Intersectionality is a powerful concept that holds immense meaning for Black women. It recognizes that our experiences of discrimination and inequality are influenced by various facets of our identity, including race, gender, and other factors. By acknowledging the intersections of our identities, we can gain a deeper understanding of the unique challenges we face and work towards creating more inclusive and equitable societies. After all, our identities are not separate, distinct boxes to be checked off but rather interconnected parts of who we are that shape our experiences and perspectives. By embracing intersectionality, we can better appreciate the diversity and richness of human experiences and work towards a more just and inclusive world for all.
Why Intersectionality Matters: Insights from Kimberle Crenshaw
Color“ published by the Stanford Law Review, refers to the idea that multiple aspects of identity, such as race, gender, sexuality, and class, intersect and interact to shape an individual's experiences of discrimination and inequality.
In her report, Crenshaw used the concept of intersectionality to highlight the ways in which race and gender intersect to shape the experiences of Black women in the workforce. She argued that the challenges Black women face cannot be fully understood by examining race or gender discrimination separately, as the intersection of these identities creates unique experiences of marginalization. Her insights have been particularly valuable in highlighting the specific challenges faced by Black women and other women of color, whose experiences of discrimination are often overlooked when examining either race or gender discrimination in isolation.
Black women have often been excluded from feminist theory and antiracist policy discourse because these frameworks tend to focus on a narrow set of experiences that do not fully capture the complex intersection of race and gender. Simply adding Black women to these frameworks without acknowledging their unique experiences of oppression and privilege is not enough to address their subordination. Instead, a new framework that takes intersectionality into account is needed to fully address the experiences and concerns of Black women.
By recognizing the intersectional experiences of Black women, feminist theory and antiracist policy discourse can move beyond a narrow understanding of oppression and privilege and better address the complex realities of marginalized communities.
Intersectionality in Construction Engineering
For Black women in the construction industry, these challenges can be especially daunting. The industry has historically been male-dominated, with few opportunities for women to advance into leadership roles. As a result, Black women often face not only bias and discrimination, but also a lack of representation and visibility.
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Only 14% of prime-age (25-54) engineering workers in the United States are Black or Latinx, despite making up almost one-third of the U.S. adult population.
Only 3% of engineers in the United States are Black or Latinx women.
15% of all engineers in the United States are Asian, while 66% are white.
Women, in general, are also underrepresented in engineering, with only 16% of engineers being women, even though they constitute almost half the prime-age working population.
In this article, we will explore the intersectional struggles faced by Black women in the construction industry and how we can work towards creating a more inclusive and supportive environment in construction sector:
Isolation and Lack of Representation
One big challenge that Black women face in the construction engineering industry is isolation. They often feel like they are the only ones in the room who look like them, and that can make it hard to connect with others and form study groups. This isolation can also lead to a lack of representation, which means that Black women may not see themselves reflected in the industry and may not have many role models to look up to. This can make it harder for them to see themselves succeeding in the industry and can even discourage them from pursuing it altogether.
Bias and Discrimination
Did you know that despite efforts to increase diversity in the construction industry, women of color and Black women still face significant bias and discrimination? According to a study by the National Women’s Law Center, Black women in construction earn only 68 cents for every dollar earned by white men in the same field. This wage gap is even wider than the overall gender pay gap, which is already too high.
And it’s not just about pay – women of color and Black women in construction often face discrimination on the job. They may also be overlooked for job opportunities and promotions due to implicit bias and stereotypes. This can make it challenging for them to advance their careers and achieve their full potential in the industry.
Networking Challenges
In addition to bias and discrimination, women of color and Black women in construction also face difficulties in forming networks. This can be especially challenging when trying to gain a deeper understanding of construction concepts and succeed academically.
According to LeanIn.Org, men usually have larger professional networks than women, and women of color have even fewer connections. This means that Black women and women of color in construction may have a harder time accessing resources and opportunities that can help them advance in their careers due to the lack of connections.
Exposure To Microaggression
Have you ever been in a situation where someone made an insensitive comment or gesture towards you because of your race or gender?
Unfortunately, women of color and Black women in construction often face microaggressions like this in the workplace. These microaggressions can range from dismissive gestures to inappropriate comments about their race and gender, and they can have a real impact on their confidence and sense of value in their job. It can be tough to feel respected and appreciated when you're constantly dealing with these kinds of experiences.
While the challenges are significant, there are strategies that can be implemented to address them and promote greater equity and diversity in the industry. By acknowledging and addressing the unique obstacles faced by Black women, we can help ensure that they are able to fully participate and thrive in the construction field.
Strategies To Overcome Intersectional Struggles of Black Women in Construction
Prioritizing Black Women's Advancement
To truly prioritize Black women's advancement, companies need to commit to addressing the intersectional struggles of sexism and racism that they face. This includes setting representation targets, tracking and sharing progress, and rewarding success. Not only is it the right thing to do, but it's also good for business. Research has shown that diverse companies are more innovative and profitable.
Image: Only a meager 7% of companies set representation targets for both gender and race, demonstrating a clear lack of commitment to advancing Black women in the workplace. (Source: McKinsey&Company)
It's time for companies to take action and make Black women's advancement a business priority. Clear goals, consistent measurement, and accountability are essential for creating meaningful change.
Fair and Inclusive Hiring and Promotion Process
To ensure a fair selection process, companies need to take a comprehensive approach in eliminating bias from those decisions. This means assembling diverse candidate pools, offering bias training for decision-makers, and establishing clear and specific review criteria to prevent subjective evaluations.
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Less than 50% of companies require diverse candidate pools for hiring and only 25% require them for promotions.
Only 19% of companies require unconscious bias training for employees involved in hiring, while a mere 4% require it for employees involved in performance reviews.
In addition, companies must proactively address the promotion pipeline for Black women by providing access to leadership training, mentorship, and sponsorship programs. This will allow them to receive high-profile assignments that will strengthen their skills and increase their visibility for career advancement. By taking these measures, companies can help break down the barriers that prevent Black women from advancing in the construction industry.
Create A Culture of Belonging
In order to create a truly inclusive workplace where Black women and other marginalized employees feel they belong, construction companies need to take action. It starts with creating a safe environment for everyone. This means clearly communicating that discrimination of any kind is unacceptable, and empowering employees to speak up if they see any form of prejudice or bias. However, it's not just about preventing negative behavior. To truly make Black women feel welcome and appreciated, companies need to go beyond the basics.
This means actively working to create a workplace that values diversity and encourages different perspectives. Companies can do this by celebrating and recognizing the contributions of Black women and other marginalized employees, and by providing opportunities for everyone to participate in decision-making and leadership.
The Step Forward …
In conclusion, intersectionality is an important aspect to consider when addressing diversity and inclusion in the construction industry. It is crucial to recognize that Black women face unique challenges and barriers that arise from the intersection of their race and gender.
To overcome these challenges, companies in the construction industry must commit to making Black women’s advancement a business priority by setting representation targets, tracking progress, and rewarding success. They must address bias in hiring and promotions through diverse candidate pools, unconscious bias training, and clear and specific review criteria. Creating an inclusive workplace is also vital in making Black women feel valued and welcome. These actions should be taken simultaneously, and the support and commitment of senior industry figures is essential for fundamental change to occur and be sustained in the long term. By implementing these strategies, the construction industry can take a significant step towards creating a more diverse and inclusive workforce.
