self-ID campaign with disability awareness training and include educational materials in your outreach. Reach out to NOD for our training offerings.

Porsche Pettiford, VP, Hotel Opens, Transitions & Operations Support Resources at Marriott (a Hall of Fame company), centered her talk on the value of self-advocacy. Additionally, she talked about surrounding herself with people who are honest and supportive.

Building Mentors

People need a community who will lift them up when they need it, but also tell them the truth, even when it’s hard to hear.

“Sometimes the real truth is hard to hear,” Pettiford said. “But when you’re building mentors and allies and sponsors for yourself, you want people who will tell you all the great things you do want to hear, but you also want people to tell you the things that may be hard or more difficult to respond to or hear.”

Self-Advocacy

Having people to tell you the good and the bad can help you grow in your career. These experiences can help you find out who you are and let others know who you are.

“The more you can advocate for yourself as to who you are and what you want and what your aspirations are, your mentors and allies and sponsors will be better positioned to help you,” she added.

Pettiford added that self-advocacy is crucial because it helps your sponsors advocate for you when you’re not in the room. They can amplify your voice.

Setting Goals

To get where you want to go in your career, it’s also important to set goals. Pettiford said she had aspired for her current position for two years. She had to want the job and set a goal to get to it.

“I set the ambition forward,” she said. “And every single day, it’s important to practice who you want to become … and that’s showing up in rooms where you might be uncomfortable. It’s advocating for yourself. It’s talking about your point of view, your perspective and things that are on your mind.”

Watch the recording to hear Pettiford’s full talk. Check out the WOCA 2024 event page for more session recordings and article recaps!

Willner discussed the importance of networks for women’s career growth and leadership. Additionally, she highlighted TD’s initiatives, including its Connected Leadership Academy and Women at TD group.

Women at TD

In addition to her role as SVP and head of commercial credit management, Willner is also the executive sponsor of the Women at TD Employee Resource Group (ERG). The group is the company’s largest ERG in the United States. It serves as a place for women and allies within the company to “encourage, develop and mentor each other,” Willner said.

“We try to make it a safe space where women at all levels across the organization have access to valuable learning experiences, ongoing support for their career goals and powerful network of like-minded colleagues,” she said.

Recently, Women at TD has focused on intersectionality “as women are engaged across all TD’s ERGs,” she added.

Connected Leadership Academy

On top of Women at TD, the company has several other initiatives to support women and their career goals. One that Willner is particularly proud of is the Connected Leadership Academy, which was recently launched by the company. It was developed in partnership with McKinsey.

“McKinsey had developed a number of programs specifically focused on advancing racial equity, and we took their program and created wraparound TD content to provide exposure to senior leaders at the bank and speed mentoring and fireside chats and other engagements,” she said.

The academy created a safe space for women of color within the organization. Willner said it allowed them to “work together and make long, lasting connections.”

Through the program, women of color also heard experiences from employees at other companies. For the McKinsey piece of the academy, participants were on the phone with approximately 1,000 men and women to learn key skills for development.

“[It’s a program] to make people feel more confident, increase retention, feel like TD is actually investing in them and encouraging them to take the time to invest in themselves,” Willner said.

Building a Personal Brand and Network

According to Willner, personal growth and resilience is needed for women of color to advance in their careers. To help women do this, she encouraged them to “proactively seek out professional development opportunities.”

“Take advantage of training programs, conferences, networking events in and outside of your company,” she said. “Joining your company’s ERG is an easy step to connect with colleagues across different locations, levels and lines of business.”

Furthermore, Willner said women should look for peer-to-peer opportunities and stretch assignments.

“You should unabashedly build your personal brand,” she said. “Showcase your expertise through speaking engagements and networking and creating visibility for yourself and influence within the organization.”

In addition to building a personal brand, women of color must also form a personal board of directors. These could be people inside your organization and outside of it.

Willner shared how she has her own personal board of directors made up of friends and acquaintances. They meet once a month to talk through challenges they are going through and to get advice.

“A lot of the advice is transferable,” she said. “It doesn’t matter if you’re in publishing or banking; some of the things you come up against, they are really all the same when it comes down to it.”

Additionally, women should become allies for others. Support women and foster an environment where women feel supported.

“Lift others up as you climb and champion diverse voices because we’re stronger together,” she said. “We can help break down those barriers.”

Watch the full session recording and check back to our event page to read other article recaps from WOCA 2024!

Speakers included: 

• Candice Nash, D+I Leader 
• Cory Hoffman, General Manager, Vehicle Safety and Compliance 
• Norm Bafunno, SVP, Powertrain Operations 

The discussion emphasized the importance of allyship at Toyota. Nash shared the company’s foundational core value “Kaizen,” which broadly means continuous improvement in Japanese. She said the company also prioritizes taking care of its workers like family. 

Feeling Seen and Supported 

Hoffman started out by asking the audience a question: “Have you ever had the experience at some point in your life or career where someone made you feel seen?” 

He continued by asking if this person saw the promise or potential in you and gave you confidence to go for something greater. Hoffman said he’s been fortunate to have had this experience at points in his life.  

“The older I get, the busier that life feels, I recognize that those moments can be rare … and therefore, it’s a precious moment,” he said. “As I think about work, for example, we spend a lot of time there, and I believe we all deserve to have meaningful experiences and to reach our greater potential.” 

Because he’s had the experience of feeling seen and supported, Hoffman strives to provide that for others as an ally. 

“If there’s something that I can do, big or small, that makes someone feel seen, that makes them feel cared for, that helps them understand that they matter and that someone believes in them … that’s something that gives me purpose,” he said.  

Creating and Earning Trust 

One of the most important aspects of allyship is creating and earning trust with “peers and people that you lead and support,” Bafunno said. This is accomplished through experiences and how people interact every day. 

“How do we create this opportunity to have two-way dialogue about careers, about personal issues, if needed, whatever it might be?” He asked. “The key is trust and making sure everybody is willing to talk about the things they really want to talk about. We as leaders always have the opportunity to crack the door a little further or to close it. And to close it is no good.” 

Bafunno added that leaders have to keep the door open.  

“When you do that, you’re opening up a lot more questions. You’re opening up a lot of things you may not have answers to, but that’s where this trust happens and I think this is where there’s a lot of growth in an organization,” he said. 

Take Chances and Be Courageous 

Creating and earning trust centers around a good company culture. Hoffman emphasized Toyota’s longstanding culture of respect and continuous improvement. Additionally, what people say and do “sets the tone for the organization and the truth of the environment that we work in,” he said.

