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More than Words? The Unspoken Experience of DEIA … and How we can Create More Inclusive Work Cultures
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More than Words? The Unspoken Experience of DEIA … and How we can Create More Inclusive Work Cultures
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Segment:0 .
Welcome to more than words, the unspoken experience of DEIA and how we can create more inclusive work cultures. I'm Ann stone, independent marketing consultant, and I'm delighted to have the opportunity to bring our panelists together for this workplace equity survey presentation and also members of the SSP, Dea committee for our conversation with you today. Joining us from the survey committee is Miranda Walker, associate director of Wolters Kluwer health and SSP past president and Simon Holt, senior product manager at Content Accessibility at Elsevier and SSP board member.
I'm also happy to have colleagues leading the Dea committee. Shayna Lang, managing editor of American Society of nephrology, and Allison Leong in the audience, assistant director of American Chemical Society. And Sue Harris over there, managing editor of American Psychological Association. The participation in conversations and sessions on building inclusive workplaces and work practices has been excellent at this event.
I want to take a moment and recognize here. And now that we are making progress together, individuals and organizations are presenting here and everybody is participating in conversations demonstrating our commitment. So I just want to give round of everybody who's making a difference today. And just as people are walking in, if you want to make sure there's any needs you have for accommodation, make sure you can hear us in the back.
If you can at any time, hear us in the back. Please just raise your hand and let us know so that we can keep the microphones going for the live stream as well. So in this session, we'll share selected quotes and data from the workplace equity survey. These are individuals perspective on their lived experience rather than representative of a sample set or the industry.
They're individual, so you may be surprised or uncomfortable hearing some of the quotes or topics we discuss, especially if they're different from your own experience. Please be respectful of individuals points of view. We appreciate that familiarity and changing dynamics of inclusive language can also be sensitive. So we look forward to speaking, sparking conversation and reflecting on creating differences and include diverse and inclusive workspaces in cultures.
And in this space, virtually and in-person here, everybody can contribute with good intentions. We welcome your contributions during the session through online polls, sharing your own experience and questions and comments to the panelists. We value the SSP code of conduct for everyone in the room and online. A quick reminder that SSP is committed to diversity, equity and providing a safe, inclusive and productive meeting environment that fosters open dialogue and the free expression of ideas, free from harassment, discrimination, and hostile conduct.
This session is being recorded and live streamed and to make this session accessible to all speakers, we'll be using microphones. Please shout if they're not projecting well enough. Also, unlike other sessions, speakers can choose to identify themselves in whatever way they feel comfortable. It is also perfectly fine not to identify yourself and your affiliation in this session if you're more comfortable with that.
Allison and sue in the audience will pass microphones. When you wish to contribute a question or comment, just get their attention. You'll if you want to remain anonymous, you can also share your comment or question to Allison and sue, and they'll read out. They'll refer back and repeat it into the mic. So our goal for this session is to take your pulse and create conversations around what contributes to workplace satisfaction.
What can we do to increase participation in mentorship and sponsorship, and what is our experience of workplace cultures and work life. What is working and what's not. This is when we'll have the big reveal. If you didn't attend session to be yesterday, we'll be able to tell you what the biggest changes are since the workplace equity survey was first fielded in 2018.
I want to take a moment to Thank sae for disk, the organizational members and the leaders for sponsoring the second workplace equity survey. The survey instrument was first developed and fielded as a grassroots effort of Simone Taylor, Susan spilka and Jerry Wachter. We Thank Simone, who continued in the role of co-chair and Chevy Cohen, who. I also especially want to Thank Camille Lemieux for her leadership and expertise in analyzing the data and summarizing the initial findings in the 2023 executive summary.
And I wrote that before she wrote received the Emerging Leader Award yesterday, which was well earned. We'll introduce just a little bit of data with each session, with each session to spark conversations, and we'll take some anonymous polls. For the sake of expedience. We're going to just read out the results. We're not going to try to show them on the screen the full data set of the entire workplace equity survey without the comments to preserve anonymity is going to be hosted on the open eclipse.org repository we collected only self-reported.
Demographic data. How many people in this room participated in the survey, which launched about this time last year. OK Wow. A lot of people that are going to be new to this. So that's why I wanted to repeat that we did have a consent statement to use the information that the people that responded provided. And I thought it'd be helpful to just share that participation is entirely optional and anonymous.
The personally identifiable information is asked. No personally identifiable information is asked for saved. All questions are optional and you're free to exit the survey at any time. See disk is responsible for the collation analysis and publication of survey results. Shane is going to run the first polls and we. We've asked her to present a little bit of the workplace equity data.
And just for the sake of transition, simple transitions. Thank you, Anne. Hi, everyone. So as Ann mentioned, this session is really meant to be interactive. There will be opportunities for you to share your thoughts and experiences using the microphones if you're on live stream, the Q&A and comments as well.
Through the polls. If you added this session to your app, you might have already gotten prompts, which is great. That's the best way to access the poll is through Whova. But we'll also have QR codes that you can follow every time the poll comes up. So you want to start with our first poll. I'm just asking everyone, how satisfied are you in your current position today.
So on a scale of 1 to 5, how would you rate your current level of job satisfaction with one being you're extremely dissatisfied. Two dissatisfied. Three neither satisfied or dissatisfied. Four satisfied and 5 extremely satisfied. We're going to give everyone a few seconds to locate the polls in Whova and vote if you haven't already. And while we are getting those results in I want to give you a brief introduction into the workplace equity project and methodology.
So following the establishment of the Coalition for diversity and inclusion in scholarly communication or for in 2017, in 2018, the workplace equity survey sought to benchmark the state of workplace equity in the global scholarly publishing landscape. Those survey findings are published in learned publishing. The data and files are available online and findings from that survey indicated that the workforce was not demographically representative of the wider population and that there were differences in overall satisfaction, compensation, career progression based on respondents demographics.
