Diversity & Inclusion Coronavirus Meeting Themes (i4cp login required)


Discussion Themes from Weekly D&I Action Calls: COVID-19 Business Response 


CDO Board Chair Jacqui Robertson introduced guest Katie
Juran, Senior Director Diversity and Inclusion and Experience Communications at
software firm Adobe. She shared a presentation on her team’s efforts to build
inclusion in the COVID-19 environment. 

Adobe calls its D&I initiative Adobe for All, affirming
its belief that when people feel appreciated and included, they can be more
creative, innovative, and successful. 

Key Takeaways: 

  1. Strategies for employee support. Among
    the HR-related strategies Adobe is using to support its employees during the
    • Using the company intranet to provide COVID-19
      information and resources
    • Providing employees a work-from-home expense
      fund to obtain needed equipment/supplies for home offices
    • Granting time-off grace periods to deal with
      childcare and other needs so employee leave time need not be used
    • Providing emotional well-being resources
    • Offering virtual summer internships
  2. CSR (corporate social responsibility)
    include offering employees virtual volunteer opportunities, such
    as pro bono advisory work for start-ups and non-profit organizations. Adobe
    also does a two-for-one match for employees who donate to select COVID-response
    non-profit entities. 
  3. D&I strategies have aimed to keep
    employee networks (ERGs) engaged and active by ensuring their ongoing connection
    through Slack. Delivering training specific to network communities provides
    extra resources, and manager enablement is a push to remind and empower people
    managers to keep their teams engaged while work is done virtually.  
  4. The power of storytelling. Last year at
    its Adobe for All Summit (an internal, D&I in-person event), the D&I
    team began a focus on storytelling. A handful of employees were selected from
    those interested in sharing. The group was provided training and given 10
    minutes on stage to do a sort of Ted Talk about their life stories. Audience
    impact was immense as participants shared emotional stories and their
    vulnerability. The approach resulted in heightened empathy and appreciation for
    others and their experiences. Ultimately, in fewer biases and greater
  5. Adapting storytelling to the virtual
    The pandemic necessitated adaptation of the storytelling to
    the remote work environment. The Adobe for All Coffee Break takes place live
    every Friday at 10 am Pacific Time (with replays available for other time
    zones). Duration is 30 minutes, and the D&I team invites an Adobe leader
    (known to have a diverse background) to be interviewed by Juran. Interview is
    streamed on a live platform with the guest seen in her/his home. 

    Goal: build inclusion and empathy through
    personal stories. Particular emphasis on senior leader participation
    demonstrates to diverse employees that there are leaders who also embody
    diversity and share similar experiences. Series is likely to continue until
    employees return to the workplace or until a drop-off in participation signals
    waning interest. Average attendance: 1,000 – 2,500 stream the live event,
    additional numbers view the recorded version. Employees respond well to the
    informal, unscripted approach, which also includes participating leaders’
    responses to a few questions submitted through chat. 

  6. Looking beyond D&I. The Adobe for
    All Coffee Break can be adapted to other groups beyond the D&I audience.
    Similar events can be crafted for the organizational level, done at the
    team level, for ERGs, or other groups. The point is to establish connection
    between people and enhance empathy. Further, participation by interviewees who
    are willing to demonstrate their vulnerability elevates those individuals,
    enhancing their visibility within the organization. 

Other topics from the call chat: 

  • Organizations are providing special support to
    minorities in communities within and beyond the enterprise through:
    • Childcare grants, temporary shelter,
      administrative pay for COVID-19 positive
    • One company has reached out to all its nonprofit
      partners and asked that they complete a survey providing information on their
      emerging needs as a result of COVID
    • Best Buddies is engaging employer partners in
      virtual jobs readiness sessions with program participants who are furloughed or
      seeking work.


Today’s guest was Jackie Hunter, Director of Diversity &
Inclusion at Banner Health. CDO Board Chair Jacqui Robertson led a Q&A session with
Jackie to open the call. That blended into discussion of this week’s D&I
pulse survey findings
, and incorporated excellent comments via voice and
chat from attendees.  

Key Takeaways:

1. Stay informed. Jackie noted that Banner Health is responding
to the current volatility by making a concerted effort to stay updated and is
working with the system’s Chief Medical Officer who is also tied into state
information updates. The CMO sends out information daily, and the company has
created toolkits for employees.

2. Maintain connections with remote workers. Jackie’s team is
fully remote and her leader, Jami Allred (AVP HR Strategy and Organizational
Effectiveness ), who also oversees staffing, has set the standard across the
Banner Health system to ensure that everyone, first and foremost, is safe. The
team meets several times each week to stay connected. Jackie meets with a leadership
group weekly, and she emphasizes the importance of video-conferencing. Video
meetings also enable her team to see that others are okay. Online icebreakers
are used as well.

3. Childcare for frontline health workers. With schools closed,
Jackie says that Banner Health has worked with community partners (such as Boys
and Girls Clubs, YMCA) to make sure that frontline employees had childcare
assistance for their children. Childcare also is a consideration for people
working at home – such as greater flexibility to deal with kids who are in the
home, also. 

