Black Lives Matter

I started Modern Human HR in 2013 because I wanted to bring my big brand experience to emerging and middle market companies in a way that is flexible and, well, human.

Initially the practice was focused on interim HR leadership. But over the last couple of years, especially as the #MeToo movement gained traction, clients have called on us to support their efforts in creating a more equitable and inclusive workplace.

As the events and protests across the country in the past few weeks have made clear, there are many people in our workplaces and communities who are denied the advantages of equal treatment because of the color of their skin. To figure how Modern Human can best contribute to promoting racial justice, we have engaged in a series of conversations with clients, HR colleagues, professional associations and our community.

Through these conversations we have been listening, learning – and unlearning – about how privilege works and the blind spots that it creates. While this began as a private journey for myself and my team, we felt it was important to share our plan of action with clients and colleagues. Here are the steps that Modern Human is committing to:   

1. Signing the WTIA racial diversity in tech pact.

2. Collaborating with fellow HR practitioners (national i4cp diversity council and local colleagues) on how to effect lasting change in the workplace.

3. Advocating for client investments in diversity, equity, and inclusion. DEI needs to be a leadership commitment and part of an organization’s recruiting, promotion process, and culture.  

4. Recognizing that multiple strategies are needed. There is no “one and done” solution to address inequality.

5. Donating to the ACLU, SPLC and supporting local WA state candidates that pursue an anti-racist agenda.

6. Working to encourage people to vote in elections for people who fight for the rights of Black people, including donating funds.

7. Participating in education specific to anti-racism, diversity, and inclusion.

These steps are just the beginning. We will share our progress, adjust our plan, and make sure we continue to make an impact. We are proud to be part of community that demands change.

Workforce Planning Amid Uncertainty

Making the Most of Payment Protection Funding

Next Level is a professional services firm with offices in Seattle and Portland. The firm is offering aid to businesses in need during the pandemic in the form of service grants, which offer a range of strategic expertise. I partnered on a service grant project for a Next Level client, which was among the first applicants for the Payment Protection Program (PPP).  Here are four things I’ve learned about the PPP and workforce planning:  

1. Establish your goals upfront. In this case, our objective is to preserve all jobs.

2. Use scenario planning. Because we can’t predict how business will resume after stay home orders are lifted, we modeled three scenarios to bring employees back from furlough. 

• Upon PPP funding, bring all employees back, assuming the stay home order has been lifted. This option assumes an immediate return to pre-Covid-19 sales.

• Bring 75% of employees back upon funding and the remaining 25% by June 30. Assumption: steady return of pre-Covid-19 revenue.

• Bring back a skeleton crew of 50% with the goal of bringing the remaining 50% back by June 30. Assumption: a much slower return to pre-Covid-19 revenues.

3. Tailor communication plans for each scenario. Each option requires detailed communication for both employees and managers. For example, company leaders need to address the question, “Why are some employees returning to work and I’m not?”

4. Establish close HR/Finance partnership to ensure accurate modeling. I collaborated with the company controller and NextLevel CFO. We modeled the impact of PPP dollars to both a base case financial scenario and a worst-case scenario. This modeling has supported the client’s decision not to conduct layoffs even at a low percentage (e.g. 5%), which aligns with their 100% job preservation goal.

Video Interviewing

Tips for hiring managers on building candidate rapport amid social distancing

Interviewing is stressful for any jobseeker, and especially so in our current environment. And now, it has to be done via video, which makes it harder to connect with people, and can add a layer of anxiety. While it’s understood you have an open job to fill with specific criteria, now is not the time for what I call “grilled candidate on rye.” Show genuine interest, extend generosity and be kind.

Here are a few tips:

Be genuine and share any connection. Find a connection on the resume if possible. Do you have a university in common? Even a remote connection, (e.g. mother attended UW) can start a conversation and begin to build rapport. Perhaps the candidate noted a volunteer organization on their resume, and you know of the organization’s good work – share that too.

Ask open-ended questions and maintain eye contact. Instead of asking “have you led a global project?” try soliciting deeper understanding about the candidate’s career using “tell me about a time you were given responsibility for a global project. What did you do and what did you learn?”

Listening can be particularly hard when there’s background noise, (e.g. kids, dogs, unexpected interruptions). Let these interruptions be O.K. and assure the candidate that you understand.

It’s easy to lose eye contact when using video. When you notice yourself viewing your own reflection turn your eyes toward the candidate and maintain focus on their video image.

Listen actively. Most leaders know how important listening is to effective interpersonal communications. Knowing that listening is important and being a good listener are two very different things. Here are three ways to listen: 

• Selective listening means listening for information relevant to the question asked or pertaining to the job requirements.

