United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work. In our fourth session, “Fostering Workplace Inclusion in Challenging Times,” Chief Inclusion & Diversity Officer at CMG Margenett Moore-Roberts, and SVP of Diversity & Inclusion at United Minds Tai Wingfield discussed: - How recent events have impacted diverse populations - How workplaces have become more and less inclusive - Measures to meet the moment - Redesigning for the long term Please visit our website for more information: http://unitedmindsglobal.com.

1. Forward to Work
Fostering Workplace Inclusion
in Challenging Times

2. 2
With us
today
Margenett Moore-Roberts
Chief Inclusion & Diversity Officer,
IPG’s Constituency Management Group
Tai Wingfield
Senior Vice President,
Diversity, Equity & Inclusion,
United Minds

3. 3
How recent events have impacted diverse populations in diverse ways
How workplaces have become more inclusive and less inclusive at the same time
Measures to meet the moment
Redesigning for the long term
What we’ll
cover

4. Let’s start by
acknowledging
this difficult
moment
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5. &
Those who are angry,
who are grieving,
who are seeking change are
our employees, our customers,
our clients
...our communities.

6. Employees want their employers to take a stand,
but they also want them to be authentic
6
Nike encouraging their
following to be part of the
change
Netflix pledging their platform
and supporting their people
Sweetgreen sharing resources
with their following on how to
be actively antiracist

7. But we must not treat these tragedies as point-in-time
problems that can be fixed with superficial solutions.
Inequity and injustice are long-standing issues that
require deep commitment and systemic reform – a
truth that COVID-19 has brought into sharp focus.
Data show that the most vulnerable among us are those
who have suffered, and continue to suffer,
THE MOST.

8. Illness and
loss of life
8
We cannot close our eyes or
put up blinders to the
disproportionate impact of
this disease on racial and
ethnic minority
communities.”
“
AFRICAN AMERICANS & HISPANICS HAVE BEEN
HIT HARDER BY THE VIRUS
Why?
• More likely to be “essential workers”
• May not be able to afford wellness and crisis
healthcare options
• Bear the brunt of medical practice biases that range
from mis-diagnoses to flat out denial of treatment
• In some cases, more likely to suffer from underlying
health issues, often tied to a series of other societal
inequities
Stephen Thomas
Director of the Maryland Center for Health Equity

9. Social
disruption
9
Throughout U.S. history,
pandemics and epidemics
have bred misinformation,
hysteria, and scapegoating,
ultimately leading to a surge
in racial and ethnic
discrimination.”
“
ASIAN AMERICANS HAVE BEEN
VICTIMS OF XENOPHOBIA
Center for American Progress
THE ELDERLY, DISABLED PEOPLE AND
WORKING PARENTS HAVE STRUGGLED TO
SUSTAIN ROUTINES THAT ENSURE THEIR
PHYSICAL AND MENTAL WELL-BEING

10. Unemployment
and economic
impact
10
If you lay off women and
minorities disproportionately,
you don’t just hurt them; you
also slow the overall
economic recovery.”
“
LAYOFFS HAVE TAKEN THE BIGGEST TOLL ON
BLACKS, LATINOS, WOMEN AND THE YOUNG
Alexandra Kalev
Associate Sociology and Anthropology
Professor, Tel Aviv University
Why?
• Disproportionately employees in the travel,
hospitality and service industries
• Often have less education and/or experience
compared to white males
• Experience bias in the workplace

11. These
populations
carry their
worry, grief and
fear to work
11
CONSIDER, FOR EXAMPLE:
• How might xenophobia impact how a Chinese
American engages with her colleagues?
• How might a single parent choose between back-to-
back conference calls and math homework?
• How might the trauma of persistent racial profiling
affect an African American male’s relationship with
authority?
• How might the challenge of adequate workspace
and resources (reliable internet, etc.) impact a
young person’s productivity?
• How might medical and financial vulnerability for
one’s self and loved ones impact the way an
employee approaches his job?