When asked how to influence others to be allies, Hoffman said: “You have to live and lead the kind of culture you want to have for everyone. Oftentimes, that means taking chances and being courageous.” 

Taking a chance to be courageous sometimes means being vulnerable. Hoffman said that’s not always easy because people want to present a strong front.  

“But if we want to build real connections, that sometimes means taking a chance, including willingness to share parts of your story and humanity,” he said. 

Nash’s Personal Experience on Being an Ally 

Nash shared a story of when Toyota moved its headquarters from Torrance, CA, to Plano, TX. She was on the team that helped move approximately 4,000 existing team members and new hires. This team also provided information and outlets to employees to help them decide if they wanted to move to the new headquarters or find another job.  

During these discussions about what to expect, benefits and more, people had to consider moving with their spouses, families and significant others. This provided an opportunity for Nash to be an ally and be “bold and courageous enough” to share her personal story. 

“I was actually moving my parents and my grandmother,” she said. “The intuition inside said, ‘Say something about that.’ 

“And I did, and this is in front of a room of about 200 people, and afterward, I had a line of about 20 people saying, ‘Thank you for sharing that story because I didn’t know anyone else was going through this move, maybe solo or with a different type of family,’ and it just opened up a door and a connection for folks to … know that they had an ally to talk about this big move that we made.” 

She added that allyship can look like discussions around anything; whether it’s a big move, faith or someone’s career journey.  

“It’s those small steps that you make that make a big difference and a big impact by way of building trust, building connection and just by way of being curious and having that exchange,” Nash said. 

Watch the full session recording and check back to our WOCA 2024 event page frequently! We’ll update it with more article recaps this week.  

Every organization is on a different path to disability inclusion. They face unique challenges and opportunities shaped by  industry, size and existing practices. Understanding and embracing the Disability Employment Maturity Curve offers a structured approach to progress toward a more inclusive workplace. Through this framework, organizations can assess their status. Furthermore, it helps identify areas where organizations can improve disability inclusion practices and set actionable steps to meet their goals.

Here’s a closer look at this journey. It’s enriched with insights from experts in the field. These insights will guide you through the stages of disability, from basic compliance to achieving a true competitive advantage.

RELATED: National Disability Employment Awareness Month 2024: Access to Good Jobs for All

Stages of the Disability Employment Maturity Curve

The Disability Employment Maturity Curve marks the journey an organization takes to become a more equitable and accommodating workplace in four stages:

1. Exploration: A company has internal discussions on disability inclusion and begins initial research on disability inclusion tools. Additionally, assessments and resources are used as well as organizations that can assist with strategy building.
2. Compliance: Companies partner with a disability inclusion organization. First, they ensure an essential framework to welcome talent with disabilities. This includes adopting a formal disability inclusion policy and updating the accommodation process to guarantee functionality. They also conduct audits for physical and digital accessibility, identifying gaps in compliance with the Americans with Disabilities Act. Finally, companies explore community partners that specialize in connecting talent with disabilities to hiring employers locally or sourcing talent more broadly across the United States.
3. Competence: Companies have successfully built the appropriate foundation for People with Disabilities to thrive in the workplace. Disability-specific training is provided to recruiting and HR staff. This ensures team members understand both general disability awareness and specific legal requirements around recruiting, interviewing and onboarding PwD. Additionally, HR and managers are further trained to develop and retain employees with disabilities. This ensures that new hires and current employees with disabilities are engaged and receive appropriate support. Disability inclusion is also a C-suite topic. Employee Resource Groups/Business Resource Groups have an executive sponsor and a budget. Furthermore, the accommodation budget is centralized.
4. Competitive Advantage: Companies have achieved this stage when disability inclusion is a board-level topic and business objectives are achieved by diverse teams. Employees with disabilities are recognized for their skills, talent and value, with opportunities for career development and paths to grow within the organization. The accommodations process is easily found, understood and executed with confidence by employees, supervisors and managers.

“You need a team committed to identifying gaps, empowered with resources to continue improving year-over-year.” –Charles-Edouard Catherine, Director of Corporate and Government Relations, NOD

Ways to Jump into Inclusion

Advancing on the maturity curve is not always a straight path. Companies might exhibit traits from different stages. This depends on their size, industry and current practices. If you aim to prioritize disability inclusion, there are several ways to start.

1. Create an Employee Resource Group (ERG)

Your dedicated ERG for PwD should include several key characteristics to support and integrate employees with disabilities within the company culture:

Budget: A financial commitment demonstrates a dedication to inclusion and ensures the ERG has needed resources needed initiative development.

Executive Sponsor: By appointing a high-level executive sponsor as a visible advocate, you are ensuring alignment between the goals of the group and company overall.

Visibility: Perhaps just as critical as having a budget to support these initiatives, highlighting stories of employees with disabilities humanizes and reshapes disability within the workplace.

Action Step: Take the NOD Employee Engagement Survey to gain insight into the climate and culture of disability inclusion in your workplace. 

2. Update Your Talent Acquisition Plan

Realize the potential of this untapped talent pool by including them in your talent acquisition strategy.

“Oftentimes companies want to start here,” said Charles-Edouard Catherine, Director of Corporate and Government Relations at the National Organization on Disability (NOD). “Companies know they want to hire people with disabilities and have a champion within the organization who is focused on this goal.”

A “champion” is someone within the organization who may have a personal connection to disability. This person advocates for inclusion based on their experiences. While this presence can often drive meaningful improvements, companies must prioritize creating an inclusive environment that welcomes and supports all individuals. A proactive approach ensures a broad commitment to inclusion is not solely dependent on individual advocates.

Action Step: Assess your talent acquisition process by asking yourself the following questions: 

• Are your internal-facing AND external-facing technologies accessible? 
• Is your accommodation process easily available and are your HR partners trained?
• Do you offer accommodations throughout the hiring process, including asking on the career landing page of your website, job postings and job boards?
• Do you utilize disability-focused job boards such as Inclusively and OurAbility?
• Have you reviewed your onboarding process for accessibility and testing that may be biased against people with specific disabilities?

Ninety-two percent of companies on Fair360’s 2024 Top 50 Companies list have recruiters that actively search for PwD. Moreover, 92% of these top companies have targeted recruiting practices for people with disabilities. All of Fair360’s Top 10 Companies boast an exemplary recruitment process that specifically focuses on hiring PwD.

3. Use Benchmarking Tools to Embrace Continuous Improvement

Many companies close to hitting the competence stage on the maturity curve will stop at compliance. Their belief is that they have done enough. However, the real rewards of disability inclusion do not come by simply meeting standards. Instead, the advantage of an engaged, committed workforce with high retention comes from creating a genuinely inclusive environment.

