A couple of weeks ago, Heather Gilmartin Adams wrote a thoughtful blurbabout the difficult time that is this moment, especially given the war in Ukraine. Her thoughts helped me clarify and name how I—and so many of us—have felt: powerless.

Therefore, as an organization, we decided to do something about that. We made donations to Brett Starr's efforts to send body armor to his contractorsand others in Lviv, Ukraine (he's raised more than $150,000 so far—donate here). We donated to the causes our Ukrainian contractor suggested. We also told our team we'd match any donation—with no limit—that they made in support of Ukraine. I'm proud to say that the RedThread team collectively has donated close to $10,000. We are a small team, but we are doing something. We are not powerless.

I share this not because we are looking for positive accolades. Rather, our research on purpose underscores the importance of publicly sharing purpose-based actions to normalize them. We share this information to encourage you—yes, you—and your organization to take action that you think is right. And if you need more examples of organizations that are doing something to address the Russia-Ukraine crisis, here are a couple of running lists for you:

• Just Capital

• Yale School of Management

The researcher in me feels compelled to call out that the actions of all of these companies underscore the normalization of stakeholder capitalism and the rise of organizational purpose. A focus beyond shareholders helps leaders make hard decisions, such as that made by the CEO of McDonald's last week when announcing his company would be closing their restaurants in Russia:

"The situation is extraordinarily challenging for a global brand like ours, and there are many considerations. For 66 years, we have operated with the belief that communities are made better when there’s a McDonald's nearby…At the same time, our values mean we cannot ignore the needless human suffering unfolding in Ukraine. Years ago, when confronted with his own difficult decision, Fred Turner explained his approach quite simply: "Do the right thing." That philosophy is enshrined as one of our five guiding values, and there are countless examples over the years of McDonald's Corporation living up to Fred's simple ideal. Today is also one of those days." – Chris Kempczinski, CEO, McDonald's  

Of course, doing the "right thing" means different things for different leaders. An example of this is currently on display with Cloudflare, which protects websites from denial-of-service attacks. The Ukrainian digital transformation minister requested that Cloudflare stop providing web resources to the Russian government, saying it would "help stop outrageous military aggression." While Cloudflare is publicly against the war and is complying with all sanctions, their CEO noted:

"Beyond this, we have received several calls to terminate all of Cloudflare's services inside Russia. We have carefully considered these requests and discussed them with government and civil society experts. Our conclusion, in consultation with those experts, is that Russia needs more internet access, not less. As the conflict has continued, we've seen a dramatic increase in requests from Russian networks to worldwide media, reflecting a desire by ordinary Russian citizens to see world news beyond that provided within Russia. 

Organizations focused on purpose are outperforming their peers in recruiting, retention and business performance. Yet, many leaders struggle to do this well. So how can organizations help leaders at all levels focus on purpose?  You’ll learn how in this session as Stacia Garr shares RedThread’s latest insights on how to reframe and understand organizational purpose, how to help leaders lead with and reinforce purpose, and how to develop new leaders to take on this important responsibility.

After baby Johnson-Taylor was born, I quickly realized that the kid was going to cut into my leisure time drastically. Some days I found myself deciding whether to shower or cook dinner. Let’s just say we ate a lot of pizza.

But then, using a combination of a meal planning app called emeals, Instacart, and my nanny Claudia, I came up with a system where meals magically appear on my table at 6 every night. With this system in place, I regularly find myself both clean and full. I solved 2 problems with 1 system.

I read How Well-Designed Work Makes Us Smarter this week in MIT Sloan’s Management Review and was struck by the brilliance of the article, as it describes work as a system for learning—things we do when we design work can either facilitate the development of employees or stymie it.

Parker and Fisher, authors of this article, highlight 5 things that most organizations don’t consider when building their learning systems, but that are crucial to making the work itself a system for learning:

• Job autonomy (influence over how they do their work)
• Feedback (information about work behaviors)
• Job complexity (requires skill development, thought)
• Relational aspects (social support, task interdependence)
• Psychological job demands (work should be a bit hard)

It’s a fascinating article, and I highly recommend the read.

We’ve been talking about this idea—defaulting to the work itself for learning—for a few years now. In 2017, I led research at Bersin by Deloitte that found that forward-thinking companies were integrating learning into the work itself. (Fun fact: the phrase 'learning in the flow of work' was born from that research.)

Unfortunately, when most organizations apply learning in the flow of work, it takes the form of microlearning, making learning available in Slack, or even offering up a chatbot to answer questions on the spot.