12. The pandemic has
created new targets
for discrimination
12
FRONTLINE WORKERS May experience social avoidance and be isolated from others
EMPLOYEES WHO HAVE BEEN
DIAGNOSED WITH COVID-19
Judged as non-compliant with social distancing, lacking
regard for public health
EMPLOYEES WITH PRE-EXISTING
MEDICAL CONDITIONS
May be denied opportunities based on incorrect assumptions about their
ability to manage their health conditions
EMPLOYEES WHOSE BACKGROUND ON VIDEO
CALLS REVEALS INFORMATION ABOUT THEIR
SOCIOECONOMIC STATUS, RELIGIOUS
AFFILIATION OR OTHER BELIEFS
May be subject to conscious or subconscious bias that influences their
relationships or profile at work

13. And widespread
working from home
has both strengthened
workforce inclusivity
and increased the
divide
13
STRENGTHENED INCLUSIVITY
• United employees around a common enemy that is a threat to all
• Normalized video conferencing as the rule rather than the exception
• Necessitated more deliberate check-ins in the absence of water cooler
and hallway conversations
• Increased feelings of belonging and inclusion among workers who
were remote pre-COVID
INCREASED THE DIVIDE
• Created an “out of sight, out of mind” dynamic
• Disadvantaged those without access to reliable internet / dedicated
workspaces
• Creating an “us vs. them” dynamic between essential and non-
essential workers
• Complications with scheduling for working parents

14. 14
Measuresmomentto meet the

15. While workforce re-entry certainly
includes logistical and operational
planning to ensure employees’ health
and physical well-being, equally
important is how organizations will
respond to employees’ emotional and
psychological health.
+ It’s the right thing to do
+ It limits employers’ risk
Employers
must step up
15
Occupational
Emotional
Mental
Physical
Social
Intellectual
Dimensions on which
Employers Typically
Focus
Dimensions Typically
Outside of an Employer’s
Domain
DIMENSIONS OF
WELLNESS

16. Breaking the
silence must first
begin internally
16
Now is the time to reaffirm
your corporate values and
deepen your commitment
to diversity, equity and
inclusion.
Draft a powerful CEO statement acknowledging that racial inequality is an
issue and it matters
Convene small group discussions and encourage
one on one conversation
Host a town hall in a format that works best for your culture
Encourage and educate employees on “allyship”
Provide a “Day of Support” by offering an additional day of PTO for employees
to grieve, support the community, safely protest, or educate themselves
Create an ‘Action Committee’ of core internal stakeholders who can meet
proactively and reactively to discuss real-time or pending issues
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17. IBM
17
The IBM Work
From Home
Pledge
During times of COVID-19
I pledge to be Family Sensitive.
I pledge to support Flexibility for
Personal Needs.
I pledge to support “Not Camera
Ready” times.
I pledge to Be Kind.
I pledge to Set Boundaries and
Prevent Video Fatigue.
I pledge to Take Care of Myself
As the CEO of IBM, I pledge
to support my fellow IBMers
working from home during
COVID-19.”
“
Arvind Krishna
Chief Executive Officer, IBM
Emb(race)
I pledge NOT to remain silent.
I pledge to better understand the
Black Experience.
I pledge to fully embrace race and
ethnicity with empathy.
I pledge to demonstrate equality
through action.
I pledge to create safe spaces to
speak out.
I pledge to be an upstander in
every environment.
I pledge to become an Ally.

18. Only then should
you consider
making a public
statement
18
A public stance may come
with risk; evaluate whether
you are able to respond
authentically and consistently
with your lived values.
Share internal message from your CEO publicly
Leverage public-facing channels to articulate support for your broader
communities
Make resources and best practices available (i.e. manager toolkits, webinars,
panel discussions) via owned platforms for public consumption.
1.
2.
3.