So five years later, following all of the turbulence, the tragedy, the change that 2020 brought us and onwards Seaford is conducted the survey for a second time in 2023 with the aim of understanding how the industry evolved since 2018. So as in 2018, the 2023 survey relied on very close collaboration with across the scholarly publishing industry to review the survey instrument, as Ann mentioned, to reach participants throughout the world, leading global and regional industry organizations helped to promote and distribute the survey through social media, email websites and the results in the report.
And what we'll be sharing today include data from only those individuals who responded. So we acknowledge that it has its limitations. It's a self selected sample of our industry. That survey ran from May 20 9th to July 17, 2023, and we received close to 1,800 responses from across six continents. Of those, approximately 1,500 respondents actually answered the demographic questions.
So keep in mind that about 14% of total respondents did not provide their country of residence. As you can see on the screen, a majority of residents, about 61% live in North America, followed by Europe at 26% South America and Asia each at 6% and Africa and Oceania at 1% Compared to 2018. There was an overall 48% increase in responses. And regionally, we also saw higher responses in the 2023 survey from South America and Europe.
So hopefully everyone had a chance to find the polls in the Whova app and answered. So I'm just going to take a look on my phone and you can probably see the results as well if you have it in front of you. So it looks like a majority of our respondents. Are satisfied or extremely satisfied, which is very encouraging to see. But we do also have folks who are extremely dissatisfied, dissatisfied or right in the middle.
So our next poll is knowing that a majority of us are satisfied or extremely satisfied. But it's pretty distributed, actually. What percentage of the workplace equity survey respondents do you think responded with either being satisfied or very satisfied in their current position. 65% 78% or 86% I'll give everyone a few seconds to respond.
It's very cool to see it live coming in. And I will say so I'm going to close the poll in 3, 2, 1. All right. So 65 or. Well, actually, there's a lot of percentages involved in this. So a majority I can't see it on my screen here. A majority of you all, though, guessed 65% were satisfied or extremely satisfied. So let's see the results.
So across all respondents, 78% reported job satisfaction. This was similar to 2018. The majority were satisfied overall. But it is important to note that job satisfaction varied by demographic. These are only slight variations in our significance testing work yet has yet to be done. But it's important to look at these differences and where there may be dissent when we're talking about issues of equity.
Some demographic groups were less likely than others to be satisfied, including people identifying as Black people who are not caregivers or parents, people identifying as having a disability or neurodivergence age cohorts 45 to 54 and 55 to 64 were more likely to be satisfied in their jobs than other ages and above the overall average. So this side presents contributors to job satisfaction that the survey asked people to respond to balancing individual status and workplace culture.
So individual status captures aspects such as recognition from leaders, colleagues, peers, leadership opportunities, promotion opportunities, compensation, access to managers and project or committee or team assignments aspects of an inclusive culture may include commitment of your employer to creating an inclusive and equitable workplace. Feeling respected and valued, feeling that the culture is supportive.
I think for many of us, job satisfaction is probably many of these things. Probably also things that are maybe not listed here, and they probably have different weights, things that we can maybe compromise on. For me, I would say my kind of personal equation of job satisfaction is definitely a little bit of all of these things. Feeling respected and valued is particularly important to me.
I think it extends do we lose the slide. OK I think it extends to how my colleagues respect me, how I respect them, that reciprocal and mutual feeling, how we embrace each other and how we communicate and our work styles, and also how my expertise is valued, how my opinions, and ideas are heard, and how are they actually taken into practice. And so again, it's probably for all of us kind of a little bit different.
And so what we want to do in here now is to ask all of you to think. And so we're also going to ask our panelists as well, and we're going to kick off with them and then we'll look to you in the audience. If you're comfortable sharing again in the room or streaming for your thoughts to share. So I want to start with Simon first. Can you be satisfied in your role if the overall work culture is not inclusive.
I think it's going to be limiting. I think job satisfaction has a lot of different aspects, right. So some of them are to do with the actual job and what you're doing, and some of it is to do with the environment. Not just who your direct manager is, but also the community that you come across around the organization. I think there are companies who prioritize inclusion very intentionally.
I think other times I think you can get inclusive environments that come about organically. But I think if inclusion, especially in a remote world, is not prioritized, I think even in if in the short term you feel quite happy about the tasks that you're doing, as soon as you start to think about things like growth or as soon as you hit a bad patch and things go a bit wrong, or you have some challenges in collaboration with other colleagues, I think those words that we talked about before, like feeling valued and wanted and included, are going to come to the fore and are an organization that doesn't actively prioritize inclusion.
I think it would be very difficult to remain satisfied in a job in the medium to long term. Yeah Thank you, Simon. I think one thing that you resonated with me is sometimes it until you face a challenge, you often don't really see how your employer or how your colleagues are going to react. I want to ask Miranda a question next.
Particularly speaking, Simon mentioned remote environments as well. What do you think that leaders can do to build belonging and where does that remote first hybrid come into play. I'm going to echo what our president talked about during the Board meeting on Tuesday. He made a point of saying, as board members, it's our responsibility to see our members, especially new early career, new people who are coming in, have never been before.
We should leave the boardroom and we should acknowledge and interact. I think the same thing applies to the workplace. You need to see all your employees be there remote or in the office. Recognize that if someone is someone is might have somebody who's strong and they're talking and they have a lot of somebody else in the corner may not feel comfortable interrupting that person.
So you need to stop and interrupt that person and include them when they're remote. One of the things that came out of the session that we had yesterday I thought was just so simple. Ask before you start an event, be it a team meeting, be it anything. Ask is there anything anyone needs. Are you sitting at. People sitting in the front of the room, or is the caption working.
If you're a remote worker, can you hear the room. Would you like people to have their cameras on. I think there's a responsibility for people. Yes, you have to communicate what your needs are. But as managers and leaders, we have to create an environment where people feel comfortable expressing those needs. And that may mean you have to be very literal and saying, what are your needs.