These methods are helpful, but they miss the bigger point. Instead of adding learning to the work, which often requires employees to step away from that work, even if it is only for a moment, we should be, as Parker and Fisher outline, fundamentally redesigning work so that people learn continuously while they’re doing it. That’s nirvana: a system that solves 2 problems at once. They get to shower, AND they get to eat.

We’re going to continue to push on this idea. And I’m gratified that we’re not the only ones shouting it. L&D functions need different mindsets and skills, and if our latest survey is any indication, they know it. Change is afoot. It’s going to be an exciting new era.

Organizations need to show that they are making good, or some level of progress, on their diversity, equity, inclusion, and belonging (DEIB) commitments. While DEIB metrics are the obvious answer, how to select, collect, use, and maintain them is not so clear.

This infographic (click on the image below to get the full version) is a summary of our report DEIB Metrics: An Essential Guide.

As always, we’d love your feedback at [email protected]!

Heading into March 2022, we’re collectively under a lot of stress.

• We’re coming up on the 2nd anniversary of the COVID-19 pandemic—and the associated lockdowns and layoffs of March 2020.
• In the U.S., we’re witnessing conflict and struggle overseas. Some of you may feel these tensions closer to home.
• Many people are grappling with going back to the office, changing jobs, or starting a new business. (McKinsey’s Great Attrition research found that 31% of employees who left their jobs in the last 6 months did so to start a new business.)

I don’t know about you, but I am struggling. This year feels more overwhelming in many ways than the past 2.

My job—and the purpose of my career—is to help people work better together. I assume many of you follow RedThread because you’re dedicated to something similar.

The thing is: We can’t help others improve their work lives if we’re not okay ourselves.

With that in mind, I thought I’d offer a few ideas and resources to those of you who may want to get some perspective, nourish your well-being, and then help others do the same.

• Four Thousand Weeks: Time Management for Mortals, by Oliver Burkeman. If you live to 80, you have about 4,000 weeks on earth. That limitation can be freeing: It’s futile to expect we can get everything done, so we can prioritize what matters most. Dani Johnson recommended this book, and it was well worth the read.
• Effortless: Make it Easier to Do What Matters Most, by Greg McKeown. This book might offer some answers for those of us struggling with burnout. Taking the easier path might not just be easier; it might be more effective and better for us in the long run.
• 14 Peaks: Nothing is Impossible, a Netflix documentary about Nepali mountaineer Nimsdai Purja. Talk about getting perspective. This film is about grit, ingenuity, and faith. It took me out of my head and reminded me of all the amazing people there are in the world—something to celebrate.
• Connecting at Work, a Harvard Business Review Big Idea Series. This set of articles explores loneliness, isolation, friendship, and connection at work—and how orgs can help employees connect better. It brings in lots of vignettes and quotes from employees around the world, which I found both interesting and helpful.

Next week, we’ll return to our more typical content. But I hope that in this unique time, you are able to take a moment, take a breath, and do what you need to be okay.

Diversity, equity, inclusion, and belonging (DEIB) is receiving more attention and investment than ever before—for good reason, we think. The COVID-19 pandemic and the social justice movements of the past 2 years have highlighted the disparities in how different groups of people experience the workplace. Orgs are starting to do more to fix these inequities. 

As orgs invest more in DEIB, we see an opportunity for L&D functions to do the same. There’s a lot of—mostly untapped—potential for L&D functions to influence the DEIB cultures of their orgs.  

In our experience thus far, however, L&D functions continue to focus on their historical DEIB comfort zone: DEIB training (which, research shows, doesn’t work).  

We think L&D functions need to think more deeply and expansively about the impact they can have on DEIB. That’s why we’re convening a roundtable to discuss: 

What are the most impactful things L&D functions can do to help build a strong DEIB culture in their orgs? 

In this roundtable, we will review the findings of our lit review and engage in a candid conversation about what L&D functions are doing—and what changes they might be able to make—to more effectively influence the DEIB cultures in their orgs. 

Organizations are investing more than ever in diversity, equity, inclusion, and belonging (DEIB) efforts. We see an opportunity for L&D functions to do the same, beyond simple diversity training. With their influence on culture and reach across the enterprise, L&D functions are well-positioned to improve the DEIB culture in their organizations.

And L&D functions want to do more on DEIB. In LinkedIn Learning’s 2021 Workplace Learning Report, 64% of L&D professionals globally and 73% in North America said DEIB programs were a priority. Our own experience tracks with this trend: RedThread community members are asking more and more about DEIB and learning.

But L&D functions seem to struggle to identify the best ways to help. That’s why we launched a research study focusing on this question:

What are the most impactful things L&D functions can do to help build a robust DEIB culture in their organizations?