The construction industry in the United States remains predominantly male-dominated, with women accounting for just 10.9% of the workforce, according to the U.S. Bureau of Labor Statistics. This underrepresentation can be attributed to several factors. Firstly, there is a scarcity of role models for women in the construction field, which hampers their ability to envision themselves in such careers. The lack of visible female leaders and mentors reinforces the perception that construction is a traditionally male domain. This gender disparity has far-reaching implications, as it perpetuates both conscious and unconscious biases throughout the industry.
What is Conscious Bias?
In construction, conscious bias against women can cast a long shadow over their potential. Picture this: men presuming that women lack the ability to handle certain tasks, simply due to stereotypes about physical limitations or capabilities. Unfortunately, this not only stifles their professional growth but also fuels distressing instances of sexual harassment that women courageously confront. Moreover, the persistent notion that women don't fit the "culture" of shop talk and the predominantly male work environment only deepens the divide. And let's not forget the outdated stereotype that assumes women can't work late because of their parental responsibilities. These biases act as formidable barriers on the road to progress. It's high time we demolish these obstacles and forge an inclusive, thriving construction industry where women can soar to new heights, unhindered by unfair biases.
What is Unconscious Bias?
Unconscious bias arises when deeply ingrained stereotypes and assumptions about gender affect decision-making processes. It can manifest in various ways, such as during hiring and promotion practices, where women may face skepticism or discrimination based on preconceived notions of their abilities or suitability for physically demanding roles.
What is unconscious bias?
This bias can also manifest in workplace dynamics, creating an environment where women may feel isolated, undervalued, or subjected to microaggressions.
The male dominance in construction not only restricts opportunities for women but also hinders the industry's growth and innovation potential. By limiting the talent pool to a narrow demographic, the industry misses out on diverse perspectives and fresh ideas that women can contribute. Moreover, studies have shown that diversity and inclusion positively impact organizational performance and problem-solving abilities. Embracing gender and cultural diversity in construction could lead to enhanced productivity, increased employee satisfaction, and improved overall outcomes.
Unconscious Bias: Unveiling its Impact on Recruitment and Advancement in the Construction Industry
Unconscious bias has a significant impact on recruitment and advancement within the construction industry, perpetuating gender disparities and limiting opportunities for women. Numerous studies have shown that unconscious bias affects decision-making processes, leading to biased hiring practices and hindered career progression for women in construction.
During recruitment, unconscious bias can influence how candidates are perceived and evaluated, resulting in unequal treatment based on gender. For example, recruiters may unconsciously associate physical strength and endurance with male candidates, leading to the perception that women are less suitable for physically demanding roles. This bias can result in women being overlooked or underestimated during the selection process, even if they possess the necessary skills and qualifications.Additionally, during the interviewing process, women candidates may be asked different questions than men, further perpetuating bias and adding another layer of inequity to the recruitment process. It is crucial to address these biases, both conscious and unconscious, and create a more objective and fair evaluation process that truly values the talents and abilities of all candidates, regardless of their gender.
Statistics support the presence of bias in recruitment.
A longitudinal analysis conducted by the National Science Foundation sheds light on gender bias within the job market, specifically in construction recruitment. The study reveals compelling findings indicating the presence of gender bias in various aspects of the hiring process. Notably, women are less likely to receive interview invitations compared to equally qualified male counterparts, indicating a bias against women. Furthermore, women are more frequently questioned about their family responsibilities, regardless of the similarity of their resumes to those of men. This disparity suggests an unfair scrutiny and potentially hinders women's chances of securing employment in the construction industry.
Moreover, the study identifies that gender bias extends beyond the realm of hiring managers and permeates the way construction companies advertise job opportunities. Particularly, job postings within the construction sector tend to predominantly feature images of men, inadvertently deterring qualified women from applying. The cumulative effect of these biases is detrimental, as it limits employment opportunities for women and perpetuates the underrepresentation of women in the construction field.
The study “Are Emily and Greg More Employable Than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination" conducted by the National Bureau of Economic Research investigated labor market discrimination and explored the employability of individuals with different-sounding names. The study focused on gender bias and racial bias in the construction hiring process. The results revealed significant disparities in callback rates based on the gender and racial associations of the applicants' names. Resumes with male-sounding names received a higher number of callbacks for interviews compared to identical resumes with female-sounding names, indicating gender bias. Similarly, resumes with white-sounding names received more callbacks than identical resumes with black-sounding names, indicating racial bias.
The findings underscore the existence of biases in the construction industry, as well as in other sectors, which hinder the employment opportunities of women and people of color, contributing to their underrepresentation in the construction field.
Unconscious bias also affects career advancement within the construction industry. Women may face additional challenges in accessing opportunities for promotions or leadership positions due to perceived gender stereotypes and biases. For instance, women in construction are often assumed to be more suited for administrative or support roles rather than skilled trades or leadership positions. This bias can hinder their professional growth and limit their ability to advance within the industry. It also limits wealth and income for women who often outlive their male spouses and partners.
A study conducted by LeanIn.org and McKinsey & Company found that women are significantly underrepresented in management roles. In fact, only 1 in 4 C-suite leaders is a woman, and only 1 in 20 is a woman of color. This underrepresentation is a clear indication of the barriers and biases that women face when it comes to career advancement in construction and other industries.
Addressing Unconscious Bias in the Construction Industry: Strategies for Action
Overcoming unconscious bias in the construction industry is a crucial challenge that requires proactive efforts from construction organizations. Let's dive into some exciting strategies that can make a real impact:
Educate and Raise Awareness: Ignite a movement against unconscious bias in the construction industry! Empower employers and employees through dynamic training programs, immersive workshops, and thought-provoking initiatives that challenge their perspectives and ignite real change.
Revamp Hiring Practices: It's time to revolutionize the way we hire! Embrace blind hiring techniques that strip resumes of personal details, allowing skills and qualifications to take the spotlight. Break free from biases by conducting structured interviews that give all candidates an equal chance to shine.
Foster a Culture of Belonging: Let's build an inclusive construction family where everyone thrives! Spark a cultural transformation by providing captivating diversity and inclusion training that celebrates differences and stamps out discrimination. Create a harmonious workplace where creativity and innovation flourish.
Data-Driven Insights for Breakthroughs: Embrace the power of data to drive meaningful change! Collect and analyze hiring and demographic data to unearth hidden biases and sculpt strategies that promote fairness, diversity, and an inclusive talent marketplace.
Be Accountable, Be Bold: Take ownership of creating an equitable construction industry! Set ambitious goals, track progress, and fearlessly adapt strategies as needed. Let's be trailblazers in the fight against bias, showing the world that change is possible.
Bust Stereotypes, Embrace Uniqueness: Smash through stereotypes and embrace the beauty of individuality! Challenge outdated norms by asking thought-provoking questions and illustrating the detrimental impact of stereotypes. Together, we can break barriers and pave the way for a more inclusive future.
Mind Your Biases, Amplify Consciousness: Be the change you want to see! Cultivate self-awareness by actively recognizing and addressing your own biases. Let's strive to make unbiased decisions, free from stereotypes and prejudice.