With this in mind, the National Organization on Disability recommends using the NOD Disability Inclusion Blueprint. This assessment benchmarks companies’ hiring, retention and advancement of PwD. Additionally, it reveals where your efforts stand in comparison to the competition. On top of that, it shares insights on how to excel and improve year-over-year.

“[This tool is] specifically designed for continuous improvement,” Charles said. “We are proud to say a company has never achieved a 100 out of 100. We want to provide a roadmap for growth and emphasize that there’s always going to be more work to do.”

While some might be discouraged to see a score in the 50s, 60s or 70s, Catherine said NOD has found that making progress each year is what matters.

Action Step: Contact tracker@nod.org to learn more and to get your benchmarking and insights report.

Looking Ahead

Navigating the Disability Employment Maturity Curve is a journey of progress and commitment. Each stage marks a step toward a more inclusive workplace. Companies start by exploring resources. They advance to achieving competitive advantage. Continuous improvement helps leverage the talents of all individuals. This approach creates a work environment where all employees feel valued and empowered.

During a panel titled “Advocacy in Action” at Fair360’s 7th annual Women of Color and Their Allies (WOCA) event, Williams talked about ensuring equal access to opportunities and leadership roles for all employees, especially those from underrepresented groups. 

“We believe in the power of advocacy and allyship to not only acknowledge but to dismantle longstanding, historic and systemic barriers,” she said.  

What Does Inclusion Look Like at Dow? 

Equity and inclusion show up in several different ways at Dow. Williams said inclusion looks like: 

• Programs
• Partnerships
• Personal relationships 

As the leader of Dow’s office of inclusion, Williams said the company only makes progress by working with its Employee Resource Groups (ERGs), businesses and different functions.  

Inclusion is “targeted programs that are put in place with intentionality to address unmet needs and to close the gaps we see in the data,” Williams said. “And, of course, personal relationships that are built brick by brick, one at a time, working together and taking the time to get to know each other and our stories.” 

Williams introduced two leaders from Dow who co-lead its Advocacy in Action (AIA) sponsorship program. The program is meant to help Black talent advance in the workplace. The co-leads are: 

• Natasha Goode, Product & Site Services, Director
• Cory Valente, R&D/TS&D, Director 

Primary Tenants of Advocacy in Action 

Goode started out by stating the primary tenants of Dow’s AIA program. They are: 

1. Matching
2. Active Coaching
3. Exposure to Executive Leadership
4. Networking
5. Professional Development 

These are the standard tenants of most sponsorship programs. With these alone, Goode said Dow had “mild success.” 

To build a pipeline of employees to senior leadership, Goode said the company had to address the elephant in the room. Dow had to address why sponsorship of Black talent wasn’t occurring in a way that would drive change to the business.  

From there, Dow landed on three tenants “that truly set Advocacy in Action apart from other sponsorship programs,” Goode said.  

The three tenants are: 

1. Intentional Sponsorship Pairing
2. Courageous Conversations
3. Experiential Learning/Cultural Awareness 

Valente emphasized the intentionality of AIA. The program wasn’t executed for the sake of having a program’ it was done to fill a gap in the organization. 

“The intentionality piece is absolutely key,” he said. “It’s very unique to the program. I think it’s what has made it as successful as it is. And Natasha reminds me regularly during our meetings, as we come up with new ideas or new ways to approach things, we always trace it back to, ‘how is this being intentional to solving the problem?’” 

Watch the full session recording and check back to our WOCA 2024 event page frequently! We’ll update it with more article recaps over the next week. 

In the second edition of our Q&A series, we dive into the journey of Dr. Adaora Nelson, Vice President of Quality & Mission Assurance at Raytheon, an RTX business (RTX is No. 28 on the 2024 Top 50 Companies list). Nelson reflects on the pressures of academic success, her first job, balancing work with personal life and her commitment to fostering an inclusive culture at RTX.

Fair360: What would you tell your younger self?

Nelson: “There was a lot of pressure to succeed throughout my childhood, particularly in academics. In my family performance was everything; you had to be at the top of your class. If you weren’t, it felt like failure. That can be a lot to put on yourself at a young age. So, I would tell myself that the hard work will pay off, but it’s also important to lighten up a little and focus on other aspects of life, like building relationships with others.”

Fair360: What was your first job and how did it get you to where you are now?

Nelson: “As a teenager in the ’90s, my first job was a peer sex health educator when HIV/AIDS was a growing pandemic. My job was to raise awareness and educate the population (young and old) of the dangers of STDs and offer alternatives. That job taught me that level of knowledge is not necessarily limited by age. Even young people can achieve great things, with time and effort to learn the skill.”

Fair360: How do you balance working at RTX with your personal life?

Nelson: “It’s about setting boundaries, being mindful and focusing on my productivity. I am strict about keeping working hours separate from personal hours. I make the most of my time by being fully present and careful not to intermingle work and personal tasks unless there’s an emergency.

“It’s also imperative to me to tackle critical tasks on time to prevent last-minute rushing. At my level, this means I devote time to strategic thinking to prevent ad-hoc and potentially detrimental decisions. Finding time to decompress during my personal time is also important. Leisurely singing, reading articles and watching binge-worthy shows are my favorite pastimes.”

Fair360: What’s a fun fact about you that people would be surprised to know?

Nelson: “I am a first-generation American raised in Nigeria. My parents had me and half of my siblings while getting their advanced degrees in Iowa. They returned to Nigeria with us once they were done with their studies, they had the rest of their kids and I went to a Catholic boarding secondary school (ages 11 to 16). I came back to the States at 18 years old with $100 to my name and joined the U.S. Navy, where I served for four years in the Avionics field.”

Fair360: What’s your favorite way to unwind after a busy week?

Nelson: “For me, it starts during the car ride home from work. I like to play my favorite songs and sing along. I also make sure I prioritize sleep, even during busier times.”

Fair360: Do you have a favorite quote or mantra that guides you?

Nelson: “I have two mantras that guide me: Unlock your value by using your talents – it reminds me that everyone has their unique talent that when brought to bear can be transformative. I feel most fulfilled when I’m utilizing my talents. I also encourage my team to not feel confined to their ‘lane.’ When we’re working together as a group trying to solve a problem, I want to hear everyone’s voice because it helps us create more effective solutions.