19. Kaiser
Permanente
19
How we come together during
times like these reveals the
character of our organization. I
find hope in the more than
200,000 people of Kaiser
Permanente — mission-driven
and talented individuals who are
committed to ending health and
human inequities and collectively
creating a better future.”
“
Greg Adams
Chairman and Chief Executive Officer,
Kaiser Permanente

20. 20
Ben & Jerry's
Today, we want to be even more clear
about the urgent need to take concrete
steps to dismantle white supremacy in
all its forms. To do that, we are calling
for four things…

21. 21
Redesigning
long termfor the

22. This is not a branding opportunity.
This is an opportunity to
your company’s values, mission, and
operating principles.
(re)evaluate

23. We need to reevaluate the
OPERATIONAL MODELS, RULES, PRACTICES&
we use to run our society &
our organizations.

24. Reevaluation
approach
24
RECOGNIZE
the implications for how members of
chronically impacted groups experience and
navigate life at home and at work
ASSESS
people, business, and market systems
for inequities
AS APPROPRIATE, RECONSTRUCT
systems in a way that supports experience
and opportunity parity for all communities

25. Key
considerations
when assessing
impact
25
Same disruption, different impact. Acknowledge that the
impact of the pandemic has not been the same for everyone.
Micro and macro-impacts. Prepare to address both personal
(families, jobs, etc.) and societal (geographies, demographics,
institutions, etc.) experiences.
Customized engagement models. Address the unique
experiences of your employees and consumers by prioritizing
cultural awareness and flexibility.

26. Redesigning
for opportunity
and experience
parity
26
Affirm and invest in
Inclusion, Equity,
and Diversity as core
values and business
imperatives for your
organization.
Evaluate
organizational
purpose, values, and
mission in the context
of the lessons from the
COVID-19 crisis.
Audit and rebuild
organizational
systems for equity
and equality; start
with people systems
(e.g. hiring, on-
boarding,
performance
management, career
development and
progression).
Educate your entire
organization on how
the pandemic
affected different
segments of the
population.
Invest in external
causes that address
societal inequities that
your employees and
consumers care about
and that are authentic
to your organizational
purpose, values and
mission.

27. PwC
27
It is important that we all
take time to understand the
experiences our
underrepresented
minorities—and especially,
in this situation, our black
colleagues—experience in
everyday life so that we can
all be better coworkers,
friends and allies.”
“
Tim Ryan
US Chairman, PwC

28. 28
Beyondbeing the
to do...
right
thing

29. Many employees
feel they cannot
speak about race
in the workplace.
29
But the toll of carrying burdens
silently has implications on
work performance, morale and a
company’s culture.
Stay silent and risk
reputational damage
and a compromised
ability to lead, both
internally and
externally.
Create space for your
people and achieve
broader cultural
relevance and greater
long-term financial
viability.

30. The business
benefits of
doing it right
30
believe it would be advantageous for company’s reputation
if the CEO were to speak out on issues*80%
*Weber Shandwick’s 2018 report on
CEO Activism
** KRC COVID-19 Consumer Poll,
April 21, 2020
*** Fortune and Great Place to work
of employees at companies who have experienced CEO activism said
that it did have a positive impact on company reputation*67%
of people will prefer to buy from companies that treated
their employees well during the coronavirus pandemic**80%
From 2007 to 2009, THE S&P 500 DROPPED 35.5; but companies whose key
employee groups (women, people of color, front-line workers, hourly male workers, and
long-tenured employees) reported ‘very positive experiences’ averaged a gain of 14.4%***

31. + Start from within by reaffirming your values
+ Use your platform to influence social issues that
are consistent with these values. Be authentic
+ Get smart about the issues facing diverse
populations
+ Continue to invest in diversity, equity & inclusion
+ Where possible, redesign your systems and
processes for parity
Key
takeaways
31

32. Helpful
resources:
32
National Urban League:
CATALYST Workplaces That Work for Women:
CEO Action Committee:
nul.org
www.catalyst.org
www.ceoaction.com
www.ascendleadership.orgASCEND Pan-Asian Leaders:
www.joincampaignzero.orgCampaign Zero:
NAACP Legal Defense & Education Fund: www.naacpldf.org

33. Forward to Work
Fostering Workplace Inclusion
in Challenging Times