Become an Inclusion Advocate: Lead by example and champion diversity! Proactively seek talent from diverse backgrounds, fostering an environment where everyone's unique contributions are valued and celebrated. Together, we can create a construction industry where success knows no boundaries.
With these action-oriented steps, let's revolutionize the construction industry, fueling a vibrant and inclusive workforce that drives innovation and thrives on the power of diversity. Together, we'll build a future where unconscious bias has no place!
In the first part, "Overcoming Marginalization of Black Women in Construction Leadership," we discussed the obstacles Black women face as leaders in construction. From being overlooked for opportunities to experiencing discrimination and bias, the challenges are significant. By having an open mind and positive outlook, we can explore new horizons and embrace exciting opportunities. In part two, we will explore how Black women can become exceptional leaders in construction. We'll discuss strategies and advice from trailblazers who are breaking down barriers, increasing diversity, and bringing new perspectives. Through their efforts, Black women leaders can drive the industry forward and create a lasting impact.
The Positive Impact of Black Women in Construction Leadership
Imagine breaking down barriers and increasing cultural diversity in construction at the top – that's what Black women leaders can do! They can bring new perspectives, innovative ideas, and better representation to the industry.
Improved Diversity and Inclusivity
Imagine walking into a construction site and seeing women of color leading the team. It's a refreshing sight that brings with it a lot of benefits. The inclusion of Black women in leadership positions in construction benefits everyone by promoting collaboration, creativity, and progress. They challenge stereotypes and pave the way for future generations to excel. Their unique perspectives break down barriers in the industry.
Having Black women in construction leadership is not just about ticking off diversity checkboxes. It's about creating a space where everyone's voice is heard, respected, and valued. Black women leaders can help build relationships with clients and communities from diverse backgrounds, leading to increased trust and stronger partnerships. Their leadership can inspire and motivate employees from all backgrounds to be their best selves and strive for excellence.
Ultimately, the presence of Black women in leadership roles in the construction industry can lead to positive changes in the way the sector operates, creating a more inclusive and welcoming environment for everyone.
Better Creativity and Innovation:
Having Black women in leadership positions in the construction industry can bring a fresh perspective and promote diversity that can inspire creativity and innovation. Black women can challenge the status quo, bring in new ideas, and encourage different ways of thinking and problem-solving. This can lead to the development of exciting new projects and solutions that benefit the industry as a whole.
To illustrate the point, let's take a look at some examples. A Black woman in a leadership role in construction may bring ideas for sustainable building practices that align with her community's cultural and environmental values. Her perspective may lead to a focus on developing affordable housing projects that cater to the needs of low-income communities of color. A Black woman's experience as a caregiver may inform the design of construction sites to ensure that they are accessible and safe for workers with caregiving responsibilities.
Drive Profits and Success:
Having a diverse and inclusive leadership team is crucial for any industry to succeed, and the construction sector is no exception. When it comes to profitability and success, research has shown that companies with diverse leadership teams tend to outperform their less diverse counterparts. This is primarily due to the fact that a diverse leadership team brings a variety of perspectives, experiences, and skills to the table. Consequently, when Black women hold leadership positions in construction, it can help drive the success of the company, improve decision-making processes, and foster a better understanding of diverse markets.
Claiming Your Place: Effective Strategies for Black Women in Construction to Take the Lead
In 2023, the construction industry in the United States remains a predominantly white male-dominated field, with a lack of diversity at all levels. But there are women who are breaking down barriers and making strides in this industry, and among them are Black women who have been historically marginalized and underrepresented. These women are claiming their place in construction and taking the lead, despite facing unique challenges and obstacles. With perseverance and a strategic approach, they are achieving success and inspiring others to follow in their footsteps. Let’s explore some effective strategies that Black women in construction can use to overcome these challenges and thrive in their careers.
1. Creating a Powerful Personal Brand and Network
“I cannot stress enough the importance of having a strong network of like-minded individuals who can offer guidance, advice, and support in navigating the challenges of being a Black woman in male-dominated industries such as construction, manufacturing, and tech. It's not just about building a network, but it's about building relationships with individuals who share similar experiences and can provide insights and perspectives that you may not have considered before." – Michele Heyward – Founder, PositiveHire.
Black women leaders in the construction industry can greatly benefit from developing a strong personal brand and network. To do this, it's essential to identify your unique strengths, values, and goals and leverage them to create a powerful professional identity. Creating a professional website, establishing a social media presence, and showcasing your expertise through speaking engagements and publications can help you build a personal brand that stands out in the industry.
Networking is equally important. Attending industry events, joining professional organizations, and reaching out to other professionals in your field can help you forge relationships and stay up-to-date on the latest trends and best practices. As a Black woman in construction leadership, it's particularly important to connect with other Black women in the industry as they can offer valuable insight and support.
In addition to building your personal brand and network, it's vital to seek out opportunities to lead and make a meaningful impact in the industry. Volunteering for leadership roles in professional organizations, taking on challenging projects, and advocating for greater diversity and inclusion in the industry are all powerful ways to create change. By developing a strong personal brand, building a supportive network, and actively seeking out leadership opportunities, Black women leaders can create a lasting impact on the construction industry and inspire others to follow in their footsteps.
2. Advancing Education and Certifications
“Starting a thriving career in construction begins with acquiring relevant education and training. These are important to help you obtain the skills appropriate for the trade and perform competently in your role. Most construction workers only require a high school diploma. But, you can improve your capabilities on the job or enroll in specialized programs that enhance your work experience.” – The National Association of Women in Construction (NAWIC)
Black women in construction can benefit greatly from pursuing education and certifications. Obtaining specialized knowledge and skills can help you stand out in a competitive job market and increase your earning potential. Many universities and vocational schools offer degree and certificate programs specifically geared towards the construction industry, as well as certifications from professional organizations.
“A lot of people think they can just buy equipment and start doing these floors with no knowledge of construction or concrete or business. You can be the best type of builder or construction worker, but if you don’t know the business side, then it’s not going to work out for you.” – Kimberley Robles, Robles Concrete Design LLC (Source: Citi)
In addition to formal education, seeking out on-the-job training and mentorship can also be valuable. Many companies offer apprenticeship programs or job shadowing opportunities to help employees develop new skills and gain hands-on experience. By pursuing education and certifications, Black women in construction can position themselves for success and open up new opportunities for career advancement.
3. Finding Mentors and Sponsors
Having a sense of camaraderie with someone who has gone through similar experiences provides women with perspective—and helps them see there is a path to success in the construction industry. It can be as simple as having someone to ask: “What did you do in this situation?” or “How did you get through this challenge?” (Source: Construction Executive)
The Game-Changing Impact
Seeking out mentors and sponsors can be a game-changer for Black women in the construction industry. Imagine having someone in your corner who can guide you through the ups and downs of your career, provide valuable feedback, and connect you with new opportunities. That's the power of having a mentor in the construction industry.
Qualities of a Good Mentor
A good mentor should have a wealth of experience in the industry, be knowledgeable about the field, and take a genuine interest in your career growth. They should be able to provide valuable insights and advice based on their own successes and challenges. And, most importantly, they should be someone you feel comfortable talking to and seeking guidance from.