• Responsive listening includes offering verbal and non-verbal acknowledgement to the candidate to demonstrate that what they are saying is being heard. This type of listening is essential to earning trust. 

• Empathetic listening is paraphrasing back what the person is saying. For example, “Are you saying” or “Do you mean that….?”

Acknowledge and validate. Offer positive reinforcement and acknowledgement such as “that’s a great example.” These types of statements help candidates relax and be themselves. Remember, everyone likes to be validated for his or her accomplishments.

Share as much as you know about where the organization is going. Translate the general strategy so the candidate understands the context in which they would be working. Leaders need to give meaning to the day to day.

Offer details on how your organization is responding to the pandemic and looking forward in uncertain times.

Using these tips to establish rapport early in an interview will help ensure that your candidate has a positive experience, and is offering good eye contact, talking freely, elaborating on answers and volunteering information; in turn you’ll have a better understanding of how the candidate can meet the job requirements and fit within your organization.

DIVERSITY INITIATIVES

WHAT’S WORKING FOR THESE COMPANIES COULD WORK FOR YOU

Good news: Everyone is talking about diversity. It seems the message that companies with a diverse workforce boast increased sales, more customers and greater profits has gotten through. Diversity drives innovation, boosts employee satisfaction and enhances company reputation.

Bad news: There is still more talk than change, even as sensitivity trainings proliferate in conference rooms across America. That’s likely part of the problem: training is important, but too often it occurs in a vacuum, a reflexive punt to HR to “check the box,” without due consideration given to overall goals, or how it fits within a broader strategy.

Here’s what we know: diversity and inclusion is a cultural value, not an HR problem or a legal requirement. It’s only when efforts to address diversity and inclusion start at the top that we start to see substantive results; until then, it’s mostly window dressing.

Strategies range depending on company goals and culture; here’s a summary of ideas that are working for Modern Human HR clients and other companies striving to create inclusive workplaces that reflect the rich diversity of the American workforce.

Establish goals. Why is diversity and inclusion important to your company? What are your goals? Pick one to three goals and do them well.

Commit to goals, then measure and act. For example, Expedia set a target for 20% of all VP roles to be held by women in 2020. Or: evaluate gender promotion velocity. Determine the rate of promotion for women and minorities v. white males and create a goal to close gaps.   

Hire people who don’t look or think like you.

Develop policies. e.g.  formal nondiscrimination and anti-harassment policies. Ensure that there is a clear path for complaint intake and that investigations are conducted swiftly and have a bias for action for substantiated cases.

Close pay gaps. In April 2018 Salesforce CEO Marc Benioff wrote a check for approximately $3M to close the gender pay gap.  

Expand flexibility, which affects gender parity. 96% of workforce needs it, only 42% get it and only 34% of women get it.

Train. Communication, sensitivity — whatever aligns best with your goals. I recently implemented an anti-harassment program for the top 2,700 executives at a Fortune 25 tech company that provided them with tools to disrupt and address behaviors.

Create programs that engage and inspire. The consulting firm Slalom works hard to ensure an environment where all employees feel safe to bring their whole selves to work. In addition to affinity groups, Slalom has formed inclusion councils to hold themselves accountable and assess progress towards diversity and inclusion.

Take the CEO pledge. More than 800 CEOs have signed on to The CEO Action for Diversity & Inclusion. The organization aims to ensure safe work environments, mitigate unconscious bias, and share best – and worst – practices. Another aspect to the CEO Action is involving board of directors or governing bodies in reviewing progress towards diversity goals.

Enlist the Board. theBoardlist aims to drive performance through increased gender diversity on corporate boards. I recently had a client reach out to the theBoardlist for nominations; I’m pleased to report that two women have joined the newly formed board. We’re increasingly seeing boards that hold companies accountable for diversity and inclusion metrics.

Create diversity in venture funding. Founders for Change challenges venture capitalist to diversify. 1000+ founders have signed on. The list that FFC offers marks the first time that founders will be able to create investor target lists using resources that include investment stage, sector and diversity – all in one place. The implicit message: “Diversify or keep your money.”

Remember: Diversity and inclusion is a company value not an HR program. Diversity needs a leader in the business to ensure success. Think beyond unconscious bias training — training is important, but it’s not enough. Dig into your HR data to uncover gaps. Survey staff to identify challenges. Creating a diverse and inclusive workforce is not just about recruiting, or promotion; it’s not just about pay equity. It’s also about comfort: Do I feel comfortable to be my most authentic self at work? Can I speak up at this organization?

Companies that embrace diversity and reap its benefits lead by example; they create a culture of inclusion at their organization and say no to double standards. Look at your values. Are you living up to them?