A typical startup’s Head of People owns an ambitious and ambiguous agenda, usually with an anemic budget and very little guidance. Prioritization and proper phasing of initiatives, therefore, becomes a key success factor (and essential for team sanity and well-being! ). When your daily decisions can impact whether or not people are getting paid properly; are hiring candidates with the right balance of skills and fit; are executing in compliance with federal and state regulations; are fulfilling the promise to employees for continuous learning and growth; etc., it can be hard to rate diversity, inclusion, and belonging initiatives as a near-term priority. (Let’s call these ‘DIB’ for short.) And, just as important, it can be hard to get executives to view DIB as more than a feel-good, socially responsible thing to do — which means that DIB initiatives can be slow to progress.
Here I’ll lay out the 3 business reasons that led me to my epiphany about the value of DIB to a company’s growth and success. And then I’ll outline what we have done/are doing about it at the startup where I work.
First, what is the difference among diversity, inclusion, and belonging?Read More