The Role of Sponsors
But, it's not just about having a construction mentor and certification – sponsors can also play a crucial role in your career advancement. Sponsors are typically senior leaders in the industry who are willing to advocate for you and help you advance in your career. They can introduce you to new opportunities, connect you with influential people in the industry, and help you build your professional network.
Inspiring Representation
“That was the first time I actually saw someone who looked similar to me in construction. She was a woman from India, and she was a mechanical engineer. Just seeing her really made me feel I could do it.” – Nadene Taylor, Senior Associate at Beyer Blinder Belle Architects & Planners (Source: ProCore)
Embrace Mentorship and Sponsorship
So, don't be afraid to reach out and seek mentorship and sponsorship. It can make all the difference in your career journey as a Black woman in construction leadership.
4. Risk-Taking and Self-Advocacy
“It was powerful for me to start my journey there, understanding that I would always be representing my gender and race when I am in a room and in a space. And that gave me the privilege of having a purpose to know I needed to always show up and show out. And whenever I did, I was able to flourish.” – Pascale Sablan, Associate Principal at Adjaye Associates Architects (Source: Citi)
Taking risks and speaking up for oneself is crucial for success in the construction industry. Black women leaders need to have the courage to take calculated risks, try new approaches, and step outside of their comfort zones. This can include taking on challenging projects, pursuing leadership roles, and advocating for themselves and their ideas.
At the same time, it is important for Black women leaders to speak up for themselves and assert their ideas and opinions. This can involve advocating for diversity and inclusion in the workplace, challenging stereotypes and biases, and promoting innovative ideas and solutions.
When Black women leaders take risks and speak up for themselves, they not only advance their own careers but also pave the way for future generations. By demonstrating that Black women can be successful in leadership roles in the construction industry, they inspire others to follow in their footsteps and break down barriers to progress.
Claiming their seat at the table: Black women leaders in construction
Black women are shattering the glass ceiling in the construction industry and claiming their seat at the leadership table. With determination, resilience, and hard work, they are defying the odds and paving the way for a more diverse and inclusive future in construction. These trailblazing women are demonstrating that not only can they do the job, but they can do it exceptionally well, bringing fresh perspectives and innovative ideas to the table.
So let's celebrate these inspiring engineers who are breaking down barriers and making a difference in the industry!
Sharon A. Jean-Baptiste, P.E. is a successful leader in the engineering industry, with a background in civil engineering and water resources engineering. She has worked for prominent companies like Jacobs and CH2M HILL, where she has held executive and leadership positions. Sharon is also an advocate for access, equity, and community in the engineering field and has a strong commitment to connecting people and ideas through engineering.
Mae Whiteside Williams, PE is the President and CEO of CKL Engineers, LLC, a civil and environmental engineering firm that operates in several states across the US. As a licensed civil engineer, Mae has grown the company from a one-person operation to a multi-disciplinary A/E firm that delivers high-profile projects in aviation, construction management, and environmental and structural engineering services.
Mae is also passionate about giving back to her community. She is involved in national political endeavors and local philanthropic causes, including serving on the President's Council for the Museum of Science and Industry, The Economic Club of Chicago, and the Lumen Cordium Society of the Archdiocese of Chicago. She founded the Women Stem Entrepreneurs Breakfast Club and is a champion for women business owners to achieve success.
Jazlyn Carvajal is a trailblazer in the world of engineering and construction management, currently serving as the Director of the Project and Construction Management Group at Webcor Builders. With experience managing construction projects across multiple states and as co-founder of the Latinas in STEM Foundation, she has been instrumental in reshaping the landscape for STEM interest in urban communities.
She received her Bachelor of Science Degree in Civil Engineering from the Massachusetts Institute of Technology, where she was an active volunteer and served on the Board of Directors, Class Reunion Committees, Educational Council, and as president of the MIT Club of Northern New Jersey. She was also a featured speaker at both the 2018 MIT Women’s Unconference and the 2017 Ingeniosas Science and Technology For All Conference in Chile. Jazlyn's exceptional leadership, passion for STEM education and advocacy for women of color make her an inspiration and role model for young women everywhere.
Marisol Aponte is an experienced professional in engineering construction with over 15 years of construction management experience in a variety of project roles. She has a strong background in structural design, fabrication, shop coordination and quality assurance. Marisol is currently working as Project Manager at MSG Sphere at the Venetian where she is a valuable asset and brings extensive experience, technical knowledge and a passion for ensuring quality in every aspect of the project.
Marisol has also contributed to various other construction projects and provided oversight for Market Elevated Reconstruction project, where she served as a Project Engineer, Assistant Resident Engineer and was responsible for inspection, including NDT examination, for high-strength welds according to AD. 1.
Karen Bobo is a seasoned professional in the engineering and transportation industry, with over 30 years of experience working at the Federal Highway Administration. She is currently serving as the Director of the Center for Transportation Workforce Development, a position she has held since May 2019. Karen has also held several leadership positions at the Federal Highway Administration, including Division Administrator in Iowa, Assistant Division Administrator, and Director of Local Agency Programs in California.
Karen's experience in the transportation industry includes managing field operations and state programs teams, providing equal opportunity oversight, and coordinating a highway engineer training program. She holds a Bachelor's degree in Civil Engineering from Clemson University.
Sentho White is an experienced safety expert and leader in energy and transportation with over 20 years of experience, including 16 years in the Federal Government. In her role as Acting Director of the National Center of Excellence for LNG Safety, she oversees safety, regulatory, and research programs across multiple sectors, and leads a team that manages multi-million-dollar research investments in emerging technologies.
White is a principal advisor on energy and transportation regulatory policies and positions, and has established a culture of inclusion, diversity, strong performance, and productivity within her teams. She holds a BS in Civil Engineering from the Georgia Institute of Technology and an MS in Environmental Engineering from Johns Hopkins University.
Angelique Diaz, Ph.D., P.E. is a Deputy Director at the US Environmental Protection Agency (EPA) with extensive experience in government, industry, and higher education. She holds a Ph.D. in Environmental Science and Engineering and a B.S. in Chemical and Petroleum Refining Engineering from the Colorado School of Mines. Diaz is a licensed Professional Engineer (PE) and has served as the Drinking Water Section Chief and Acting Safe Drinking Water Branch Chief at the EPA. In addition, she has worked as a guest lecturer at the Colorado School of Mines and as an Invited Expert-Teacher at the Department of Defense Dependent Schools.
Diaz has also served as President of the Colorado Society of Hispanic Professional Engineers, where she worked to inspire underrepresented groups, particularly young women of color, to pursue careers in engineering and STEM fields.
Yvette Selby is the Deputy Director of the Existing Chemical Risk Assessment Divisions in the office of Pollution Prevention and Toxics at the US Environmental Protection Agency (EPA). She has been working with the EPA for over 25 years, having previously held positions such as Chief of the Risk Assessment Branch and Associate Chief of the Exposure Assessment Branch.
Selby has a BS in Chemical Engineering from Northwestern University, an Advanced Certification in Environmental Engineering from John Hopkins University, and a Masters of Engineering in Civil (Environmental) from Howard University.
