Exclusive Interview with Sarah Rowell, CEO, Kantola Training Solutions

"People Want to Work for a Company That Values Diversity, Equity, and Inclusion"

“When HR and talent professionals are aligned on diversity, equity, and inclusion (DEI) education and training, this creates a powerful opportunity for making changes around employee perceptions and behaviors. That alignment also supports an organization’s ability to build a more inclusive culture that attracts and retains talent, in addition to affecting positive business outcomes,” says Sarah Rowell, CEO of Kantola Training Solutions, an innovative e-Learning company focused on Diversity, Equity, & Inclusion and Harassment Prevention training solutions.

In an exclusive interview with HR.com, Sarah talks about the current state of diversity, equity, and inclusion in the workplace, areas that HR and talent professionals can work together, DEI practices that should be adopted in 2022 and much more.

Q. What is the current state of diversity, equity, and inclusion in the workplace?

Sarah: The last few years have seen an awakening to the fact that diversity, equity and inclusion (DEI) are a critical part of today’s business world—and not just as a one-off program or initiative, but as an ethos that shapes the very fabric of our organizations. I think we should also acknowledge that a great deal of progress has been made with companies committing resources and recognizing that DEI enables companies to not only survive but to thrive in a competitive environment. That said, there is more work to be done for everyone to agree that companies have gone far enough.
 

For instance, a survey analysis by Just Capital shows that while companies are committing to DEI initiatives, more work is needed to increase accountability and action. Their research found that “while workers’ and employers’ perspectives converge in recognizing corporate commitments to DEI programs and initial progress toward goals, there is also some notable divergence in the two groups’ perspectives on how far their companies have come, suggesting that increased accountability and action may still be needed.” 

Q. How does diversity affect talent management?

Sarah: It’s become evident that DEI is intricately connected to recruiting and retaining new talent. Companies are having to face this head-on in part because of the Great Resignation, which I prefer to call the Great Reshuffle, since employees aren’t just resigning, they are leaving for some specific reasons. And a big part of that is related to prospective employees’ desires to be part of a more diverse, equitable and inclusive work environment.

You don’t have to look far to find evidence to back this up. Consider the research by CNBC|SurveyMonkey Workforce Survey with 8,233 workers which showed that “Nearly 80% of those surveyed said they want to work for a company that values diversity, equity, and inclusion issues, and a third said their companies are doing ‘a lot’ of work on this area.” That tracks with my own experience as CEO at Kantola. We are an eLearning with a focus on DEI and harassment prevention training, and it’s a big part of why we are committed to helping companies make progress in this area. It’s also why it’s so critical for talent management to put the focus on diversity, equity and inclusion. But as I said earlier, it can’t be an add-on. It must be represented throughout the organization and reflected in its structure and processes. I know this isn’t easy. That's why in addition to our training courses, we help organizations with many free resources, including thought pieces on retention and recruitment, to provide guidance on new challenges and opportunities around DEI.

Q. Which areas can HR and talent professionals work more closely together?

Sarah: There is a key role for both HR and talent professionals in the DEI realm. One area where they can work closely is on the development of the program plan, working together to set strategies that address the needs of both areas. That’s a collaboration that reinforces the benefits of DEI for both functions.

Another area of intersection is around education and training because this impacts both day-to-day HR-related responsibilities, as well as the strategic priorities related to talent management and development. When HR and talent professionals are aligned on DEI education and training, this creates a powerful opportunity for making changes around employee perceptions and behaviors. That alignment also supports an organization’s ability to build a more inclusive culture that attracts and retains talent, in addition to affecting positive business outcomes. 

Finally, I'd like to make a point about something that’s important to both HR and talent professionals. It’s embodied in the idea that it’s not enough to hire diverse talent. We all need to ensure that we create an environment that is not only diverse but also equitable and inclusive—where employees across the spectrum of diversity feel valued, understood and want to stay. Prospective hires are looking at sites like Glassdoor, and they’re searching for evidence that companies are putting a focus on creating a healthy workplace culture that will value their well-being.

Q. What would you say is the most challenging part of implementing a DE&I program?

Sarah: I would say that it’s knowing how to get started or where to start! With so much conversation about the importance of DEI, companies who have not made inroads into this area can feel like they’ve been left behind and that it’s hard to catch up. My philosophy on this is that each company is starting from the right place for them. That’s because every organization has its own set of challenges that are specific to their situation. 

My belief is to judge an organization for lack of progress is not productive. It’s better to focus on what the company can do to get started. To nurture companies as they embark on a DEI program, we’ve developed a resource that can help HR and talent professionals to develop a DEI framework that works for their organization. I’ve also authored a related article about How to build an effective DEI program for your organization which offers some new ideas and strategies.

Q. What is your most significant piece of advice for getting started with DE&I?

Sarah: I have a few pieces of advice, and some of them are related to what you mentioned before about addressing challenges. First, don't let the fact that you have not started yet hold you back from taking the first steps. Once you are on your way, you will see that there are a lot of resources and support out there to help you. Second, be prepared for some resistance. Change is not easy, and it takes time for people to learn and grow. There are some specific strategies for addressing resistance. I’ve done a webinar that explores this, as well as an article in Forbes, Managing Resistance To Diversity, Equity And Inclusion Workplace Initiatives. 

Third, work with your leaders and managers to get buy-in before you get started. Frontline managers are an especially critical part of implementing a successful DEI program. They are the key connection to employees and having their support makes all the difference.

And again, before you get started, work from a framework to develop your approach. It should include steps like:
 

• Setting your ambition to define what you want to accomplish, assessing and diagnosing to determine your starting point
• Creating a plan with your goals and strategies, executing your plan
• Tracking your progress and finally celebrating your success!

Q. What DEI practices should organizations adopt in 2022 and beyond?

Sarah: This could be a whole conversation on its own but let me keep this concise so that your audience has some clear takeaways. Here are some areas that are at the top of my mind. First, review your processes and systems to remove any bias. For instance, consider reworking your interview process to include a more diverse panel of interviewers who are all working from a consistent set of evaluation criteria. Second, put your focus on building a more inclusive culture. Make sure that everyone in the organization is made to feel like they are valued and have a sense of belonging and well-being. You’ll want to put special emphasis on underrepresented employees, as these groups have traditionally been excluded. Our recent HR.com article, 5 Steps To Building an Inclusive Culture, offers some strategies to help you. 

Next, get the best training available to provide your employees with concrete tools and strategies to change their behavior, perceptions and open their minds to understanding the value of having a diverse and inclusive work environment. Remind your employees that cultivating this kind of culture benefits everyone. Finally, create a system for tracking and accountability, particularly at the leadership level. Now more than ever, there’s an expectation that companies must be transparent about the progress they’ve made with DEI and that they should be able to show demonstrable results.

I’m proud to say that I work with many companies that are already implementing strategies like these. It makes me very hopeful that we will continue to make inroads into making our organizations more diverse equitable and inclusive.
 

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