“You don’t know what you don’t know, until you know you don’t know it – this reminds me that there are many things yet undiscovered, therefore we must all have an open mind and strive to learn from those around us. When we listen to others and collaborate, we benefit from different perspectives.”

Fair360: How do you foster a culture of inclusion and belonging within your organization?

Nelson: “Employee resource groups (ERGs) are an effective means of fostering inclusion and belonging. As the executive sponsor for an RTX ERG that supports our veterans and an advocate for RTX ERGs that support women and Black employees, I help champion initiatives and push causes forward that ensure diverse perspectives and voices are heard.

“My role as the Vice President of Quality & Mission Assurance requires working with the business and our customers to drive successful outcomes. I use RTX’s operating system Customer Oriented Results and Excellence, also known as CORE, to drive customer connection and unite my team. Therefore, a lot of what I do requires having an inclusive mindset which I exercise through partnering with my business peers, understanding our customers’ needs and integrating quality and CORE to help them achieve their goals.

“As a leader, I create an environment of inclusion and belonging by setting up a regular cadence of town halls, skip-level discussions and office hours. I try to make my team feel as comfortable as possible and ensure that I am truly listening to them. Sometimes I’ll share a flaw of mine or demonstrate that I don’t know a subject matter to help them feel more comfortable. I think it makes them feel a greater sense of belonging and they are more likely to share their own experiences, challenges or perspectives.”

Fair360: What role do you believe allies play in advancing inclusion and belonging in the workplace?

Nelson: “Allies play such an important role in advancing inclusion and belonging. Whether a subordinate, peer, or leader, allies serve as the voices that are more apt to be heard when carrying the message of inclusion and belonging. Their actions sometimes make more of an impact, because it is not overshadowed by bias.”

• Mentorship 
• Sponsorship 
• High-potential programs 
• Executive Diversity Councils 
• Employee Resource Groups (ERGs) 

KPMG (No. 5 on the 2024 Top 50 Companies list) is a leader in these practices. Panelists Kalpana Arvind, Managing Director, CFO Organization, Shannon Carstens, Partner, Audit, and Sandra Lozano, Partner, Advisory, emphasized the importance of culture. They shared personal experiences and KPMG’s initiatives like the Accelerate 2025 strategy to increase underrepresented talent.  

Speakers stressed the need for intentional, incremental changes. They emphasized accountability and leveraging ERGs to foster a culture of belonging and inclusivity. The discussion highlighted the importance of mentorship and allyship in supporting diverse employees.

The Importance of Culture 

As kids and as people grow up, they have experiences and qualities that make them who they are. Arvind said once people become adults and start their careers, they must know who they are as part of the team and “who we are as a firm.” 

“How do you bring that culture to work?” She asked. “It comes in the form of values. Culture is a combination of everything we do every day … it drives our people and everything we do in our business.” 

KPMG’s Culture 

In addition to being an Audit Partner, Carstens co-chairs the KPMG Network of Women (KNOW). In her opening remarks, she shared an example of something she believes exemplifies KPMG’s culture. 

She talked about how she knew she wanted to get her MBA at one point in her career while maintaining a job. However, Carstens was unsure how to manage school alongside her client load. This uncertainty led her to look for another job that she wasn’t really excited about, but that would allow her to pursue her MBA while working. When she finally told her manager she planned to leave KPMG, he offered to change her schedule. As a result, she was able to stay with the company and pursue her MBA.

“My two takeaways from that story are one, he didn’t flinch at all when changing my schedule, even though that could have negative ramifications with the client, other people’s schedules were going to have to move around … he just did it. It really was his default reaction.” 

Her second takeaway was that she’s still telling that story 15 years later.  

“It truly became a moment that mattered for me,” she added.  

Culture as a Competitive Advantage 

Lozano said she thinks of culture as “what young people would call a vibe.” 

“What’s the vibe you get when you enter a stadium, when you hit a city restaurant, when you join a group of friends? There’s always this culture or vibe that’s created, and that’s something that we want to recreate or make sure we enhance or have in place at the corporate level,” she said.  

People spend so much time at work, and the culture of an organization is how work gets done. Lozano said it’s our mindset, behaviors and the infrastructure put in place. To use culture as a competitive advantage, it must be actionable and measurable.  

At KPMG, the culture starts with identity. 

“It’s who we are, it’s what we believe, how we want to be seen and what we expect from one another,” she said. “I think this is really prevalent in the way we work with each other, our interactions, and the resources and groups we provide to our professionals.” 

Watch the full session recording and check back to the WOCA 2024 event page for updates in the next two weeks! 

That was the main message during Barger’s keynote titled the “Precipice of Possibility” at Fair360’s 7th annual Women of Color and Their Allies event. It took place virtually on October 8. Barger acknowledged the challenging shifts facing America. It can be painful at times, but it is also filled with hope and opportunity.

“It is also filled … with the momentum to reimagine who we are and who we can become,” Barger said.  

She shared a story from her childhood to set the tone for the conversation. Barger grew up on the island of Guam. She referred to it as “the place where America’s day begins because it’s right on the equator.” 

Barger said the ocean “was her backyard.” When she was 11, the age her daughter is today, she swam with sharks for the first time. She experienced many emotions at once during that swim. There was a rush of adrenaline and uncertainty, along with thrill and fear. Despite these feelings, she said it was the most alive she had ever felt.

Some might think swimming with sharks is one of the most frightening experiences in a child’s life. However, Barger said it “pales in comparison to navigating life as a Black woman in America.”

Swimming with Sharks: An Analogy for Being a Black Woman in America  

Black women may feel that navigating life is more challenging than swimming with sharks. According to Barger, their experience in America is anything but straightforward. She described feeling pulled in different directions, like being caught in strong currents. Black women often face added pressure to prove their worth. They also grapple with fears of being misunderstood.

She added that “navigating the complex waters of society as a Black woman” is complex, unsettling, unpredictable and it can be dangerous. 

“I share this story because we’re all on the brink of something very powerful in this moment,” Barger said. “We’re swimming in new currents, some turbulent, some calm, but all filled with the potential to redefine what it means to be truly free, truly equal and truly our chosen selves in this world.” 

Amplifying Silenced Voices 

The “transformational wave” in America is being led by those whose voices were once not seen. By people who were once not heard. Barger said this made her think of Vice President Kamala Harris, “who stands as a beacon of what is possible when barriers are broken and when silenced voices are amplified.” 

Barger added that Harris is “the embodiment of a movement,” embodying the “precipice of possibility.”