Veronica O. Davis is a transportation and civil engineer specializing in transportation. She has extensive experience in transportation planning, neighborhood planning, community development, public speaking, policy development, facilitation, feasibility analysis, equity, and justice. Veronica was recognized as a Champion of Change in transportation innovation by the White House in 2012. She is a registered Professional Engineer in civil engineering. Prior to her current position as Director of Transportation and Drainage Operations for the City of Houston, she was the co-founder of Nspiregreen LLC, where she managed major planning functions such as transportation planning, transit-oriented development, master planning, policy development, and long-range planning. Veronica has also worked as an Urban Planner III for the City of Alexandria and as a Personal Trainer for Gold's Gym.
Veronica O. Davis is also an advocate for equity and justice in transportation planning and community development. She has worked on various projects to ensure that marginalized communities have access to safe and reliable transportation and infrastructure. She is a frequent public speaker and has presented at numerous conferences and events on the topics of transportation, community development, and social justice.
Yaritza Garcia is a highly experienced environmental engineer and manager with a passion for sustainability and nature. She holds a Bachelor's degree in Chemical Engineering from the University of Puerto Rico-Mayaguez and a Master's degree in Environmental Protection Management from the Polytechnic University of Puerto Rico.
With over 20 years of experience in the field, Yaritza has held a variety of roles in environmental engineering and management. Currently, Yaritza serves as the Chief of the Environmental Program Section at the U.S. Department of Veterans Affairs, where she oversees the development and implementation of environmental programs to protect the health and safety of veterans and VA employees. In this role, she has been instrumental in driving sustainability initiatives and reducing the environmental impact of VA operations.
Cicely Hart is a seasoned engineer and leader who has spent the last two decades building her career at Duke Energy. Her passion for leadership was evident on her first day at the company, and today, as Vice President of Region Support for Duke Energy's Midwestern service areas, she is committed to sharing her knowledge with others.
In her current role, Hart oversees health and safety protocols, engineering functions, workforce development, and project management for grid improvement. During storms and other emergencies that cause widespread power outages, she's responsible for ensuring that the company has enough crews ready to respond quickly and efficiently.
Hart's education includes an MBA in Applied Management from Indiana Wesleyan University and a BSEE in Electrical and Computer Engineering from Purdue University. During her time at Purdue, she was an active member of the National Society of Black Engineers. Today, as a successful leader and role model, she continues to inspire the next generation of engineers and leaders.
Judith Ibarra-Bianchetta is a force to be reckoned with in the world of infrastructure solutions. As Vice President of US Growth and Strategy at Tetra Tech, she's responsible for driving the company's growth initiatives across the country. With over 20 years of experience in business development, operations, program/project management, government affairs, and community relations, she's held various leadership roles in Texas and California, including Operations Manager, Client Account Manager, and Area Manager.
Judith is a true advocate for diversity, equality, and inclusion, serving as the Executive Sponsor of Voces, Tetra Tech's Latino/Hispanic Employee Resource Group, and the Deputy One Water Growth Initiative Leader. She's also a passionate STEM activist, dedicated to promoting STEM education and opportunities within the Latino/Hispanic community.
Throughout this article series, we've explored the crucial role that Black women play in the construction industry and the obstacles they face in attaining leadership positions. Despite their significant contributions, Black women remain underrepresented in leadership roles in this male-dominated industry.
We've delved into the hurdles that women face in the building sector as leaders, including gender and race discrimination, limited access to resources, and the lack of mentorship. It's no secret that these obstacles have created a challenging environment for Black women to advance in their careers.
However, we've also emphasized the importance of Black women leaders in construction and the impact they can make in promoting diversity and inclusivity. By having more Black women leaders in construction, we can create an environment that supports and encourages diversity, which will benefit not only the industry but society as a whole.
Let's celebrate and support our Black women leaders in construction and ensure that we continue to pave the way for future generations!
For women of color in STEM, it is sometimes very lonely and isolated. We often feel underappreciated and overlooked, while our pay is significantly lower compared to that of our white male counterparts. Being a woman of color in science, technology, engineering, and math (STEM) can be difficult.
It's important to remember, that while we may feel alone working to push those boundaries of diversity in STEM, we do not stand alone. In an inclusive profession, there are those who are standing with you. They aren't family, they aren't friends, they aren't classmates. They are women of color who have left science, technology, engineering, and math (STEM) because of their struggles. There are other women of color who admire us for forging ahead in careers where there are so few of us. Then there are the little girls of color who dream of being us.
You represent the future
1. Women of color who have left science, technology, engineering, and math (STEM). They stand with us because they truly understand the barriers we face and encounter daily. While they are no longer in science, technology, engineering, and math (STEM) they haven't forgotten about you. They don't think less of you as you don't think less of them. Instead, they are supporting you in prayer, encouraging words and
2. Women of color who admire us support our cause for three key reasons. Firstly, many of them may not personally know anyone involved in STEM fields. Secondly, they are aware that careers in science, technology, engineering, and math (STEM) demand strong mathematical, scientific, and analytical abilities.
3. Little girls of color are pure magic untapped. You have ignited their passion for science and technology, showing them that they can achieve anything they set their minds to. Your support and encouragement have made a lasting impact on these young girls, empowering them to pursue their dreams and make a difference in the world.
These little girls see themselves in you and believe that they too can become leaders in the fields of STEM. Your influence has opened doors for them, giving them hope and confidence in their abilities. Keep inspiring and empowering the next generation of female scientists, engineers, and innovators!
Conclusion
Despite the challenges we face on a daily basis in the fields of Science, Technology, Engineering, and Math, it is crucial to remember that we are not alone. It is important to acknowledge that even though we may not personally know or interact with other women who share our occupations, we are not fighting this battle by ourselves..
In our chosen STEM career fields we should not think of each other as strangers. We are bonded by our shared passion for STEM. It is worth mentioning that the appearance of our comrades being strangers is a mere mirage. Because of our chosen career alone, makes us all related or at least relatable to each other. We are our own clique we speak our own language, we don't communicate like other groups we move in silent yet powerful strides. Those traits alone whether we stay or leave our chosen STEM career, makes us family and a force to be reckoned with in our battle for diversity and inclusion.
Women of color in STEM these strangers are singing Kanye's song Clique. "Ain't nobody f#cking with OUR clique… Ain't nobody fresher than my clique… They don't do it like OUR clique!"
The U.S manufacturing workforce has been improving in technology for more than two years. The industry is poised to transform work and is also said to have a significant impact on the nation's economy. The manufacturing industry contributes $2.3 trillion to the country's economy GDP and employs over 12 million people.
In recent years the U.S manufacturing industry has seemed to be in danger of losing its position as the world-class manufacturing economy owing to the workforce shortage. This causes the output to decrease and hence a fall in gross sales. The number of manufacturing companies in the U.S has also fallen by 25% indicating slow production activities.
This workforce shortage can be improved with exponential technology such as advanced robotics, artificial intelligence, and advanced people's analytics if applied correctly. As technology itself develops, the industry must figure out how current professions and the skills connected with them are evolving into new employment and career paths.
How can the industrial sector get ready for this new working environment and train its workforce to coexist with robots and cutting-edge technology? What abilities or skills will be considered "must-haves" in the jobs of the future? What are the routes for education and training to make these capabilities possible?