4. Upskilling and skills inventories fuel greater agility. HR
at Banner Health is working to support staff redeployment as staffing needs
increase. A clinical team helps define needs and the company taps into new
nursing graduates, travelers, and contract labor. Banner Health has a
state-of-the-art simulation center for learning, and clinical educators
inventory the skills of new employees. This enables identification of
transferrable skills and helps guide redeployment, matching talent with needs
outside their usual areas of work.

5. Looking ahead, keep people engaged. In the next month or so,
Banner Health will emphasize ongoing employee engagement. For diverse groups, Jackie’s
team has established four ERGs which they will call on to assist in that effort.
A speaker will talk to the LGBTQ group about managing through COVID-19. Other
topics: How do you manage through diversity to build a stronger community while
going through the pandemic; How can the company encourage and help women (52%
of COVID-19 cases in the company’s HQ state of Arizona are female)?

In essence: Look at statistics and other information related
to the pandemic and find ways to creatively discuss and apply it through a
diversity lens. And once the pandemic is over, look at healthcare disparities
and how social determinants of health impacted particular diverse populations
(state and national levels).

Select topics and questions raised via chat and during the

  • Cleveland Clinic is helping reduce stress of remote workers
    who have kids at home by taking a moment to let a child participate in virtual
    meetings – just to share quickly how they are being affected by the pandemic.
  • Tim Ewing, VP Employee Diversity, Inclusion and Experience
    at Brigham Health, says his organization is working with community partners,
    leaders and influencers to promote messaging about social distancing and other
    important information. This has helped reach people through their own social
  • Several attendees reported disproportionately high COVID
    infection rates among diverse populations in their areas.

Question: Do organizations have ERGs for parents working
with school-age children at home?

  • One company started a Yammer group.
  • RetailMeNot has a Parents ERG that has been very deliberate
    about supporting parents with children at home who are home schooling and/or
    have younger children to care for while working from home.
  • This week, i4cp’s Total Rewards group call will feature a
    child psychologist discussing impact on children.

Question: How are people remaining visible while working at

  • CIGNA piloted an ERG in their personal branding initiative
    to help their employees stand out with voice, presence and visibility on the

Question: What are companies doing to help support emotional
health of remote workers?

  • Trinity Health’s Ability! BRG is doing a webinar on stress
    reduction strategies.
  • A company CEO is doing weekly videos to employees and did
    one with his teenaged daughter in which she gave him feedback on what he needs
    to do better to support those at home.
  • Another company is conducting well-being webinars.
  • An organization’s Green Team (focused on sustainability) has
    continued modified Earth Month activities, including a display case outside a
    high-visibility, high-traffic location to afford a semblance of normalcy.
  • PeaceHealth is building a direct helpline for trauma
    services, staffed by its internal psychologists.
  • An attendee’s organization is partnering with the local
    chapter of the National Alliance on Mental Illness to deliver webinars on how
    to maintain mental health in the midst of the stress and anxiety of current

Question: How are firms addressing questions about job
security or insecurity in today’s environment?

  • How is D&I working with frontline health workers and
    clinical staff? What type of programs or
    initiatives can we implement to help them?
  • PeaceHealth is building a $1M hardship fund for its front
    line employees, available in multiple languages. The company will also have
    COVID-19 Resource Navigators providing direct support for financial support,
    food resources, behavioral health and childcare.
  • Brigham Health is checking in with frontline staff managers
    daily to determine what their needs are and is escalating their issues.


Jacqui Robertson—Global Head of Talent, Diversity, and
Inclusion at William Blair and Chair of i4cp’s CEO Board—kicked off the call
with the guest interview.

Today’s guest: Neddy Perez, Global head of Diversity &
Inclusion, Talent management COE at McCormick & Company.

Key Takeaways from the call:


Find your balance. Ms. Perez, who has a background in PR and
crisis management, noted that the current pandemic is the first time recent
history has seen a disaster situation that is so widespread – affecting people
in every part of the world. Because of the 24/7 news focus on COVID-19, and the
many channels of input available, as well as the radical changes in daily life
and the social isolation some are experiencing, it can be easy to become


Perez recommends that people work to find balance in news
consumption. Limit the amount of news – much of which is repetitive anyway – so
that it’s manageable. Find a way to frame it, disconnect and get some distance
from it. This enables people to cope more effectively and frees them to support
and help others.


Look for lessons learned. Perez explains that McCormick has
operations in 26 countries, including China. That presence gave the company an
early view into what other countries are now dealing with. McCormick used that
China connection as a learning experience that helped them observe what people
and businesses went through and enabled them to better prepare for outbreaks in
the U.S. and other locations.


One lesson learned: involve all of an organization’s mission
critical functions in planning responses and actions. McCormick tapped into
teams in HR, safety, supply, crisis management and other areas. In addition,
senior leaders issued proactive communications to employees and employee
ambassador groups (EAGs) provided additional support.