“A movement creating a monumental platform for all women, especially women of color, to stand on,” she said. “And for centuries, women, especially women of color, have faced a constant climb, an uphill battle where the path to leadership was a mountain. There was no clear trail, no trail markings, and Kamala Harris’ rise is not just about politics; it’s a paradigm shift in how we see leadership and power in our institutions and in this country.” 

By serving in one of the highest offices in the country, Harris sends a powerful message. She shows young Black girls and South Asian girls that they have a seat at the table. Barger added that their voices are heard and valued.

Watch the full video recording for more insights and visit our WOCA 2024 event page! 

Luke Visconti, Founder and Chairman of Fair360, kicked off the event with a warm welcome. He emphasized the benefits of diversity, equity and inclusion (DEI) programs in corporate America. He added that companies with DEI programs, Employee Resource Groups (ERGs) and Executive Diversity Councils have “four times the retention rate than those without them.”

“It’s a huge financial difference for companies; companies like the ones represented here today,” he said. “In fact, women make up 12% of management positions at all companies on the Fair360 Top 50 list, that’s levels 1 through 4 of top management, versus 7% for external benchmarks.”

Additionally, he let attendees know that the 2025 Top 50 Companies for Workplace Fairness Survey is now open. He encouraged participants who want to compete in the Top 50 competition to submit their surveys by March 7, 2025. The celebration to announce the 2025 Top 50 companies will return to Cipriani’s Wall Street in New York City on May 6, 2025.

Take the Survey

The ‘Precipice of Possibility’

Keynote speaker Amira K.S. Barger, Author, Contributing Writer and Guest, MSNBC and Fast Company, followed Visconti’s welcome with a powerful speech on the “Precipice of Possibility.” She discussed the transformative shift in America, emphasizing the importance of seizing the moment to create lasting change. Furthermore, she highlighted the significance of representation, mentioning Vice President Kamala Harris and Supreme Court Justice Ketanji Brown Jackson as examples.

Barger also stressed the need for corporate leaders to build trust, combat entropy and actively engage in justice.

When asked by Visconti why she thinks the United States is ready for its first woman president, she said, “it’s high time.”

“We are especially ready for a woman like Vice President Kamala Harris, who has been breaking barriers her entire career,” she said. “And I think in this moment, what we need is someone who’s willing to do the disruption. To do what the kids say these days, ‘be the villain in someone’s story,’ and by villain, I mean to be the anti-hero. To disrupt the status quo.”

Helping Women of Color Rise

Throughout the day, attendees engaged with one another through the chat function of WOCA 2024. Here are some words said by speakers and attendees that encompass the event and the “Let’s Rise Together” theme:

Other sessions throughout the day included:

• “Making Culture Your Competitive Advantage,” featuring leaders from KPMG.
• “Advocacy in Action,” featuring leaders from Dow.
• “Allyship: Small Steps Toward Big Change,” featuring leaders from Toyota North America.
• “Networks that Work for Women,” featuring an executive from TD Bank.
• “Be Your Best Advocate,” featuring executives from Marriott International, BASF and Humana.

During the last session of the day, Karen Walker, Associate Vice President, Humana, encouraged attendees to advocate and empower themselves and others by rising together. Additionally, she urged attendees to find inspiration in Maya Angelou’s poem, Still I Rise. Walker read the poem to the audience.

Check back throughout this week and next to view our full WOCA 2024 event recap page, which features recordings of every session. We’ll publish more article recaps of every session throughout the next two weeks, so come back and visit often!

Even when they work similar jobs, Black women continue to face disparities in compensation when compared to others. While women as a whole make just 82% of what a man makes in a job with similar responsibilities, this gap widens for Black women. For every dollar earned by a non-Hispanic white man, a Black woman earns 63 cents, according to the U.S. Government Accountability Office. Factored over a long care, that difference adds up to hundreds of thousands of dollars that Black women don’t get paid. 

Black women know what they face, and they have taken steps to improve not only their own standing in the workplace but also for those who will come after them. One of the biggest changes is in educational attainment, with the number of Black women earning a college degree increasing by four times in the past four decades.  

As they continue to strive to shrink the wage gap, Black women can benefit from learning effective negotiation tactics. By empowering themselves with the right knowledge and strategies, they can better advocate for fair compensation. 

Tips for Success in Salary Negotiations for Black Women 

The first step in salary negotiations — for Black women and everyone else — is to take it seriously and prepare. Talking to a manager about getting a raise is a daunting task, especially for Black women. Many fear it’s hard to ask for what they want without coming across as pushy or greedy. Some Black women have revealed that when co-workers know about their ambitious intentions, some people misinterpret them as angry, difficult or aggressive.  

By preparing for a negotiation with these tips in mind, it’s possible to avoid common pitfalls and increase the chance of feeling satisfied with the result. 

Tip 1: Know Your Worth 

Every worker can become their own worst enemy by not having some idea of what their work is worth to their organization. It’s important to research what others make in similar jobs and in similar markets. For example, don’t just compare salaries for social media marketers, but for social media marketers in the metro area where the job is located. It’s also important to look for salary information for people with similar experience, education and skill sets. 

Websites like Glassdoor and Payscale offer a sense of the salary range for different jobs. Also, look to mentors and trusted peers who may have more in depth salary information. The more a Black woman knows about her value when entering the room, the better she can negotiate for the salary she deserves. 

Tip 2: Highlight Accomplishments 

Come into the meeting armed with a long list of past actions that led to positive contributions to the company. Think about core issues such as cutting costs, increasing revenue or improving a product or service. Quantifying accomplishments helps frame the conversation around impact to the company, making it harder for employers to undervalue work.  

Tip 3: Consider More Than Just Salary 

Negotiations are not just about money. Most people focus on salary, but it’s important not to overlook other factors that impact work experience. For example, consider meaningful benefits such as a better (and more marketable) job title, additional vacation days, remote work flexibility, a budget for professional development, or tuition reimbursement. Other non-monetary benefits include a change to specific job responsibilities, as well as growth and mentoring opportunities. 

Tip 4: Address Internal Bias Head-On 

We all want a world like the one Dr. Martin Luther King Jr. described where people are not “judged by the color of their skin but by the content of their character.” But we also know even the best-intentioned people may have unconscious biases, including those tied to race and gender, that influence them.  

Black women often have to navigate stereotypes and assumptions about their competence, ambition or even personality. Part of negotiation involves recognizing and countering potential biases. Harvard Business Review even recommends speaking candidly about what research has shown about implicit bias against people of color in the workplace if there’s a good working relationship with the person on the other side of the table. 

At the very least, Black women should remain aware of these biases and strive to keep the negotiation focused on achievements, leadership qualities and ability to contribute to the company’s success in concrete terms. 