The future of the U.S. manufacturing industry lies in areas it neglects. Let’s first look at how it neglects women's participation. U.S. manufacturers aren't making both males and females actively participate in the development process of the manufacturing industry.
Future jobs and skill sets of the future workforce are the next to consider. Some U.S manufacturing companies are working on putting humans in the loop and retraining them to leverage technology for more productivity. This is not just to eliminate cost but to provide value to customers and give many people meaningful work.
Another aspect is the increasing need for digital and soft skills. Technology must replace some manual tasks in today’s manufacturing. Research by the World Economic Forum reveals the top 10 skills that are needed in the next 10 years, part of which include critical thinking, people management, and web development. It is also important to embrace other digital software and artificial intelligence to allow smooth operations of manufacturing industries.
In conclusion, the U.S manufacturing industry still has a promising future if exponential technology is incorporated and women are allowed to be actively involved in the manufacturing process.
After the pandemic, there are calls to manufacturing companies to drive performance regarding the future of work. Searching and attracting talents, recruiting, and building a diverse, equitable, and inclusive workforce are the most common challenges facing manufacturing companies in the U.S.
Equity refers to the process of ensuring programs and processes are fair and provide more possible outcomes for both genders (male and female). Diversity deals with differences in settings of the workplace while inclusion talks about workers having a sense of belonging in the workplace.
Equity has three main work spheres which are access, enablement, and advancement which work together and are ignited by the talent marketplace thereby changing workforce processes.
Building an internal marketplace helps to achieve equity impact if and when it’s done properly. An internal talent marketplace is a platform that enables businesses to match employees with full-time or part-time work. This work can be in the form of temporary assignments, projects or gigs, mentorship, volunteering, and more. The factor that links talent to opportunity is skills.
Due to their objectivity, talent marketplaces aid in removing obstacles to opportunity and offer the transparency necessary for equal results. They provide workers the freedom to take charge of their professional advancement inside the company.
The following are ways through which the talent marketplace can help DEI goals:
Firstly, the talent marketplace can help uncover marginalized and diverse talent who have been overlooked for previous opportunities. It enables and enables individuals to pursue their careers and have access to new and future opportunities. It provides employees with the opportunity in their geographical location, function, and the current role required in the production industry.
Secondly, it eliminates unconscious bias when hiring and promoting employees within DEI programs, organizations may define a deliberate inclusive strategy to better match talent and achieve equality based on capabilities when they use an AI-based platform. This technology can be utilized for talent matching by developing or revising talent procedures and policies. An impartial assessment of talent based on abilities rather than likability or social connections helps to lessen or even eliminate any potential unconscious bias.
Lastly, it is an effective tool for talent development. Through the talent marketplace, manufacturing companies can now provide many career aspirations to workers. Organizations have access to pertinent data for DEI evaluations and may examine the skill sets and workforce makeup of different employee groups, particularly underrepresented populations.
This information makes it easier to plan customized programs for underserved groups so they may better understand and utilize their marketing abilities as well as identify new skill development opportunities.
In conclusion, the knowledge of talent marketplace is required for the correction of DEI challenges.
The economy is now taking a huge turn and consumer spending capacity is inching closer to the pre-pandemicera. This gives the manufacturing industry a green light to increase their production, however, the labor shortage is the major factor hindering the development.
In the US, the manufacturing workforce shortage has caused issues in the industry with over 2 million positions unfilled for talented personnel There are more than 8 million manufacturing jobs that could go unfilled before 2030.
From research, 84% of manufacturing executives agree that the manufacturing industry is experiencing a huge shortage of workforce, which will be exacerbated by 2.7 million professionals retiring from the industry in the next 10 years.
This shortage will make the industry unable to meet its production goal. However, to know the necessary solution it’s important to know the reasons why the shortage is increasing. The causes include:
Lack of stability
Lack of stability is brought about mainly by the disruption of the supply chain which negatively affected production at the manufacturing plants. The reduction in production makes most of the workers feel the urge to leave their employers since they are concerned about stability.
Though when asked about careers that seem interesting and rewarding, some parents choose the manufacturing industry to provide moderate income compared to other industries. However, only a few parents encourage their children to continue the career due to its instability.
Lack of good government policy
Many feel motivated when asked to pursue manufacturing-related careers but most do not select it as their top career pick because manufacturing jobs are easily moved to other countries. It occurs in manufacturing more than other industries in which policy makers are making little or no effort to create policies that will transcend the manufacturing industry.
Demand for an increase in wages
Another reason why the manufacturing industry is facing a workforce shortage is the demand for increases in wages. This present generation prefers to move to other industries especially tech-related skills to pull in so much wealth without being bossed around.
Negative perception
The negative perception regarding the manufacturing industry is also a huge problem. Many people believe the industry is technologically underdeveloped and requires hard work with physical labor with less pay. In Particular, they believe it doesn’t give them the freedom they want to work at their own pace.
In conclusion, if this problem can be tackled by the increment in wages, technological improvement, and government policy being reformed the manufacturing industry can still stand on its feet.
An internal talent marketplace is an HR technology-based platform that connects skilled workers with career opportunities, hiring managers, and vice versa. In this platform, the employees share their profile, interest, and skills with the marketplace and the marketplace matches them with a perfect opportunity.
It helps workers to develop their career paths by improving their experience and identifying internal job opportunities. It also connects employees to training and development. The following are the processes involved in creating an internal marketplace.
1. Building a solid, roll-out team
When creating an internal talent marketplace building a solid roll-out team can’t be left out. It is required to include an important position like integration design. A talent marketplace team should include a director of change and enablement leaders, developers, project managers, and IT leaders to build the platform.
Some top roles such as vice president of HR, internal influencer, communication leader, and executive stakeholder. This top role helps to promote employees’ experience in the platform.
2. Working with change and enablement leaders
The function of change and enablement leaders can not be emphasized enough during the process of creating an internal talent marketplace. They work with managers to fill the job market with a vacancy and give them possibilities for growth and consistent communication, which should encourage the adoption of the talent marketplace.; They also attract workers to the platform.
3. Beware of talent hoarders
Many companies that operate talent marketplace often have the problem of convincing managers and their staff members to use the platform. Managers’ hesitation frequently results from their concern over losing top performers to another team or division.
One way to solve this problem is to add managers with great experience in the marketplace to share their success stories with other colleagues. HR leaders must also work on solving employees’ problems and making use of their talents. They should therefore fight against internal talent hoarding so as not to cause employees to lose interest in the organization.
4. Use a nimble approach
The internal talent marketplace is driven by technology which means the more data the system receives the more the algorithm works. The HR leaders have more roles to play here by monitoring the feedback from users and using it to improve their experience.
In conclusion, the internal talent marketplace is important for every business to find the right workers to fill their company’s vacant positions. The process of creating the internal talent marketplace is not complex, however, should be properly monitored to improve the experience of the platform.
Angela Hurdle discusses the value of data in making informed decisions, improving customer experiences, and driving growth. She also touches on the ethical implications of data collection and usage, emphasizing the need for transparency and accountability in this area. Overall, the talk provides a broad overview of the role of data in today’s world and its potential for positive impact when used responsibly.