Yeah Thank you, Miranda. I think I want to open it up to the audience online and in person with some of the. I'll read a couple of the other questions that we have to get you thinking. But we really are opening it up to any and all thoughts. How important is the sense of belonging in your sense of job satisfaction. What if there is no prospect of opportunity or growth in your current position.
How does that affect your day to day level of satisfaction. And if you want to the mic, please raise your hand in the room. Yeah, well, that's OK. We got one. I'll do it. I think that my sense of belonging and the job place has a lot to do with the specific role that I'm in.
And that, my. My lane is clearly designated so that I know this is my lane. This is my job. This is where I belong. So just throwing that out there. It's good. Yeah, very clear expectations. All right.
I would say, oddly enough, while growth is desirable, I think it's much less important for job satisfaction for me, at least, than the sense of inclusion. For me, I think that's probably one of the most critical aspects of job satisfaction. Thank you. Anyone else in the audience want to share any comments. Yeah, I think for me, being feeling psychologically safe and definitely included is a big part.
I've been in basically the same position for about 18 years and people often ask me, why am I still doing the same thing. And a big answer is because I do feel safe. I do feel included. I feel connected to the people. And my team. And for me, that's at this stage in my life has been the more important for me than a different title or. More responsibilities mean I've gained more responsibilities, but I don't.
We feel the need for that growth necessarily, because I think you also point to just the idea that we're all motivated by different things. And that's. OK, especially as leaders understanding what your team is motivated by and having those conversations with them. I think next we're going to go into the first set of reading some testimonials from the workplace equity survey.
So first, just Thank you to those of you who just shared everyone, your. Distributions and sharing your experiences and being vulnerable with us today. So we want to share a few quotes from our survey participants who are also very vulnerable when they responded to the survey in the workplace equity survey, 366 respondents provided free text responses related to job satisfaction.
And part of what we're trying to do today is to shed light on that multitude of experiences that came through in the survey results, both positive and negative within our industry. And so we've selected a few very powerful responses that will be read aloud by Sue Harris and Allison Leone. And these are anonymized testimonials. They do not necessarily reflect the sentiments of the panelists or the speakers here today, but we really are trying to give voice to these written responses.
As noted earlier, these have been edited to eliminate potentially identifiable details. But where it is relevant to the comment, we have included self-identified demographic information with their consent. And I also encourage you, as we're reading these quotes, to be aware of the intersectionality represented in the comments that you'll hear today.
On compensation. Early career retention compensation is really my biggest concern. As it becomes difficult to imagine a long term future. My current position, if my current position barely keeps up with cost of living. 25 to 34 man master's or equivalent on compensation, parental leave and growth. My dissatisfaction at work comes from denied opportunities and lack of compensation in contrast to male colleagues.
I lost a growth opportunity due to an upcoming parental leave. I have realized that one has to ask for the opportunities to make them happen and now I am not shy to ask. 35 to 44 women senior or executive level. On being respected project assignments. Dea I do enjoy my job and my direct line manager is great. But every level above them isn't very approachable and also often perpetuates discriminatory action.
And to engage myself with DEI activities is often seen as a fun hobby and within the company not as the important work that it is. Man disabled and neurodivergent LGBTQ. Balance and mental health at work. I've achieved a high enough position that I get a good salary and medical benefits and can live a comfortable life, and I have no desire to move further up in my career as that would take away from my personal life and take a toll on my mental and emotional health.
I am satisfied with my workplace and employer, which lets me work remote full time and avoid a soul crushing commute. 35 to 44 publisher commercial society and University Intermediate Full time. What's wrong with capacity and workload. All the policies in the world don't matter when your workload is too heavy.
55 to 64. Nonprofit organization or association. Mid-level full time. There is an institutional culture that one should work outside of business hours and on weekends, and the general volume of work is incompatible with 40 hours a week as the contract establishes. 35 to 44 academic institution or library.
Parent mid-level full time. Thank you. I'm going to pass it over to Miranda to talk about mentorship. I think we have a few minutes if someone has anything to add or. Reflections any reflections on what you just heard. I saw some heads nodding. Yeah, I was telling.
Source let's talk about mentorship at work. For those of you, you may have participated yesterday, but we had a great activity where we sat around tables and we talked about, OK, what can we do to make this better. We did the survey in 2018. We did it again in 2023. What do we want it to look like in 2028? So it was a great conversation. So if you have a chance, you can go take a look at it.
There's a link here and I'm sure there'll be more outcomes from that. So we ask people, have you had a mentor. Have you been a mentor. And about 46% had a mentor, 48% had been a mentor. But 86% believed they believed it made a difference. So, again, these are numbers you'd be curious to look at. And I think Ann brought it up earlier as.
What does this mean as far as is this enough. Is this number high enough. Is 46% having had a mentor or a higher enough number. So we listened to 335 texts, respondents. So I think we're going to do a quick survey. Yes, we're going to do this is our last poll for today. Again, if you navigate to the app or you can scan the QR code that you're seeing. Have you had the opportunity to participate in formal or informal mentoring.
This can be in your organization or other associations like SSP or other avenues for mentoring. OK while you do that. So we're going to do this section a little different because I'm going to give you some questions to think about, and then I'm going to give you some voices to listen to. And then we're going to have a conversation about those questions. So who benefits is mentoring for everyone.
What are barriers to participation. What are criteria for participation. What criteria for participation are helpful. What structure formal or informal inside an organization do you expect your organization to have. An employee resource group. Does that fit the mentorship model that it's best who should be mentors. Our managers supported in their role of mentorship.
What If you don't have a good manager, what kind of recognition for allies and mentors would motivate people to participate in the process. Think about that now let's do some listening. So advanced design you make a. So one of my most valuable mentoring experiences was mentoring teens with a similar socioeconomic background to me who were interested in publishing, helping build their confidence and interest in the field.