Tip 5: Be Comfortable with Silence 

Many people feel the urge to fill silence during negotiation conversations. However, silence can provide an advantage. After presenting the case for a higher salary or better benefits, resist the urge to immediately fill the gap with additional comments or justifications. Pauses can prompt the other party to reflect and potentially respond with a counteroffer. This is an area where it helps to practice in low-stakes conversations. Rather than speaking, allow a silence to linger and see what develops. 

Tip 6: Avoid a Redefinition of the Job 

This is sometimes referred to as “the job within the job,” and it’s a problem for Black women in particular. Many Black women will find themselves asked to take on extra duties, especially around a company’s diversity efforts. While it’s important to support these efforts, it’s also important to avoid taking on a new job on top of the actual job, with no extra compensation. Always consider what the upside is before taking on extra duties. Clearly define the expected job role and ensure that anything outside of those job duties is something that is acceptable. 

Tip 7: Practice the Pitch 

Confidence is key when negotiating. The best way to achieve confidence in a pitch for a higher salary is to practice delivering it. Write down all the talking points. They should include the research that backs up the request, a detailed list of past contributions to the company and the potential for future contributions moving forward. Ask a mentor or trusted friend to hear the pitch, which can help anticipate potential objections or questions. It also reduces the chance of being caught off-guard. 

Tip 8: Play the Long Game 

The more a person practices negotiating, the better they get at it. Even if a Black woman does not get all she wants from a negotiation, she can apply what she learns from the experience to the next round of negotiations. 

However, it’s also important to walk away if a current employer cannot meet salary or benefit expectations. That doesn’t mean immediately quitting the job, something that is not financially feasible for most people. Instead, pay attention and realize when an employer reveals they cannot meet expectations. That’s a signal to begin searching elsewhere. This also can help with the current employer, who may take a salary request more seriously if they know a Black woman has other prospects. 

Black women deserve fair compensation for their work. Salary negotiations are a powerful tool to make that a reality. By approaching negotiations with research, confidence and clarity, Black women can take actionable steps toward closing the wage gap and getting paid the salary they deserve. 

World Mental Health Day in 2024 

The 2024 Theme for World Mental Health Day is “Mental Health at Work.” This year’s theme was created by the Work Federation for Mental Health (WFMH). WFMH started World Mental Health Day in 1992 as part of an advocacy and awareness program. Additionally, it is one of its most important and far-reaching efforts, according to the National Library of Medicine.  

The United Nations’ Mental Health Strategy 

The United Nations has a system to support mental health and well-being globally in 2024 and beyond. This strategy “is designed to assist the United Nations in creating a working environment that is conducive to good mental health and that ensures that support is available when it is needed,” according to the U.N. 

It was developed as a roadmap to help organizations craft welcoming, sustainable workplaces where “mental health and well-being are embedded in the organizational cultures and systems.” 

Here are the goals of the U.N.’s Strategy:  

1. Prevent risks to mental health in the workplace 
2. Promote well-being and protect mental health in the workplace 
3. Support people with mental health conditions 

Click here for more information about the strategy. 

Additional Mental Health Resources from Fair360 

Fair360’s Mental Health Awareness Month toolkit, released earlier this year in honor of the May observance, is a great resource to help organizations recognize and confront mental health concerns in today’s rapidly changing workplace landscape. 

It emphasizes the essential role employers play in cultivating healthy and supportive work environments. Additionally, it examines industry leaders’ mental health programs and emergency support mechanisms, mental health facts and figures and five turning points in mental health awareness. 

Visit our Health Equity section for more resources. It features white papers, articles and other content types focusing on healthcare disparities and solutions among diverse communities, including Hispanic Americans, Native Americans, Black Americans, women and the LGBTQ+ community. 

WATCH: Creating a Fair Workplace for All, Including People with Disabilities

Creating Community Among Employees with Disabilities

KeyBank (No. 17 on the 2024 Top 50 Companies list and No. 1 on the 2024 Top Companies for People with Disabilities list) fosters community through Employee Resource Groups (ERGs). It calls these groups Key Business Impact and Networking Groups (KBINGs), said Alec Meyer, Senior Recruiting Manager. Its KBING for employees with disabilities is called Champions of People with Disabilities (CPD).

“Our KBINGs are the hub of community development within the company” he said. Furthermore, Meyer added that KeyBank’s KBINGs are also a connection to its external partnerships.

“We’ve established and continue to expand our partnerships, for example, with various colleges and universities,” he said. “We partner with the organization Opportunities for Ohioans with Disabilities … we utilize vendors that specialize in the disability space … and we partner with various other national non-profits, like the National Organization on Disability.”

RELATED: Check out Fair360’s NDEAM Cultural Connection Toolkit, developed in partnership with the National Organization on Disability (NOD).

At Hilton (a Hall of Fame company on the 2024 Top Companies for People with Disabilities list), the company aims to create visibility into the disability space, Michelle Weingott, Director of Hilton’s Full Service Portfolio Recruitment Operations Center, said. In addition to building community through its Team Member Resource Groups (TMRGs), the company is also activating the Hidden Disability Sunflower Project.

“This will be an opportunity for a person to voluntarily share they have a disability or condition that may not be immediately apparent by wearing a sunflower lanyard,” she said. Weingott added that the initiative raises visibility and awareness among team members, customers and guests.

What Potential Candidates with Disabilities Look for in the Workplace

When it comes to what candidates with disabilities want out of a potential employer, Weingott emphasized that candidates with disabilities seek a workplace where they can be their authentic selves. They also want to be treated equally to other team members. Furthermore, they do not want to feel isolated or ignored.

“On top of that, people are looking for a career, not just a job,” she said. They want to understand the role they may be entering is important. PwD also care about their long-term career trajectory and how a employer can support them in being successful.

Brian Marston, Senior Manager at Cox Communications (No. 10 on the 2024 Top 50 Companies list), said the company looks at the “superpowers” or positive things a candidate with a disability can bring to the table. Employees with diverse abilities bring unique perspectives and diversity of thought to the workplace, he added.

He said all employees at Cox contribute to making teams great. This includes those within its ERGs for people with diverse abilities, Black employees, Latinos and early career professionals.

Watch the webinar recording for more insights.

Key highlights include:

• Workforce Representation: People with disabilities represent 4.2% of the overall workforce and 3.6% of management positions at Top 50 companies.
• Disability Prevalence: 28.7% of Americans have some form of disability.

