Intersectional Struggles: Overcoming Discrimination and Inequality in Construction for Black Women

Intersectional Struggles: Overcoming Discrimination and Inequality in Construction for Black Women

by | Apr 23, 2024 | DEI

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

Intersectionality, a term first coined by Kimberle Crenshaw in her report “Mapping the Margins: Intersectionality, Identity Politics, and Violence against Women of

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.

(Source: ASCE.org)

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.

(Source: Lean In)

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.

Fairness and Equality in Construction: Tackling Conscious and Unconscious Bias in Recruitment and Advancement

Fairness and Equality in Construction: Tackling Conscious and Unconscious Bias in Recruitment and Advancement

by | Jan 29, 2024 | DEI, STEM

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.

The Mega Construction Project Program: An Initiative for Diversity and Inclusion 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!

Why manufacturing faces a workforce shortage

Why manufacturing faces a workforce shortage

by | Jun 19, 2023 | DEI, STEM

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.

Download the Four Effective Tips For Diversity Retention and learn how to retain diversity with equity and inclusion.

It’s All About the Data

by | May 1, 2023 | DEI

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.

Why Employers Deny Inclusion Issue?

Why Employers Deny Inclusion Issue?

by | Mar 6, 2023 | DEI

In my 15 year career as an engineer, I truly thought the issue with diversity and inclusion would have improved. Instead it is getting worse at least for African American women. The current statistics on all races of women is 40% leave engineering for good. Why? What is causing this exodus? One reason is LACK of inclusion.

During my trip to San Francisco to attend the Black Enterprise Tech Connect Summit, I’ve been renewed and highly encouraged in the work I’m doing. I want to focus on one speaker's statement about having a diverse workforce. That speaker was Stewart Butterfield, the CEO of the tech company, Slack.

As it’s been publicized tech corporations have a very low number of minority engineers. Slack has a 7% African American rate for engineers. You're like, "Wow, that's low." Actually, in tech 7% is actually high. Stewart Butterfield, the CEO of Slack stated was he did not talk about diversity. He did not say, "Oh, we have to go out and recruit more," or, "We have to go out and take one person from Facebook or another tech company and bring them in." He was like, "That doesn't change anything." He added, "All I'm doing is moving bodies, that is not a growing diversity. That is just me taking one technical expert of color to a different organization.”

He's like, "That does nothing for the industry." He said, "You have to be intentional." He said, "Okay, so …" He not only talked a little bit about diversity but what said, which I had not heard anybody say what they did for inclusion and address inclusion. He said, "I need higher numbers so the African American engineer person, employee is not lonely, they don't feel out of place, they don’t feel excluded. They feel accepted. That they are in a work space where they can see people who look like them." Nobody else said that shit. Nobody wanted to address inclusion. He sat there and said, "Okay, so I bring them over to my company, they leave the industry."

He specifically sat there and addressed the issue which is, you can bring in 10,000 people of color. If 5,000 leave stem, leave tech, leave engineering, you have not solved the problem, none whatsoever. He's sitting there addressing the problem on a whole which not only is one part, bringing in and educating minorities in tech, in engineering, but how do you keep them in the field. They are leaving the field. They're not leaving an employer, they're not leaving Silicon Valley, they're not leaving California, the West Coast, they're completely leaving the industry. How do you go about changing that?

When he was on stage the interviewer said, "We want to discuss diversity at Slack." He said, "Well, the company was started by four white guys." but let me tell you what he said in there that really was interesting.

The National Science Foundation (NSF) tracks college graduation and employment rates for STEM majors and employees. Looking at the 2015 graduation rates for women of color in STEM majors

I'm sitting there like, "Something is not right for somebody to come outside of the US to be willing to address it openly, honestly, and say, "There is an issue in this industry," and they're not even American. It was just like, "Really dude? You're not even American and you want to talk about this?" Maybe that's what it is. Maybe because he has a different perspective, maybe because he's not from the US, he's been here for a long time that he sees it a different way. Wherein maybe as an American if you're Caucasian, well that's just the way it is. He does not have that perspective so it's really interesting to hear him talk about Slack and he wanted to do inclusion, not just diversity.

Why Should U.S. Manufacturing Companies Create & Use Talent Marketplaces?

Why Should U.S. Manufacturing Companies Create & Use Talent Marketplaces?

by | Feb 13, 2023 | DEI, HR

Manufacturing companies contribute greatly to the growth of the economy of a country. The U.S. specifically has many manufacturing industries, however, most of them lack workforce power and the challenges of finding the right talents to fill a position are daunting owing to many people’s beliefs regarding careers. 

Finding the right individual with a heterogenous skill set at the right time, place, and position is where the talent marketplace comes into play. Some people still believe the manufacturing industry is poor in the use of technology which is why skilled people are not applying to fill the vacant positions. But with the talent marketplace, U.S. manufacturing companies will have the opportunity of selecting the right candidate to occupy a position and also show the citizens the improvement in the industry.

Also, due to the technical nature of today’s manufacturing facilities, heterogeneity, geolocation, and specialized skills by job type, it is even more difficult to rely on old hiring and recruitment tactics. While experienced talent acquisition people and niche job boards help, utilizing a talent marketplace can lead to identifying internal talent at higher rates while retaining current employees.  The following are the reasons why U.S manufacturing companies should create and use a talent marketplace:

1.  Access to a circle of talented and admirable workers

The talent marketplace provides the manufacturing industry with a larger pool of talented workers than hiring through the job board. It uses powerful software to find hot-breed workers and connect them with the right opportunity. It provides employers and employees with more options over the deal.

2. Automated workflow and hiring

Manufacturing companies can automate the recruiting process, and hire qualified people more quickly by using vertical talent markets to fill positions that are difficult to fill.

Talent marketplace user-friendly procedures enable employees to spend less time looking for their next assignment or promotion. It allows the creation of new seamless employee recruiting and retention processes in the manufacturing industry.

3. Reduction in cost

One of the reasons why U.S. manufacturing companies should look into creating and using a talent marketplace is the reduction of cost. Offline recruiting agencies’ fees, mobilization, and training packages are not necessary for the talent marketplace.

4. Pre-screened and validated candidates

It enabled all workers to be screened properly and picked out the best candidates that fit a position. There is no bias in its matching.

In conclusion, with the state of U.S. manufacturing industries, it is arguable that the talent marketplace is the best solution to provide a diverse workforce for productive activities.

Here’s what you’ve missed:

History of Talent Marketplace: Definition, Differs from Job Boards, Benefits and Features

Talent Marketplace: Creating The Future Workforce U.S. Manufacturing Companies