This would have been invaluable to me at that age. Women black from Europe 25 to 34. My employer did cover a few coaching sessions when I was at a career crossroads. It was very much driven by me rather than offered proactively, but it helped. Who benefits in formal programs. How to advocate for yourself.
At my workplace. Mentorship is for people who grew up affluent and went to name brand schools or have advanced degrees only. I do not have any access to mentoring. Man white North America 35 to 44. It's competitive to get into mentorship programs in my organization. Women Asian 25 to 34. There are mentoring mentorship programs for new entrants into the industry.
I have not been able to find a suitable mentor for myself as an established practitioner. Woman white. Senior executive. How to organizations support mentorship. The most valuable mentorship experiences have been through professional societies rather than offered by the employer. Man black 45 to 54.
My company does not have a good formal mentorship program, and none of the ERGs have likewise attempted to create any for our communities either, likely because of lack of support from the company. Non-binary white. Mid-level all right. Let's talk before we do this. Can I get a show of hands for those who have been mentored?
That's wonderful. How many have been mentees? That's interesting. It's not the same number. So let's talk about that. Let's talk about who benefits from these mentoring programs. Why do we just see that we have more people who have been mentored than have been mentored?
Why haven't you mentored? Does your organization have a formal mentorship program. It looks like it's pretty evident that all of us feel we should be mentored. How many of us feel are there any barriers to being a mentor in your organization. Or personally. I see head shaking.
There you go. So I'm in a very small organization, which kind of when it comes to questions like this, we don't really have the capacity for any sort of formal program. And so I could I do feel like I've been. And I guess it might be more accurate to say I've been sort of I've been mentored but in.
Informal Thank you. Goodness in an informal manner. But I think it also. It has definitely required a little bit of advocacy on my own part of first figuring out what questions I need to ask. And then once I've asked the questions or I've shown some sort of initiative or interest in a certain area, colleagues and managers have stepped in and filled, filled in, helped fill out those areas with me.
But a lot of it was not even knowing what questions to be asking or what things to be thinking about where I think having I did like the comment from somebody who's professional society helped, fill in some of those gaps because my organization is a professional society and that's something that we do for our community. But then as staff, finding it for myself has been a little bit, less obvious.
So I think we have over here as well. And then see think one of the barriers is when you have a formalized mentorship program, a lot of times people don't see where they fit into that. And I think you have to make it very explicit when you design that program. If you are someone in mid-career, you could mentor someone just coming in or you could be mentored by someone who is in the executive level.
And you have to be very explicit about where each individual goal and career stage fits into that program. Because, for example, there is no SERVIR program that we have access to at cell press. But I don't know that a lot of my colleagues know necessarily, OK, if I was to go into that program, am I senior enough, am I not senior enough. What do I get out of that. Because it's just not made explicit.
I'll put a brief plug for the SSP mentorship program when we do matching, we try to make it very clear that, like anybody at any career stage can be anybody at almost any career stage can be a mentor as well. And we can try to connect those things. But if you don't make that really clear in your program, I think it's really hard for people to just magically see where they might fit in that structure.
I think there was over here, we had a few hands over here start in the back and work our way up. We have the first, OK. And then we have virtual. So let's do one and then we'll do virtual. And we just keep going back and forth. Who was first over here. OK go for it. Thank you.
Where's the virtual one. Can you generate it. OK plus 1 on the SSP mentorship program. It was an incredible experience as a mentor. But I do think it's important to flag that mentorship should be voluntary to some degree. I was in a really uncomfortable. And many moons ago now at an organization where my mentorship by this person and I was really, really uncomfortable and that whole relationship went downhill quickly.
I instead said I'd actually prefer this other person. And they said, no, no, no, that's not the right direction for you. My best experience as a mentee have been where I sought someone out and said, I really appreciate this about your leadership or appreciate this about your style. Can you help guide me. Or I have questions that you seem to have answers to.
So the voluntary aspect is one that I think is important for everybody to keep in mind. Great great. From the virtual space. She needs breaking. This is quite related to what you were just saying. Somebody from the.
The virtual program has asked. We surveyed our editorial board on peer review. A majority said no. How we encourage mentorship. Bad or maybe someone in the audience has an idea about. Yeah, can speak to that briefly. Yeah so.
So I'm just checking. The mic is working. So I find that it's the word shocking But not surprising. Kind that springs to mind, in that I think the problem is that especially in peer review, there are so many challenges, especially around ethics. I wonder if a lot of those people feel overworked but be.
I'm concerned that they might say the wrong thing, where we need to make sure that if people are going to be mentors, they're set up for success as well. And I've certainly had lots of mentees come to me expecting answers with a capital A right. And I think this question really speaks to that right. And so I think part of encouraging people to be mentors is, first of all, taking the pressure off a bit and saying, actually, we're just looking for you to share your experience in guide as opposed to come up with definitive answers.
But B, we have to not kind of say this is what's in it for you, but kind of say, well actually we consider this a really important part of what you're doing. And if you're going to mentor someone, We're going to make time for that to happen and elsewhere in the survey, it talks quite a lot about burnout. And I think things like mentorship are often considered kind of just extra things that you're meant to do.
And I think we would all agree here mentorship is important. But if you're going to do a job properly, you need to have the time to do it. And I think that question really speaks to a problem that we have within academia and within the industry around not just wanting to do the right thing, but having the tools to do it. And also the time to do it as well. Really, really powerful.
And I think we had. Do you want to. Any other comments about. Yes behind you. And anything he says. But I just wanted to add that just going back to Simon's point about how can we encourage mentorship.