To get a grasp on the current DEIB and learning conversation, we reviewed nearly 100 articles, books, podcasts, and reports. We expected, frankly, to find a lot about diversity training and not much else. And, as expected, there was a lot about diversity training. But there were more interesting ideas, too.

This short article summarizes the key ideas we found, including:

• 4 themes from the literature
• 1 hidden gem
• 5 articles that caught our attention
• 6 additional articles to check out if you have time

What we found: 4 themes from the literature

The literature has lots of ideas about DEIB and learning. These ideas fell into 4 themes:

• L&D is tangential to the DEIB conversation
• L&D is focused on improving diversity training
• Developing underrepresented groups is a common DEIB strategy
• L&D functions need to take a hard look at themselves

L&D is tangential to the DEIB conversation

In the literature we reviewed, DEIB or org psych professionals sometimes wrote about diversity training or unconscious bias programs. But not many L&D professionals ventured into the broader DEIB conversation.

Additionally, a few studies we ran across revealed that L&D functions are on the periphery of DEIB efforts. In one survey by i4cp, only 25% of respondents said L&D is “heavily tasked” with efforts to improve diversity and inclusion goals.

Many articles noted that L&D and DEIB teams often do not work together as closely or as effectively as they could. As a result, L&D functions are sometimes left out of key DEIB strategy, goal-setting, and planning decisions. These pieces argued that if L&D functions want to do more on DEIB, they need to partner better with stakeholders across the business. For example, Matthew Daniel, principal at Guild Education, wrote:

"Rather than siloing objectives onto separate teams, CLOs and CDOs can accomplish more by working together, while also measuring and tracking progress at the same time."

Other pieces echoed Daniel’s point about measuring and tracking progress. They suggested that L&D functions should know how success on DEIB is defined, tracked, and measured in their organization. Then, they said, L&D should align the learning strategy to those goals and metrics.

L&D is focused on improving diversity training

We expected to see many articles arguing that compliance-focused, event-based DEIB training doesn’t work. And there were lots of articles about diversity and unconscious bias training. To our surprise, however, these articles took the ineffectiveness of these training programs as a given. They often cited the 2016 article, “Why Diversity Programs Fail,” as proof.

There were 2 broad threads in this portion of the literature:

• Training effectiveness: Ideas about making diversity training more effective in changing employee behavior. For example, articles mentioned using AR / VR simulations to encourage empathy and help employees practice skills.
• Inclusivity: Suggestions for making all training (especially diversity training) more inclusive. For example, the literature suggested soliciting diverse perspectives when designing training and content.

Some articles did explore additional learning methods that might be used to develop employees’ DEIB skills. Of these, many mentioned coaching managers on being more inclusive leaders. Others discussed microlearning and “nudges” that space learning over time. But these articles did not explore ways for L&D functions to improve DEIB outside of creating learning programs.

Developing underrepresented groups is a common DEIB strategy

The literature agreed that organizations should develop individuals from underrepresented groups. As one study by McKinsey pointed out, employees in underrepresented groups report having fewer development opportunities than other employees. Several articles argued that active and intentional support of underrepresented groups could help reduce this gap.

The literature also noted that employees from underrepresented groups are more likely to use and benefit from structured programs. There were many ideas about programs that might enable these employees to develop and advance. Some of the ideas mentioned included:

• Employee Resource Groups (ERGs)
• Work-study programs
• Apprenticeships
• Work assignments (e.g., international postings)
• Rotational schemes
• Tuition reimbursement
• Talent marketplaces (to enhance visibility and access to opportunities)
• Intrapreneurship programs
• Communities of practice
• “People advisors” who provide career coaching
• Mentoring and sponsorship
• Coaching

In reviewing this theme, we noticed a disconnect: Many articles pushed for more development of underrepresented groups. But others noted that L&D isn’t heavily responsible for DEIB efforts (as we saw in the first theme of this review).

These threads seem contradictory. If developing underrepresented groups is so important, why isn’t L&D more central to DEIB strategies? The literature didn’t answer this question directly. But it’s interesting to note that many of the above programs aren’t traditionally L&D’s responsibility (e.g., rotations, ERGs). We think that may be the reason so many authors emphasized the need for L&D functions to partner with key stakeholders, as mentioned above.

L&D functions need to take a hard look at themselves

A few articles in the literature asked L&D functions to do some serious self-reflection. They are not the bulk of the literature—not by a long shot. But we are calling them out as a theme because they highlighted an issue with substantial DEIB implications: L&D’s own lack of diversity. These articles—especially the ones from authors Gena Cox and Katy Peters, Ave Rio, and Maria Morukian—noted that most L&D functions are majority white and majority women (except at senior levels). Most L&D professionals hold advanced degrees. That means:

White women with advanced degrees dominate L&D. At more senior levels, white men with advanced degrees do.