NDEAM 2024 Cultural Connection Toolkit

Our National Disability Employment Awareness Month Cultural Connection Toolkit for 2024, created in partnership with the National Organization on Disability (NOD), provides essential resources to promote deeper understanding and encourage meaningful action toward disability inclusion in the workplace.

By engaging with these materials, you’ll enhance your team’s awareness of PwD and create a more supportive and equitable work environment.

Download the infographic or view it below. Click here to download the full toolkit. For more information about NDEAM, register for our webinar on October 2.

• Luis Abad, Partner, KPMG (No. 5 on the 2024 Top 50 Companies list)
• Alyssa Palaganas, Area Director of Human Resources, Marriott International (a Hall of Fame company)

Visit the links below to learn more about PwD and creating a fair workplace for all. Click here to view our Myth Busters video series with the National Organization on Disability (NOD).

National Disability Employment Awareness Month 2024: Access to Good Jobs for All

3 Things to Know About Disability Pride Month

The Importance of Hiring Neurodivergent Employees

RELATED: Cultural Connection Toolkit: Hispanic Heritage Month 2024

Spanish Language Accommodations

Spanish is the fourth most spoken language in the world, with over 550 million speakers globally. In the United States, 41 million people speak Spanish as a native language, and another 11 million speak it as a second language. This makes the U.S. the country with the second-largest population of Spanish speakers in the world, behind only Mexico. Unsurprisingly, most American Spanish speakers are Latino or Hispanic, with 75% of Latinos possessing a high level of fluency in Spanish.

In catering to the unique needs of Latino and Hispanic Americans, companies must consider Spanish language accessibility a top priority. These accommodations should go beyond minimal gestures that merely signal support without providing it. For example, while many U.S. businesses display bilingual signage for essential information, few offer employees or customers the ability to engage with the organization fully in Spanish.

Spanish Language Inclusivity in Action

One organization seeking to push Spanish language support forward is Wells Fargo (No. 15 on the 2024 Top Companies for Latino Executives list and No. 23 on the 2024 Top 50 Companies list). During the development of Fargo, the company’s virtual assistant, Wells Fargo worked with its Latino ERNs (employee resource networks) to integrate multiple Spanish dialects into Fargo’s functionality. Speaking at Fair360’s 2024 Top 50 event, Kristy Fercho, Head of Diverse Segments, Representation and Inclusion, described the development process.

“One of our developers said, ‘What are we doing for our Spanish-speaking customer base?’ Twenty-eight percent of our customer base is Spanish-only, and 58% is Spanish-preferred,” Fercho said. “We rolled out the first-ever virtual assistant in Spanish: Fargo en Español. It was a great example of how business connects with DEI to solve the needs of our customers.”

In a press release announcing the rollout of Fargo en Español, Wells Fargo emphasized how Spanish language accessibility is a core part of developing an organizational culture that is specifically inclusive of Latino and Hispanic Americans.

“Offering a Spanish-language capability that can provide details and context about a customer’s financial journey— to the same extent the English-language solution can— improves accessibility to our growing Latino customer base,” the company said. “To ensure the Spanish-language capability is as comprehensive as possible, Wells Fargo leveraged the knowledge of its Spanish-speaking employees representing over a dozen Spanishspeaking countries to test, train and fine-tune Fargo to understand a number of different regional language differences and dialects.”

Initiatives like Fargo en Español demonstrate how companies can go beyond a broad-strokes approach to fairness and inclusion by instead developing a DEI strategy that targets the specific needs of segmented populations.

Employing Undocumented Workers

The American immigration system and processes for obtaining work authorization disproportionately affect Latino and Hispanic communities. It should be noted that the overwhelming majority of Latino Americans are documented residents or citizens. Eighty-one percent of all Latino Americans are U.S. citizens, which includes 41% of foreign-born Latino Americans. However, of the 11 million undocumented individuals living in the U.S., data from the Migration Policy Institute shows that 75% are of Central or South American origin. Nearly 80% of these individuals have lived in the U.S. for five years or more, and over 5.5 million are under the age of 35. As such, undocumented Latino workers make up a significant portion of the U.S. workforce, yet they face constant barriers to securing and maintaining long-term employment.

While there is a widespread perception that undocumented immigrants are not legally able to work in the U.S., the barriers to employment these individuals face are often matters of employer awareness, not legality. In reality, there are multiple pathways for organizations to legally hire or contract work from undocumented individuals. What prevents these individuals from obtaining work is the failure of organizations to understand the employment processes for such persons.

Undocumented Status and Work Authorization

Many companies may conflate immigration status with work authorization, though the two are not synonymous. An undocumented person can still have a right to work in the U.S., which allows them to go through the same hiring process as a U.S. citizen or documented resident.

“If you have work authorization as an undocumented person, pretty much every industry is legally open to you,” said Cassandra Liss, a Graduate Assistant for Undocumented Student Services at Rutgers University – Newark.

Work authorization often supersedes immigration status as a matter of employment legality. If a job candidate can prove they have that work authorization, their immigration status becomes irrelevant as it pertains to an organization’s ability to hire them.

“In terms of the employer process, with work authorization, no one should be asking anyone’s immigration status,” said Liss. “If they have work authorization and a social security number, that should not be coming up.”

Independent Contractors

Even without work authorization, organizations can still solicit work from undocumented individuals through other means. Independent contractors, for example, don’t have to provide proof of work authorization the same way that W-2 employees do.

“A big thing that I think employers can look at is what jobs can be done by an independent contractor? In fact, for employers, you don’t have to pay benefits, you don’t usually have to provide equipment or things like that, so it can really be beneficial,” Liss said.

Many work opportunities can be contract or stipendbased, allowing undocumented workers to build successful careers with established organizations. Companies that are willing to transition W-2 positions into contractor opportunities can thus be more inclusive of the needs of undocumented individuals.

“I spend a lot of time trying to let people know that you can have, say, student workers who are undocumented without work authorization,” Liss said. “They just have to be paid differently, and some wording may have to be different…The payment process looks a bit different.”, but it’s still relatively easy.”

Educational Resources

One of the most effective strategies for supporting undocumented communities is that of education. In the face of misinformation and a lack of understanding of the issues surrounding undocumented employees, organizations should take steps to educate themselves on the proper processes for recruiting, employing and contracting these workers.

The following resources can serve as a starting point for companies to improve their understanding of issues facing undocumented Americans:

Fellowships and Other Non-Employment Based – Opportunities for Undocumented Students

The Dream – Business Resources

A Guide to ITINs, EINs and Taxes

“There are a lot of really great workers and skilled individuals within the undocumented community who do have work authorization and those who don’t. It is possible to integrate them into the workforce; it just takes more time,” Liss said. “What are employers ready and willing to do?”