I think a lot about this from the stem mentorship program, but also shout out to the SSP one because it's phenomenal. But one of the things that we find is really challenging in terms of encouraging mentors to step up and actually participate is sort of like a fear of failure and a fear that they're going to not be good enough. When I started in the stem early Career Committee, I refused to be a mentor for like two or three years because I said, I'm not senior enough.
Like, I don't know enough. And once I sort of fell onto the other side of that. And finally got a mentee for the first time, I realized that my lived experience actually was super valuable to that person. And also I personally got a lot out of it. So one of the ways that we've been really encouraging mentors to step up is sharing some of these personal anecdotes of how our mentors have been impacted and have impacted their mentees over the last few cohorts of our mentorship program.
And I think that takes a little bit of the fear out of it that you're going to fail these mentees and you're going to mess them up in some significant way. I think having that sort of bringing it down to a personal level and making sure that people feel like really all they need is advice and answers, not with a capital assignment, but with a lowercase a is really what we're looking for. So expectation setting and personalization, I think can help overcome that.
Great OK, so I'll just close on my mentee mentor advice. When people are nervous about signing up to be a mentor, especially if you're at a smaller organization. One of when I mentor folks, what I use one of my exercises, depending on where they are in their career, I tell them, find the job you want, take that job. Those job descriptions put each one in an individual Excel cell next to it.
Add a column. Do I have the skill. Do I not have this skill. Focus on the skills that you don't have. The next column, you put. Can I get this skill at work. Can I get this skill in my community. Can I get this skill in my society or with my professional society.
And then you may if you leadership is one of those skills and you're at a small organization and there's no one under you, but you know you're not at the lowest position in the industry, go to SSP and say, hey, I'd like to be a mentor. And now guess what. Guess what you have on your resume. Leadership so use that to fill the void.
All right. Well, Thank you. What? great. Go on. Yeah, I was just going to share to I think that a lot of people who have even been in the industry for a long time feel a little bit like imposters.
We all feel a little bit of that sense of are we really experts. Even though we've been around a while and I work with the mentor program at CSC, and it became very common answer when you go to talk to someone and ask if they're interested in being a mentor, and I've had people that are in the industry 40 years and I just don't know if I know enough to really mentor someone. And, and but then what they find out is that not only do they enjoy mentoring someone, they find out that they know a lot more than they thought they did, and it gives them a sense of accomplishment and it gives them a sense of satisfaction to have helped other people out.
And not only does it make them a leader, as you say, it makes them realize that they can be even more of a leader. And it's a self-perpetuating sort of circumstance that they find themselves in. Also gaining more experience and more confidence in their own work. So I'm really hopeful discussion to end. And even if you've been in the industry for decades, you can still feel like an imposter.
So everybody needs. And in fact, I'm on the SSP and I've been an SSP mentee. I keep a mentor. I keep looking for that opportunity to get to be a mentee with somebody from my age cohort because I want to learn from other people doing different things. So before I reveal the biggest shift in responses of the workplace equity survey from 2018 to 2023, I want to acknowledge that perceptions of how far we come May differ, and I hope we can agree that the work continues and creating inclusive workplaces and building diverse and thriving workplaces important to workforces, important to us all.
I just went to a high school graduation and was thinking about attracting the next generation of our workforce and how many students, especially in the US, are used to talking freely and openly about the accommodations that they have and individualized education plans that they've had in place for years. So when they come into the workforce, all of those supports may evaporate in front of them.
And how are how are we thinking about that. And on NPR, there was a featured story in Marketplace this week about the rise of entrepreneurship among young Black women. And a 24-year-old woman was quoted. Every black woman that I know their struggle with in the workplace workforce is exhausting. You will be called aggressive or you'll be made out to be an aggressor.
So literally, you just go about the world in such a different way. So they just opt out to be their own boss because they don't want even to show up in the space. So we really do have to be mindful that if we are going to. It tracked a vibrant, thriving publishing community of the future. We need to really put our minds to this work. So we encourage you to leave here today, ready to take action.
Find your opportunity. There's a few possible ways to start. Join the C4d community of practice and increase awareness in your organization by promoting upcoming webinars in July. Deondra Roberts will be hosting a webinar on creating psychologically safe work spaces, which I think is really an incredibly important topic. And I'm hoping to attend it.
And bring up the conversation around workplace bullying. So to the big change. We asked how many people were aware of stated values about diversity, and in 2018, that was 60% by 2023. As we remember, there were so many organizations very proactively and publicly making statements about their commitment to diversity. It bounced up to 29% So that's really great news, right.
There's more communication and awareness. However, we ask more nuanced questions, and we then did the work on the self-reported demographic data or did the work then our survey. While overall the majority agreed that their employer is committed, we look at who disagreed in the demographic differences between those who are in the majority groups and those are identifying in minority groups.
And these are the exact people who seek the support and who we aim to be supported by our policies and practices. So among the majority demographics of women, white and non-disabled, non neurodivergent, only 15% to 16% disagreed that their employer is committed to creating an inclusive workplace Among the minority demographics groups of non-binary black disabled neurodivergent, they're twice as likely to disagree with about one third of respondents self-identifying in these categories as disagreeing.
So please note that we haven't done the statistical significant analysis and we're aware of the sample size differences. But we do make a note that where any difference was more than 5% we consider it a substantial difference. So in 2023, 81% said the organization's culture is supportive versus 62% in 2018. And again, that's great news, but.
When you look at the more granular level by the minority demographics, only less than a quarter of people in the OR 75% you could say almost 75% feel respected in value in these minority groups. But then you're still looking at a quarter, almost a quarter of these people feeling unsupported or disrespected, not respected. So what does this actually feel like at work for these individuals.
What would these people say if they felt like they could say, what's on their minds without having a sense of risk at work or fear of fear of sharing their own point of view. So Alison and Sue will give you an idea. And then we'll talk a little bit more again around the conversation. What and questions. So before we go into the quotes here, some of these questions to think about.