During this session, We discussed People Analytics from a Data Professional’s point of view. We explored the challenges of the work and the impact that this type of work can have on organizations.
Host – Michele Heyward, Founder PositiveHire
Guest – Angela Hurdle, Business Intelligence, Analytics, and Data Reporting Executive, Data Analytics Consultant
Our next speaker who’s actually part of the positive hire community. And when I say community, we have a community of women who are black, Latina, and indigenous, who are experienced scientists, engineers and technology professionals. So Angela is a business intelligence, analytics and data reporting executive with proving experience leading successful data projects with diverse teams. She has worked in industries such as baking, health care, higher education and marketing. Now, I’m gonna pause right there. So Angela went a couple of months ago, like Michelle, I didn’t ever tell you what I did know. So for those of you that remember this company called Nielsen, where they used to send you $1, in the mail to do a survey. And so they did work for that company. We thought Nielsen was like the data company, right. Angela, actually worked for a company and her team helped develop data sets that Nielsen purchased them to do some of their own work. So think like you thought I thought Nielsen was like, no, no, it’s a person you want to go to. So Angela, actually is a St. John’s University graduate with a Bachelor of Science degree in mathematics. Yes, just straight mathematics. But she minored in computer science. So Angela, thank you so much for joining.
Thank you for having me here. Yes, I love St. John’s. I love Hofstra. I also attended there and I love Columbia, because I did some classes there when I’ve worked there. So yes, I love Hi Ray.
See she she forever gonna be in a class. She’s forever learning and up leveling. But that’s the other thing about tech and about data and data science is it’s been changing, especially the last 15 years, we’ve seen a lot of movement and a lot of change and focus on it. So Angela, tell us how you got started with data because you like I’m just a math person. We got a math degree. I love math. But how did you end up in the data space really early on before people really knew what it was?
Okay, so it starts with two stories. And they’re hilarious, and they’re long, so I’ll cut it short. The first story is when I was a young child, I had an older cousin, she knows who she is. And she’s gonna watch this. And she used to con me out of my money. So she used to say, Oh, you have five pennies. Five is more than one. So here, let me give you this. Let me know. She said, I have five pennies. Five is more than one and you have one quarter. Let me give you these five pennies for this one quarter. And yeah, I was like, Yeah, older cousins are not always trying to help you. So I was suspect. And I remember thinking in my head, I can’t wait to go to school account money. So yeah, I went to school with the intention of counting money. And that ended up being my job. And also I have a dad who worked in advertising. And so I always wondered what the data was behind that. And so I was good at math, because I went into school at first grade wanting to learn math. Because yeah, yes, she but I got a bath somewhere. And so yeah, I still show up at her house for dinner. I’ll be there soon. And so, yes, I was always inclined towards math and math related topics. And I just knew that was my major when that’s what I took in college. I looked and I saw, I was like, Oh, I’m a math major. And there I was. And I just knew it was the right pick for me. I didn’t know what I would do. Everybody asked if I would teach. And I was like, No, I’m not going to teach you to something else. And you know, as a black woman at that time, people like oh, she’s not going to work at all. But there are a lot of jobs in the math industry. And the math, you know, being a math major, and you can work in any industry. So that is one of the best things about it. So yes. I love it. I love it. I love math, but math classes get to the point where they don’t have numbers anymore. It’s just simple. That was more than what I needed. So I was for whatever you thought engineering would be better. No comment, no comment, no comment.
That’s the good part to that is the good part.
Okay, I want to get into people analytics. Because people often ask like you’re talking about data and HR analytics people. What is this? What is people analytics? How do you describe it or define it?
Well, as we were getting we were talking about this conference, I was at really thinking about a deaf, you know how I would define it, because it’s so broad. But if I were to simply put it, I’m looking at what I said before, if I was to simply put it People Analytics is the use of data to analyze techniques to understand and improve and optimize the business and the people side of the business. But that really includes so much, it sounds simple, but it’s really a big thing, because organizations have so much data that they’ve collected for multiple purposes. So now, in the HR world, we’re looking at that data. And we’re trying to see how we can incorporate that data to hire and retain staff. And especially now when we’re looking at ways to have a diverse workforce. As our workforce is changing, people, analytics is something that’s really very important. I love it, I love it. I’m sure I’ve missed the best part. But so now that you’ve defined and share with us your definition, or how you view people analytics, why should organizations invest in it, and and what I mean by invest, not just people, and money, but really invest in the data itself, like utilizing the power of that data.
There, again, there are so many reasons. First of all, it can improve the company by that company, avoiding missteps. There are so many cases that we’ve heard of where companies have not had diverse workforces. And they’ve had unfortunate consequences, they put out products that may have been offensive to some, because they didn’t even realize because all of their staff look the same. They’ve also produce products, that didn’t work for everyone. Let’s talk about health care. In the health care world, we have to fight to make sure that the health care products and medications that they’re putting out, are good for minorities, people of color, I’m going to stop saying minority soon because we know our demographic in this country is changing where in the US and also for women. As women, some of the health care available to us was not tested on women. And if they had women on their team that would have come up, they’re going like wait a minute, all of our test subjects said this, we don’t have a diverse group. So it’s so many places, it’s also illegal. I heard some of your price because I was on the side listening. And many companies get in trouble because a bias. And we’re all biased in our own ways, because we’re all human. And bias takes many forms is at the simplest level bias can be I like apples, but I don’t like melons. But in the workplace. We know what bias looks like in the workplace, and it can be serious. So you can check for bias. I heard one of your priors because talk about 360 reviews. There are methods to check the review before it gets to that employee. Because, you know, the process is usually the manager writes up the review, somebody else reviews it right. But what if we had systems in place that we had the technology to check for bias and those reviews before it went to that employee? Before there was an issue before there were potential legal actions? So there are so many ways that companies should be interested, and the analytics of people analytics. Yes.
You brought up a very interesting and very important word as far as bias. And so when we look when we’re looking at the data itself, let’s talk about some of the issues and things that we need to be aware about people analytics, before we decide what what to do with it. Can you talk about that a bit?
Well, the biggest issue that I see is because you may have an organization that feels they’re doing great. So why would they do this extra work, they don’t really see that maybe there’s an issue, or maybe there’s a potential issue in the future. They’re not a diverse, group bored or diverse, senior staff, and everything is going good. The profits are good. You know, the employees around them are happy, they’re happy. So why should they make changes? Why should they uncover information that could lead to potential problems? Because once you find that you have a problem, then you have to deal with it? Or else there’s another issue?