According to these articles, non-diverse L&D functions might find it harder to drive DEIB efforts and make employee development more diverse, equitable, and inclusive. For example, some articles noted that a lack of diversity might allow bias to creep into the ways that L&D functions tend to:

• Define, prioritize, and measure skills, aptitude, and abilities
• Use data to make decisions about learning
• Decide which development opportunities to offer
• Choose learning methods to invest in

These articles explored how the L&D function might need to change itself to address potential biases. They are a great start to a broader conversation about all the ways L&D functions can contribute to DEIB efforts in their organizations.

Hidden gem: A systems approach to DEIB and learning

We found a handful of articles that took a systemic view of how L&D functions might influence DEIB. They thought more broadly about how to make learning more equitable and inclusive, rather than just about the programs L&D functions might create.

J.D. Dillon, CEO of learning vendor Axonify, wrote:

"Restoring learning equity requires a fundamental mindset shift. Rather than relying on programs as the basic unit of learning, professionals should adopt a systems approach."

By a “systems approach,” these articles meant looking at things like accessibility and opportunity:

• Who is offered access to development opportunities, and why?
• How might access to development opportunities vary based on an employee’s location, access to tech, or ability to use nonworking hours for development?
• Are learning opportunities easy for all employees to find? Are they widely and effectively marketed to all employees?

We appreciated these prompts to think about how L&D functions can ensure that all employees have equitable access to development opportunities. And we believe a systemic lens will reveal many additional ways that L&D functions can make learning more diverse, equitable, and inclusive. We plan to investigate this systemic approach in more depth as part of this research.

What caught our attention

Of the literature we reviewed, several pieces stood out to us. Each of the articles below contained information that we found helpful and / or intriguing. We learned from their perspectives and encourage you to do the same. Click on the titles to go to the full articles.

Advance DEI Using Talent Development Expertise

Ed Hasan and Ifedapo Adeleye

"The biggest opportunities for TD professionals to make a difference lie in three important but often overlooked segments: knowledge management, career and leadership development, and coaching."

This article has detailed, practical advice for L&D professionals who want to do more on DEIB, above and beyond DEIB training. It also has some great examples of what good looks like—and what good doesn’t look like.

Highlights

• Training courses are one part, but not the cornerstone, of a strong DEIB strategy.
• L&D functions can use their knowledge management expertise to make tacit DEIB knowledge more explicit, storable, and shareable.
• Inclusive, equitable employee development programs require DEIB and L&D staff to work together.
• Coaching can build more diverse, inclusive, and equitable workplaces by equipping managers with DEIB skills.

L&D’s DEI Blind Spot: Perpetuating Inequity?

Gena Cox and Katy Peters

"What if the L&D professionals who measure achievement of… skills understand the day-to-day experience of only a subset of their colleagues? What if the career progression decisions from those measurements perpetuate some of the same distorted effects that are now evident in educational assessment?"

This article examines how L&D’s potential biases and blind spots might lead to inequitable employee development. It makes a case for a proactive, systemic approach to overcoming those biases.

Highlights

• The L&D profession lacks racial and ethnic diversity, potentially leading to blind spots, biases, and inequity.
• The way skills are currently defined, prioritized, and measured may lead to biased outcomes.
• Overcoming L&D’s blind spots requires a systemic approach that re-examines many long-standing L&D practices, including how skills are defined and how data are used.
• A proactive approach to addressing L&D’s blind spots will help make workplaces more inclusive.

Mapping Exclusion in the Organization

Inga Carboni, Andrew Parker, and Nan S. Langowitz

"Our research made clear that who you know is as important—often more so—than what you know when it comes to rising through the ranks."

Organizational network analysis (ONA) can reveal who knows whom. It can uncover who has access to informal networks and sources of info about development opportunities. Using ONA, L&D functions can also identify marginalized groups who can be invited for specific development.

Highlights

• One study revealed that men’s informal relationships with their male managers could explain nearly 40% of the gender pay gap.
• Women are less likely to be at the center of the networks that matter: knowledge, innovation, and critical decision-making networks.
• L&D functions can impact DEIB by codifying and sharing the networking strategies of people with solid and diverse networks.
• L&D functions can use ONA to assess the effectiveness of specific diversity training and other learning programs.

L&D’s Diversity Dilemma

Ave Rio

"‘Here we are in Taiwan, in Asia, where they were doing training and learning way before the US, and the two major keynoters they got were white guys over 60 from New York,’ Masie said."