Why do these differences exist. What are the threats to inclusion at work today and what can we do to address these threats. How can we help individuals of majority populations recognize the challenges of individuals with minority demographics and even more challenging the case of people who have unseen differences. How can we meet the goals for freedom of expression and creating psychologically safe workplaces.
And so over to. Since starting in 2020, I have witnessed many efforts from the company to strive to be inclusive and embrace diversity. Since the death of George Floyd, IMD initiatives have been put into place from the establishment of IMD role webinars and meetings on inclusion and diversity and company happenings and the implementation of inclusive language policies.
Women black entry level. My employer does not provide the safe, inclusive, working environment that they brag about. It's lip service, man. Black much progress has been made, but bridging the gap between intention and practice is an ongoing aspirational pursuit. Women multiracial. Disabled diversity inclusion initiatives often feel like box ticking exercises for senior management rather than actual much needed training for employees to create a fully welcoming and inclusive work culture.
25 to 34 LGBTQ. A lot of our flexibility comes from having no or few written rules. That means that the level of flexibility is very dependent on which department one is in and even on who your supervisor is. 35 to 44 disabled and neurodivergent.
It is still left to individuals to really push if they need assistance. And to carve out a space for themselves and things are not accessible by default. There continues to be a lack of understanding or willingness and the onus is put on to the disabled person or people to make enough noise for change to occur rather than it being a consideration to begin with. Change is not made at a wider level with regards to expectations on availability in and out of normal working hours, travel capability, et cetera.
25 to 34 disabled and neurodivergent. I was disabled by COVID. Long COVID within a couple of months of employment at my company. I have received every request for accommodation with zero fuss or worry that it would affect my ability to stay employed. This includes short term disability, unexpected time off, permanent work from home, and some changes in duties. 35 to 44 disabled.
So back to having a discussion among the room and virtually as well. Can we coach managers on how is there training available at your organizations. Have you seen some successes around employee resource groups to make people feel they have a place to go and feel included. Do you want to share anything.
Hi, Brian Solis with AIP publishing. I'm happy that I'm part of the committee since it was beginning in 2020. And I hope that what we're doing is not just box ticking. The committee really does care about our organization and our people, and I hope that other departments feel that as well. But I did some math on the survey and it was 2% of the respondents were Black.
That includes 1% of respondents being from Africa. So I'm just wondering just how small of a minority that is. And then thinking again, I personally manage someone who is a Black woman, and I want to make sure that she does not have the experiences that have been read aloud by these survey respondents. And I want to learn as much as I can about everyone in this room to help me be a better manager in my workplace.
And to set that proper culture. And I think I'm doing a good job. But that's I don't know. So yeah, making space and time for mentorship. I mean, I take on that role as a manager. And I hope that I'm providing the services that are needed. There but Yeah, just the challenge of finding the time and the space to understand what people's lived experiences are.
Knowing that it's such a small minority. Yeah like, first off, we should work on bringing in more people of diverse backgrounds. And I think that that's one of the wonderful things about the fellowship program and the generations fund. And I hope that reminds us all to support that work. I think it's remarkable how different people's perspectives are that you don't even have an awareness of what you might be saying that could be interpreted as a microaggression.
You just don't know. So people encounter these all day long and they feel that struggle of having to put the energy in. And they again, it's the people that are feeling it that then have to do the education and that's called the diversity tax. And I would throw it over to anybody that wants to speak about the diversity tax.
Thank you. And I didn't have any comments or prayer on the receipt tax, but happy to talk about that also. I just wanted to mention in my work as a DEI manager, when I speak with managers, a lot of it is about getting to know the people that you're managing on a personal level. I think there's a lot of pressure to try to know how try to know everything about every marginalized population.
And that's near impossible to do if you don't identify in that way. But I think starting with the people that you are around and that you do see and mentor on a day to day basis. I think making sure that there's open exchange of feedback between the two of you is really important and often just looking at a personal level. When you respect the person that you're working with and are confident in their abilities and want to build up their want to see them succeed, I think naturally that leads to a lot of inclusive behavior on its own.
I'll jump in on what Camille was saying and then also connecting it back a little bit to that idea of psychological safety. Having that building, that trust to have that open dialogue and to let yourself, especially if you are in if you're in a role of management or mentorship and you're part of a majority population and perhaps your mentee is from a minority population, there is, I mean, reasonable hesitance, I don't want to say the wrong thing.
I don't want to do the wrong thing. But I think it's important for us to dissect whether we're doing that because we're afraid of the I don't want to get labeled as a bad, I don't want somebody to call me racist or I don't want like I don't want my reputation to be hurt by something I inadvertently say. Let's take that aside and focus on. I don't want to cause harm to this individual.
And I think when we use that as our guiding principle, it helps reduce some of that fear and that hesitancy because then you're working on a person to person basis and you are not looking at someone from a different background than you. And hearing all of the everything that there is about difference and exclusion and things like that and worrying about I'm trying to I have to be I have to prove how good of a white person I am by doing this.
Well, and say, no, actually, what you need to do is have a solid working relationship with your mentor or with your mentee, with your direct report, whoever, and that's on a person to person level, not treating them as a representative of their identity, but treating them as an individual. And I think that if we can redirect our thinking that way, that can really help with some of that hesitancy and that fear.
That does stop a lot of folks from stepping up in these ways. And wonderful what everyone is saying. And one of the things that came out of the session yesterday and I'm looking at the person who said it should be very simple. We are all different. And I think one of the things that.
Sorry sorry. One of the things that came out of the session yesterday when someone made a very simple comment that we are all different. If we expect that we are all different, we will not assume that someone is not different. And I think what we can do and what other organizations can do is build a diverse work environment, hire people who don't look like you, hire people who have different holidays than you hire people from different institutions and the institution that you went to.
