WALTHAM, Mass., May 18, 2021 /PRNewswire/ -- Public coverage
of systemic racism has challenged businesses to promote cultures of
inclusion, often utilizing allies who serve as collaborators to
support historically underrepresented individuals and communities.
But along with that comes a need to understand the complex issues
required to become an advocate for change, according to a report
from Bentley University's Center for Women and Business (CWB).
Elevating Allyship in the Workplace highlights relevant
research and interviews with diversity, equity and inclusion
thought leaders, employees and executives to present best practices
for creating an inclusive workplace.
"The report establishes the need for allyship through data that
highlights the lived experiences of workers with unique identities,
including race, ethnicity, gender, disability, age, and LGBTQ+
status," CWB Executive Director Trish
Foster says. "It delves into complex issues that are central
to effective allyship including white privilege, systemic racism,
performative allyship, the role of fear and
Intersectionality."
Foster notes that the report specifically explores allyship
approaches for those who are Black and Asian American while also
including strategies for those who want to be white allies for
racial justice and male allies for gender equity. It also explores
LGBTQ+ allyship and advocacy for disability, including mental
health.
The benefits of an inclusive work culture
Discouraging data from LeanIn.Org indicates that, "despite an
overwhelming majority of white employees seeing themselves as
allies, less than half of Black women and only slightly more than
half of Latinas feel they have strong allies at work."
Deloitte research suggests that "allies might be the missing
link" in creating inclusive organizations. Employees in
organizations with cultures of inclusion and allyship report
feeling greater happiness and are more likely to go above and
beyond for their employers: They are 50 percent less likely to
leave; 56 percent more likely to work to improve their performance;
75 percent less likely to take a sick day; and up to 167 percent
more likely to recommend their organizations as great places to
work.
Allyship is necessary for psychological safety. Research from
Deloitte concludes that, "teams where workers feel psychologically
safe bringing their views to the table, and where their
relationships with other team members are strong enough to allow
them to do so in an assertive yet constructive way, will be well
positioned to engage in productive friction—the ability to draw out
conflict and learn from disagreements to generate new
insights."
Barriers to effective allyship
The CWB report cautions
that a significant hurdle to progress is performative allyship,
which occurs when individuals or organizations share information
about inequities but don't take authentic action to make change.
Examples include posting social media pieces on racial justice
without further action to press for change or making statements of
anger about current examples of social injustice without following
up to learn more about the underlying historic, systemic
issues.
A barrier to employees becoming allies is personal discomfort.
But the good news is that there are ways to lean into that
discomfort:
- Learn more about people with different identities such as
gender, LGBTQ+ status, race and religion without putting the onus
on underrepresented peers and friends.
- Think about intersectionality and how it impacts others'
lives.
- Read, watch documentaries, and listen to podcasts to learn
about people's unique identities.
- Work through potentially defeating concerns and fears with
other would-be allies.
Best practices to create an organizational allyship
program
"If you are developing an organizational program,
leverage proven best practices and view the journey as an
iterative process, allowing for trial and error along with
transparency about mistakes," Foster says. "Take a flexible
approach and recognize that even the most sophisticated
organizations face challenges when it comes to allyship and
inclusion."
Best practices to elevate workplace allyship include:
- Embed an organizational culture of safety; the tone from the
top is critical.
- Adopt the practice of non-judgmental dialogue that allows
employees voices to be heard.
- Admit mistakes, apologize, and work to correct them as you move
forward.
- Learn how to distinguish between intent and impact and be
willing to discuss it.
- Celebrate the success of allies and underrepresented
individuals.
- Make a public commitment to allyship as an organization.
- Prioritize employees before profits and ensure that branding,
client relationships and vendor agreements emphasize
inclusion.
- Ensure accountability on teams and among leadership. One
example is establishing a diverse personal advisory board that
gives leaders regular feedback.
- Utilize an assessment tool to measure the effectiveness of your
organizational and individual allyship initiatives.
- Recognize the challenges of a virtual environment, which
requires more intentional allyship and sensitivity to those
struggling or feeling excluded in a remote setting. Virtual drop-in
times, for example, could give employees a chance to connect more
spontaneously with managers and each other.
Foster says that while the CWB report highlights numerous
allyship strategies and approaches to create an inclusive
workplace, individual actions are key to success. "All allies
should work to amplify others' voices and engage in brave dialogue.
Try to move beyond performative allyship; true allies use their
power, skills, knowledge and relationships to advocate for change.
Doing so requires pushing back against long-standing practices and
attitudes. It is not easy but change seldom is."
Bentley University is more than just one of the nation's top
business schools. It is a lifelong-learning community that creates
successful leaders who make business a force for positive change.
With a combination of business and the arts and sciences and a
flexible, personalized approach to education, Bentley provides
students with critical thinking and practical skills that prepare
them to lead successful, rewarding careers. Founded in 1917, the
university enrolls 4,200 undergraduate and 1,000 graduate and PhD
students and is set on 163 acres in Waltham, Massachusetts, 10 miles west of
Boston. For more information,
visit bentley.edu.
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SOURCE Bentley University; Gloria Cordes Larson Center for Women
and Business