While Veterans Day 2024 is filled with parades and ceremonies to honor veterans of the U.S. Armed Forces, it is also an excellent opportunity to acknowledge and advocate for supporting veterans in the workplace.

This Cultural Connection Toolkit explores:

• 6 Ways Employers Can Support Veterans in the Workplace
• ERGs: Professional Development for Veterans
• Fair360’s Top Companies for Veterans
• Veterans and Military Timeline
• Veterans/Military Facts and Figures
• Fair360 Facts and Figures & Discussion Questions for Employees

Read the full report below or download it here.

RELATED: What We’re Reading: “What to know about the threats in Springfield, Ohio, after false claims about Haitian immigrants”

In this article, we’ll explore the origins of these rumors, their impact on Haitian Americans and what organizations can do to prevent such false claims from infiltrating the workplace. Additionally, we will delve into the history of Haitians in the United States and provide recommendations for employers to support Haitian employees.

Origins and Impact of the Rumors

The false rumors about Haitian immigrants eating pets in Springfield began circulating on social media and were later echoed by Trump during a presidential debate against Vice President and Democratic nominee Kamala Harris. These untrue claims have led to increased discrimination, social ostracism and threats of violence against Haitian Americans in the area. This misinformation has tarnished the reputation of the Haitian community. Additionally, it’s created a hostile environment that affects their daily lives and mental well-being.

Wyclef Jean, a prominent Haitian American musician, responded to these claims by urging people to “stop these racist messages and accusations” and emphasized that “Haitian people living in the U.S. are good neighbors and good people.”

The History of Haitians in the United States

The history of Haitians in the U.S. dates back to the late 18th century. The Haitian Revolution from 1791 to 1804 led to the migration of many Haitians to the U.S., particularly to Louisiana. Over the years, Haitians have continued to come to the U.S. due to political instability, economic crises and natural disasters in Haiti. Despite facing numerous challenges, Haitian Americans have made significant contributions to American society, enriching the cultural and economic landscape of the nation.

Haitian Americans that have had a lasting impact in the U.S. include:

• Henri Christophe, a former slave and a prominent figure in the Haitian Revolution. He was part of the Fontages Legion, a group of 545 free Haitian slaves fighting for freedom from oppression in America. Christophe also served in the French unit during the American Revolution in Savannah, GA, in 1780.
• Edwidge Danticat, an acclaimed Haitian American author known for writing on themes of women and issues of power, injustice and poverty.
• Wyclef Jean, born in Croix-des-Bouquets, Haiti, later moved to the U.S. with his family when he was nine years old. Jean has made significant contributions to music as a member of the Fugees and as a solo artist. He is also known for his philanthropic efforts, particularly in Haiti.
• Jean Baptiste Point du Sable, a successful trader and one of the first permanent residents of Chicago. He is known as the founder of the Midwest city.
• Pierre Toussaint, a former Haitian slave who gained his freedom in 1807, became a prominent philanthropist in New York City. He established an orphanage for refugees, helped build St. Patrick’s Old Cathedral and was recognized as venerable by Pope John Paul II.

Preventing False Claims in the Workplace

To ensure false claims and misinformation do not permeate the workplace, there are a few steps employers can take:

• Conduct regular training sessions to educate employees about the dangers of spreading false information and the importance of cultural sensitivity.
• Establish clear channels for employees to report instances of misinformation or harassment without fear of retaliation.
• Foster an inclusive workplace culture that celebrates diversity and encourages mutual respect among employees.
• Implement and enforce strict anti-harassment and anti-discrimination policies to protect all employees.

For more information, visit the U.S. Equal Employment Opportunity Commission’s (EEOC) “Enforcement Guidance on Harassment in the Workplace.”

Supporting Haitian Employees

There are also several measures employers can take to support Haitian employees. The first is to provide cultural competency training to help employees understand and appreciate Haitian culture and history. Secondly, organizations can offer flexible work schedules to accommodate employees dealing with family or community issues.

Additionally, employers should offer Employee Assistance Programs (EAPs) with access to counseling and support services to help employees cope with stress and discrimination. Career development opportunities are also crucial to create pathways for career advancement and professional development for Haitian employees.

Here are a few other tips for employers:

1. Create a safe space. Encourage Haitian employees to come together and share their experiences, moderated by a neutral leader.
2. Take a stand. Let your employees know that your organization does not support any form of discrimination in the workplace.
3. Sponsor cultural awareness events. Invite Haitian employees to share more about their culture with your broader employee population. This could include speakers, music and cuisine that is popular in Haiti.

Looking for more cultural competency training resources? View our Cultural Connection Toolkits and Research Library.

Purpose and Vision 

Mitchell-Richeson leads Cox Enterprises’ Center for Inclusion, aiming to improve the future by empowering the workforce.

“Our purpose is to build a better tomorrow,” she said, adding that the Cox Center for Inclusion empowers employees and fosters an authentic experience centered on inclusion and opportunity.

She emphasized the company’s vision to achieve equity for all employees. “This is how we fuel organizational performance and ensure every Cox employee feels seen and heard,” Mitchell-Richeson said.

Centralized vs. Decentralized Approach 

Peers often ask Mitchell-Richeson whether ID&E should be centralized or decentralized. She said it depends on a few factors:

• The overall organizational structure
• The culture of the organization
• The needs of the business
• How the business is organized 

“Regardless of the approach, the number one thing that is important is alignment,” she said. “What we don’t want, especially during this day and age, is to have different messages around what inclusion and diversity is for the organization, what it’s solving for and how we’re going to get there.” 

In ID&E work, connection, visibility and a common language are crucial to avoid confusion. Therefore, Mitchell-Richeson emphasized that unified messaging is necessary for clarity and effectiveness, regardless of whether the ID&E structure is centralized or decentralized.

Cox Enterprises recently transitioned from a decentralized to a centralized ID&E model to ensure consistent communication and alignment across the organization. Moreover, this shift was made to ensure that ID&E is rooted in the company’s values.

Mitchell-Richeson said that unifying all teams from an ID&E perspective increased Cox’s bandwidth. This change allowed Cox to connect and engage with employees more quickly and effectively.

Watch the full webinar recording for more insights from Cox Enterprises. Also, don’t forget to register for our next webinar. It is titled “National Disability Employment Awareness Month: Building an Inclusive Talent Acquisition Strategy” and will take place on October 2 at 1 p.m. ET!