And then there will be no hesitation to understand that we're all different because we will just know we are all different. And we are more just African-Americans in general. We are more than 1% of the US population. And so I think that if you can see that in your workplace with I mean, we're just look at this room. This room is absolutely beautiful and we're just we're all different.
And if that's the easy part. The other stuff will fall into place. Yes Go ahead. Use Yeah, use. Just a very quickly build on that. Look, it has to be intentional. I think what I'm hearing from what everybody says just reminds me of a kind of quote that I keep coming back to.
If you're not actively including, then you're probably accidentally excluding, I think a lot of the challenges that come in building inclusive environments are often people who have benefited from existing unequal systems, who may be in leadership positions look at this and say, well, isn't it just about being nice to people or being kind to people. And actually, it's not.
It's much more systematic than that. And so, as Miranda just said and as others have said, if we want to build an inclusive and equitable workplace, we need to do that by design. It's not just going to happen by itself. Through however great individual actions and conversations might be. Before we wrap up on time and move on to the lunch break, I want to say that we on the committee of the workplace equity survey have are sharing our data.
We're interested in talking with organizations that want to use that data in any way. And we're open to opening a dialogue so that you can communicate what you feel is important back to your organization. So please do feel free to reach out to myself or anyone on the committee and download the full report. There's so much more in there and the data sets are massive. So we look forward to finding more findings to share over the year and more conversations to start.
And I'm holding folks from lunch, so never want to be that person, but here I am. So, just our closing slide is I think, Thank you to everyone who was sharing your experience and sharing your thought and having this open conversation today. I think it can be really natural to hear these quotes and feel all the feels of.
These are colleagues. These are people sitting in the room online, people that we work with on a day to day basis. And so if anything that you heard today in these testimonials and the data affected you, you might be kind of wondering what you can do to influence change. And I think we've already thrown out a lot of really great starts.
So we want to leave you all, though inspired to act. Definitely is. And so I'd encourage you to read the full report. If you haven't done so, reflect on your own feelings around workplace equity. Read it during your work day. I would also say because this is part of your work, don't say I'm going to read it on the train. This is part of your day to day.
There are many ways, though, that we can all contribute to the diversity, equity, inclusion and accessibility and belonging within our industry. The report outlines a lot of great actions, points to a lot of great tools, but I just want to highlight a few. The mentorship program we talked a lot about today. SSP program, but also other associations. Please consider serving as a mentor, as a mentee, even if you don't currently feel equipped to do that.
I think we've all heard that we all have something to bring to the table and to get out of it. Participate in virtual or in-person networking activities. We heard from the survey that networking can be really hard, especially for members of marginalized communities, but find what works for you. Since we are here today, if you're someone who is good at networking, maybe commit to by the end of the conference today before you.
Leave, connect one other person to someone else or introduce one other person to someone in your network. If you're standing around at lunch and you see someone, maybe sitting on their own, invite them in and then just start a conversation. Right after this as well. There's a committee fair and luncheon. Get involved in the committee. Committees, I think are all fantastically advancing the mission of SSP and incorporating DEIA in everything that we do.
I have a selfish plug for the Dia committee, especially though we one of the things that we're really proud of is a Liaison Program. So we have members of the committee sitting on each of the other SSP committees and task forces or vice versa. So we're all very much tied into what everyone else is doing. The committee as well, working with the workplace equity survey project team.
We're concurrent actually conducting kind of strategic planning and really taking some of the results of these surveys and figuring out how we can act on some of these things and address some of these things in our industry in the next few years. Upcoming in the next year, we're developing, hoping to develop an internship program.
We are working on blog posts for continued awareness and webinars. We're also undertaking an accessibility audit of SSPs website. These are all things that many people in the organization are going to be working on across the committee. So I really encourage you all to if you have some time and interest. To get involved in a committee as much as you can to close it out.
Just on behalf of the panelists and speakers today, and I think the workplace equity project team just Thank you so much for. Showing up. Participating and sharing your thoughts and helping us to advance within our industry.
Segment:0 .
Welcome to more than words, the unspoken experience of DEIA and how we can create more inclusive work cultures. I'm Ann stone, independent marketing consultant, and I'm delighted to have the opportunity to bring our panelists together for this workplace equity survey presentation and also members of the SSP, Dea committee for our conversation with you today. Joining us from the survey committee is Miranda Walker, associate director of Wolters Kluwer health and SSP past president and Simon Holt, senior product manager at Content Accessibility at Elsevier and SSP board member.
I'm also happy to have colleagues leading the Dea committee. Shayna Lang, managing editor of American Society of nephrology, and Allison Leong in the audience, assistant director of American Chemical Society. And Sue Harris over there, managing editor of American Psychological Association. The participation in conversations and sessions on building inclusive workplaces and work practices has been excellent at this event.
I want to take a moment and recognize here. And now that we are making progress together, individuals and organizations are presenting here and everybody is participating in conversations demonstrating our commitment. So I just want to give round of everybody who's making a difference today. And just as people are walking in, if you want to make sure there's any needs you have for accommodation, make sure you can hear us in the back.
If you can at any time, hear us in the back. Please just raise your hand and let us know so that we can keep the microphones going for the live stream as well. So in this session, we'll share selected quotes and data from the workplace equity survey. These are individuals perspective on their lived experience rather than representative of a sample set or the industry.
They're individual, so you may be surprised or uncomfortable hearing some of the quotes or topics we discuss, especially if they're different from your own experience. Please be respectful of individuals points of view. We appreciate that familiarity and changing dynamics of inclusive language can also be sensitive. So we look forward to speaking, sparking conversation and reflecting on creating differences and include diverse and inclusive workspaces in cultures.
And in this space, virtually and in-person here, everybody can contribute with good intentions. We welcome your contributions during the session through online polls, sharing your own experience and questions and comments to the panelists. We value the SSP code of conduct for everyone in the room and online. A quick reminder that SSP is committed to diversity, equity and providing a safe, inclusive and productive meeting environment that fosters open dialogue and the free expression of ideas, free from harassment, discrimination, and hostile conduct.