This article is packed with quotes from L&D and DEIB experts. These experts explain why L&D functions must reflect the employee population in terms of race, ethnicity, gender, background, etc.

Highlights

• The number of people of color in L&D does not reflect the communities L&D serves.
• L&D functions are often asked to be the ambassadors of organizational culture, which is difficult if they aren’t representative of the workforce.
• Thought leaders in L&D are often older white men, reflecting the people who pioneered the field in the 1960s and 1970s.
• To increase diversity, L&D functions need to be intentionally inclusive about whom they highlight as thought leaders.
• L&D’s role in DEIB must be part of a larger organizational strategy.

Getting the Most from Your Diversity Dollars

Jennifer Garcia-Alonso, Matt Krentz, Claire Tracey, and Miki Tsusaka

"When asked if their company offers support for women from executives and middle managers, 72% of male respondents say yes, compared with only 54% of women."

This report helps companies identify the specific diversity and inclusion initiatives—including learning initiatives—that offer the greatest payoff for gender equity. It breaks initiatives into 4 helpful categories: Proven Measures, Hidden Gems, Baseline Measures, and Overrated Measures.

Highlights

• Proven measures are valued by women and known to be effective by leaders. For example, a proven measure related to L&D is sponsoring women at scale.
• Hidden gems are highly effective initiatives that many organizations should pursue. For example, a hidden gem related to L&D is offering professional development for underrepresented groups.
• Baseline measures are basic steps that all organizations should do, but that don’t have a transformative effect on women’s daily experience. For example, a baseline measure related to L&D is mentoring women.
• Overrated measures are seemingly promising efforts that often do not lead to real cultural change. For example, an overrated measure related to L&D is one-time diversity training sessions.

Additional articles to check out

1. "Are learning equity issues affecting your company?" J.D. Dillon, TD Magazine, 2021.
2. Improving Workplace Culture through Evidence-Based Diversity, Equity, and Inclusion Practices, S. Creary, N. Rothbard, and J. Scruggs, The Wharton School of the University of Pennsylvania, 2021.
3. "How internal talent marketplaces can help overcome seven common DEI strategy pitfalls," M. Heiskell, D. Kearns-Manolatos, and M. Rawat, Deloitte, 2021.
4. "Assignments are critical tools to achieve workplace gender equity," E. Macke, G. Gall Rosa, S. Gilmartin, and C. Simard, MIT Sloan Management Review, 2022.
5. "How does your company support ‘first-generation professionals’?" M. Burwell and B. Maldonaldo, SHRM, 2022.
6. "Providing performance feedback to support neurodiverse employees," M. Hamdani and S. Biagi, MIT Sloan Management Review, 2022.

How is it already the last week of February?! Hard to believe. That means, though, that the Spring HR Tech show is next week, and I will be sharing a keynote on March 3, 4:45 pm PT, Putting Purpose in Your Leadership Pipeline. We will be following this up with a new report.

Since I’ve been thinking about this topic a lot, I thought I’d give you a bit of the behind-the-scenes on the talk. When I began preparing, I thought the talk and report would be all about the cool ways HR was helping leaders learn, develop, and reinforce their purpose. Rest assured, there is plenty of that in the talk. However, I quickly realized that a focus on what HR can do wasn’t going to actually help leaders prioritize purpose.

Instead, after conversations with several non-HR leaders, I realized that the most significant barrier to leaders prioritizing purpose was how they perceived purpose. Many leaders see a focus on purpose as, at worst, a distraction from their business, and at best, an HR fad designed to help address “The Great Resignation.” 

The need for purpose is more fundamental than either of those things. Here are just a few stats (from Just Capital) from the talk that make this point clearly:

• 58% of Americans believe the current form of capitalism is NOT working for average Americans
• 51% of Americans believe companies are NOT having a positive impact on society overall
• 47% of Americans believe companies are going in the wrong direction

Having an organizational purpose is tied closely to serving all stakeholders:

• Employees
• Customers
• Suppliers
• Communities
• Shareholders

If leaders can effectively adopt or refine a clear purpose that enables them to serve and address the needs of all those stakeholders, they may be able to stem the tides of discontent so many feel. Organizational purpose is about making organizations work for everyone.

But how do we help leaders adjust their understanding of purpose? Well, that is what the talk is about! We have a P&L-driven way to help leaders re-think purpose, and we follow that up with some CEO-led examples from PepsiCo, EY, and The Home Depot.

I sincerely hope you join us for the talk—it’s free!—and check out our research report once it comes out. Until then, I hope you have a purposeful week.