Yes absolutely. And I think along those lines, going in understanding that you have biases is really important. And acknowledging that, and you brought up something earlier about head to head diverse teams, when it came to doing product development, whether it’s software or physical product, they would have known something. And there’s something this is a major issue in healthcare, as you said, and so when it comes to medical devices, a lot of people don’t realize they make medical devices for men first, and they’re usually larger. So a man’s heart is usually larger than a woman’s heart. So if you both have the same condition, you can’t even get the same device until that manufacturer team designs a smaller version. And then it should work on women. But you don’t really know that because it was never tested on women. And so you see it a lot. in different places. There’s a there’s a book that came out, I think, in 2010, I can’t remember the name of it. And it literally talks about how things are designed for men, and they end up harming women. And one of those is the seatbelt. Oftentimes, in car accidents, women get hurt worse, because we’re generally shorter than men, the average height of men, and it’s the older the just it it doesn’t do enough or to seek elevates, you still have to find the right the right height and everything. Nobody teaches you that right, that manufacturer doesn’t do that. And so then we end up being injured more in a car accident. So it’s so much in the world, where especially around like Florida said gender equity, even what does that look like on the data side product development side? And there’s so many barriers to bringing equity to women and in and underrepresented people as well. It wasn’t my favorite recent cases that is just mind blowing, is that AI systems didn’t recognize black faces. Yep. How is that possible? Ground faces are majority of this. But they were like, they, it just went right over?
You’re going to get me into this post, I saw about diversity of thought, and how is that just a dot? Why that’s a dog whistle for really not addressing having black people having indigenous people and other people of color in spaces that aren’t close to whiteness. And so yeah, it is so many issues, especially along with tech and anything, even services like health care that we see a lot of barriers. And I would love to see some data on which health care providers are seeing like for maternal health, having better results with black women, with Latinos, with Indigenous women, because as a health care provider, that was huge for maternal health, but I’m going to I’m going in a whole other direction to go in, but I love you did your you’re hitting on something that is very important. That was what we were talking about the challenges that organizations face. So they may have all the data, okay, we’re assuming they, there’s so much that you could collect, but they may not be collecting what they need for that purpose for that research. And then how do they get the data that they have? It comes from different sources, it’s in different parts of their organization. That is a humongous challenge. I worked on a project like that. And all of the data was not sitting in HR. So HR was like, Well, you have to reach out to each department. Well Each department kept their data in different formats, they collected different data, they collected it at different times. So being able to create a system to grab all of the data, and we’re talking to an international company. So it’s not just five departments. It’s a lot of data that you have to work in, put it together so that you can take action on it. And maybe some of those departments, you have to go back and say, well, we need you to collect this data. So all of our data is so consistent at an organizational level, and they’re like, oh, but how will we do that? Maybe they don’t have the staff to make those changes. They don’t have the time. It’s not important to them. It’s not a priority. So that is a big challenge in organizations.
I thank you so much for pointing that out. It because we always assume HR has all this information. And oftentimes they don’t have it. Or it’s or somebody else has it, and they have it in paper.
Oh, I wasn’t even talking about paper don’t scare me.
I know, I know, I’m so you’d be surprised a lot of engineering companies, they still do a lot of stuff via paper is printed out in a form but handwritten in the field. And then somebody’s supposed to translate it back in the office. It’s not we’re talking about errors, because we’re dealing with humans. And we have to accept that humans make errors. And humans program the system. So there’s errors built into the system. But when you’re dealing with so many automated systems, you’re introducing a higher probability of error.
Absolutely. Absolutely. I want to get to one of the question before we wrap up here. Why does measuring this data truly matter? Why does it matter? Well, look at our look at our poll. Organizations are dealing with tremendous turnover, this, at this time, we’re hearing this and in the news. And they’re searching for ways to hire and retain employees. And you really have to take a look. Because in measuring these, this is some of what you talked about what your other speakers in measuring these things you can find? Well, why do we have more turnover in this department than this department? What’s going on here? It’s a way for organizations to be ahead, instead of having to work to keep up because our world has changed so fast. And technology changes. And we’ve we’ve just all come out of this humongous thing that changed all of our lives. So it’s so important for us all to be ready. I could talk forever about what we need to do as data people but for the organization’s they need to be ready. They they’re doing training, but they’re still having turnover. So what’s going on with the training? What type of training who’s getting trained, as you mentioned in your last talk, is the training only for a certain demographic? And when I say you know demographic, I’m talking about the demographics of your employee base. So who’s been trained? Why are they leaving? What are our salaries like compared to other salaries, for similar positions, there are so many things that data can help with and analyzing that data. And looking at it and just digging in the fun stuff that I love, I can give you so many insights to help your business grow. Love it.
I love it. Thank you so much for this, Angela, how can people connect with you who are looking for people analytics consultant, looking for help with their data analysis and strategy in your organization?
Well, I am consulting now. And for right now, the best way to reach me is on LinkedIn. So do you have my LinkedIn? Yes. Well, your LinkedIn in Yeah, we got you covered.
Do you everybody, be sure you connect with Angela over on LinkedIn? Angela, thank you again for joining us and being a part of the positivehire community and long story short. I posted in our Facebook community, what were the conferences and events is our members we’re going to community members we’re going to in 2022, Angela’s comment was whenever you’re hosting Michelle, so she kind of like good now you’re gonna be a speaker. She’s like, Okay, what am I talking about? It’s, this is what happens when you speak up.
Yes. And thank you for having me. Thank you for inviting me. And I do love your conferences, and I’ve been recommending you to so many people.
So thank you. Thank you. Have a great weekend, Angela.
Thank you. Bye bye.
So everybody in the chat, we have a link for you to provide your feedback on the conversation we just had with Angela, what did you learn? How would you rate it? What are your takeaways? We want to know your overall thoughts about it.
U.S manufacturing companies need talent marketplaces to provide an array of employees with different skill sets who are ready to work in the industry. However, it functions more than just matching employees with job opportunities.
A talent marketplace is an internal system within a company with a talent development focus. Employees may sell their abilities and pursue their goals due to the existence of the talent market. Additionally, it enables businesses to advertise jobs, gigs, and new positions as well as mentorship possibilities.
Employees who are eager to learn and develop their skills can also make use of the talent marketplace. Employees gain because they can follow their passions, acquire new skills, and advance in their careers. Both the employees and the companies gain because the employees offer their services while the companies educate them to work for them and increase their production.
The manufacturing companies can make use of these platforms to create a formal learning program to equip their employees with the right knowledge and techniques required to work in the industry. With the platform manufacturing companies can focus on promoting learning and development.
It enables the company to know all the available talents in the organization, where they are lagging in skills development, and the skills that need to be learned. With this information, a formal learning program can be staged.
Leveraging a talent marketplace helps manufacturing organizations save time and money. They are more easily able to identify employees who can fill open roles which reduces recruitment costs. The time needed to onboard a new employee is reduced because a current employee might be familiar with systems, processes, teams and the organization’s culture.
How to develop a learning program through the talent marketplace.
1. Define the company’s goal
The first thing the manufacturing industries should do is to define the company’s goal whether it is short-term or long term and the best way and skills to achieve it. It also enables them to create a clear strategy for employee development.
2. Write out the needs and opportunities.
The next step is to identify and write out the company’s needs and opportunities, the skill they are lacking and the areas to invest in, and how they can train the employees to achieve their aims.
3. Design the learning program
Another clarifying the needs of the companies is to design the learning and development programs. It must be simple, flexible, and impactful for the employees. This is where what to teach, how to teach, and where to teach are determined.
4. Create a culture of continuous learning
To continue improving the employees it’s proper to create a continuous learning culture where employees would share their ideas and learn new skills.
Lastly, the talent marketplace is not only useful in connecting employees to manufacturing companies but also in creating learning and development programs for employees.