Implement talent strategies that focus on employees.
McCormick’s primary emphasis has been on its employees and their safety and
well-being. That approach, spearheaded by the global head of HR, mobilized the
company in multiple ways. Some examples:


Early on, employees where given the opportunity to choose
whether they wanted to work from home or go into company locations

When situations moved beyond choice, all employees who could
were asked to work virtually

HR teamed with IT to ensure employees quickly received
equipment and support needed to work from home

Because McCormick operations are viewed as essential to the
food supply chain, some locations must remain open. In those settings, Plant
Operations and Health and Safety teams work to ensure extra precautions are
taken to protect workers’ safety


Think ahead and plan the return. A major topic of interest
expressed on the call centered on what companies are doing now to
anticipate/work toward eventual return to operations after the COVID-19 danger
has passed. One potential six-step preparation process was shared with the
caveat that it is still evolving and changing, and that such procedures will be
unique to every organization – no one-size-fits-all. The six steps (plus 4
phases) to consider:


  • Government approval – all levels: local, state, federal
  • Facilities readiness – cleaning needed, protective equipment
    required, etc.
  • Employee readiness – employees’ comfort and confidence in
  • Business readiness – which employees should return and in
    what order
  • Phased timeline – order in which aspects of operations
    should resume
  • Communications – plan proactive, transparent communication
    with employees  

Proposed Phases for reintegration:

1. Determining when to return
2. Preparing for return
3. Process to return to work
4. Post return considerations



Other topics and questions raised during the call:


  • What steps do companies take to tailor communications to be
    inclusive of hourly and/or salaried employee populations? (line workers vs
    corporate remote workers)
  • What are organizations doing related to D&I to keep
    associates engaged during this time? (specifically non-COVID-19 related)
  • Prior to COVID-19 teams were struggling to find ways to
    connect with remote teammates. Due to COVID-19 changes, some organizations are
    seeing much more digital social connection points (team happy hours, trivia
    games, birthday celebrations for teammates held via Zoom).
  • How are companies championing/training on resilience?
  • May is Asian Pacific American Heritage Month. How can organizations
    use this month to lift up and support teammates who identify in those
    communities and share the resilience of partners in Asia who are now starting
    to return to the office?
  • One company is educating on xenophobia and asking Asian BRG
    members to create conversations with others to educate.



The first virtual gathering of the D&I action call covered many topics to include: 

Innovative Practices:

  • Retailers are offering shopping days just for seniors at grocery stores
  • Waste Management is using a daycare partner to help with child
    care issues and providing $100 a day to employees for childcare needs.
  • Pitney Bowes has a mature employee relief fund that has been
    in place for a while to deal with not only national emergencies, but also
    personal emergencies.
  • Zimmer Biomet and Pitney Bowes are treating contingent workers
    the same as FTEs re: paid sick time

Diversity & Inclusion Concerns Raised:

  • Has this shifted to more of a generational issue about attitudes
    in response to risk? Concern on the part of business leaders and local officials
    that younger people are still going out. How to address internally with our
  • Workplace discrimination – an existential discussion.
  • Need to be on the alert for potentially discriminatory
    messaging/ responsible messaging
  • How are we dealing with people with disabilities? How are HR
    departments doing accommodations for those working from home who need work
  • Disproportionate number of women losing employment; disproportionate
    amount of care issues falling to women. We will likely see greater instances of
    domestic violence against women and children

Remote Work Challenges:

  • Work from home parents need resources; educational resources
    – partnerships, etc. Greater access to childcare/homeschooling will be a
    continuing issue
  • There’s a need for greater awareness around equity and
    access; are we assessing equity issues we need to deal with – disparities?
  • What are you doing for parents working from home – resources
    for education from home?
  • Looking for online resources and sharing them with employees
  • Zoom is letting public and private schools use services for
  • How can we do more? Like resources for older workers,
    caretakers, etc.
  • How are we using the different communities to keep people
    connected and engaged?
  • How do we maintain a healthy environment for those in jobs
    that can’t go virtual?

Long-Range Thoughts:

  • Now thinking more about prevention for future incidents. We
    skipped over the prevention phase and went directly into mitigation with this.
  • Partnerships with companies to help employees on the lower
    end of the economic spectrum
  • How can we use ERGs to push out resources?
  • To what extent do you think policies and practices now will
    become the new normal?

Curated Best Practices Articles

King County Public Health (Seattle) is pairing clinical
information with anti-stigma information
for the public

NBC News: 3 Ways to Promote a Virtual Work Culture that Prioritizes Inclusivity

TIME: Why Wearing a Face Mask Is Encouraged in Asia, but Shunned
in the U.S.

Forbes: How To Create Effective Online Diversity Trainings

Forbes: 5 Things To Know About Coronavirus And People With Disabilities

Quick takeaways of this article:

  • Keep in mind that when people say “Only those with underlying conditions should be concerned,” those people are hearing you be dismissive of the fact they face a serious threat.
  • It can be more difficult for people with disabilities to quarantine or take necessary steps to protect themselves.
  • Impact on caregivers can also impact a disabled workers independence.
  • This could have larger implications on long-term issues on workplace accommodations and flexibility.
  • Awareness and concern for special needs will communicate that you “have their backs”

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