This session is being recorded and live streamed and to make this session accessible to all speakers, we'll be using microphones. Please shout if they're not projecting well enough. Also, unlike other sessions, speakers can choose to identify themselves in whatever way they feel comfortable. It is also perfectly fine not to identify yourself and your affiliation in this session if you're more comfortable with that.
Allison and sue in the audience will pass microphones. When you wish to contribute a question or comment, just get their attention. You'll if you want to remain anonymous, you can also share your comment or question to Allison and sue, and they'll read out. They'll refer back and repeat it into the mic. So our goal for this session is to take your pulse and create conversations around what contributes to workplace satisfaction.
What can we do to increase participation in mentorship and sponsorship, and what is our experience of workplace cultures and work life. What is working and what's not. This is when we'll have the big reveal. If you didn't attend session to be yesterday, we'll be able to tell you what the biggest changes are since the workplace equity survey was first fielded in 2018.
I want to take a moment to Thank sae for disk, the organizational members and the leaders for sponsoring the second workplace equity survey. The survey instrument was first developed and fielded as a grassroots effort of Simone Taylor, Susan spilka and Jerry Wachter. We Thank Simone, who continued in the role of co-chair and Chevy Cohen, who. I also especially want to Thank Camille Lemieux for her leadership and expertise in analyzing the data and summarizing the initial findings in the 2023 executive summary.
And I wrote that before she wrote received the Emerging Leader Award yesterday, which was well earned. We'll introduce just a little bit of data with each session, with each session to spark conversations, and we'll take some anonymous polls. For the sake of expedience. We're going to just read out the results. We're not going to try to show them on the screen the full data set of the entire workplace equity survey without the comments to preserve anonymity is going to be hosted on the open eclipse.org repository we collected only self-reported.
Demographic data. How many people in this room participated in the survey, which launched about this time last year. OK Wow. A lot of people that are going to be new to this. So that's why I wanted to repeat that we did have a consent statement to use the information that the people that responded provided. And I thought it'd be helpful to just share that participation is entirely optional and anonymous.
The personally identifiable information is asked. No personally identifiable information is asked for saved. All questions are optional and you're free to exit the survey at any time. See disk is responsible for the collation analysis and publication of survey results. Shane is going to run the first polls and we. We've asked her to present a little bit of the workplace equity data.
And just for the sake of transition, simple transitions. Thank you, Anne. Hi, everyone. So as Ann mentioned, this session is really meant to be interactive. There will be opportunities for you to share your thoughts and experiences using the microphones if you're on live stream, the Q&A and comments as well.
Through the polls. If you added this session to your app, you might have already gotten prompts, which is great. That's the best way to access the poll is through Whova. But we'll also have QR codes that you can follow every time the poll comes up. So you want to start with our first poll. I'm just asking everyone, how satisfied are you in your current position today.
So on a scale of 1 to 5, how would you rate your current level of job satisfaction with one being you're extremely dissatisfied. Two dissatisfied. Three neither satisfied or dissatisfied. Four satisfied and 5 extremely satisfied. We're going to give everyone a few seconds to locate the polls in Whova and vote if you haven't already. And while we are getting those results in I want to give you a brief introduction into the workplace equity project and methodology.
So following the establishment of the Coalition for diversity and inclusion in scholarly communication or for in 2017, in 2018, the workplace equity survey sought to benchmark the state of workplace equity in the global scholarly publishing landscape. Those survey findings are published in learned publishing. The data and files are available online and findings from that survey indicated that the workforce was not demographically representative of the wider population and that there were differences in overall satisfaction, compensation, career progression based on respondents demographics.
So five years later, following all of the turbulence, the tragedy, the change that 2020 brought us and onwards Seaford is conducted the survey for a second time in 2023 with the aim of understanding how the industry evolved since 2018. So as in 2018, the 2023 survey relied on very close collaboration with across the scholarly publishing industry to review the survey instrument, as Ann mentioned, to reach participants throughout the world, leading global and regional industry organizations helped to promote and distribute the survey through social media, email websites and the results in the report.
And what we'll be sharing today include data from only those individuals who responded. So we acknowledge that it has its limitations. It's a self selected sample of our industry. That survey ran from May 20 9th to July 17, 2023, and we received close to 1,800 responses from across six continents. Of those, approximately 1,500 respondents actually answered the demographic questions.
So keep in mind that about 14% of total respondents did not provide their country of residence. As you can see on the screen, a majority of residents, about 61% live in North America, followed by Europe at 26% South America and Asia each at 6% and Africa and Oceania at 1% Compared to 2018. There was an overall 48% increase in responses. And regionally, we also saw higher responses in the 2023 survey from South America and Europe.
So hopefully everyone had a chance to find the polls in the Whova app and answered. So I'm just going to take a look on my phone and you can probably see the results as well if you have it in front of you. So it looks like a majority of our respondents. Are satisfied or extremely satisfied, which is very encouraging to see. But we do also have folks who are extremely dissatisfied, dissatisfied or right in the middle.
So our next poll is knowing that a majority of us are satisfied or extremely satisfied. But it's pretty distributed, actually. What percentage of the workplace equity survey respondents do you think responded with either being satisfied or very satisfied in their current position. 65% 78% or 86% I'll give everyone a few seconds to respond.
It's very cool to see it live coming in. And I will say so I'm going to close the poll in 3, 2, 1. All right. So 65 or. Well, actually, there's a lot of percentages involved in this. So a majority I can't see it on my screen here. A majority of you all, though, guessed 65% were satisfied or extremely satisfied. So let's see the results.
So across all respondents, 78% reported job satisfaction. This was similar to 2018. The majority were satisfied overall. But it is important to note that job satisfaction varied by demographic. These are only slight variations in our significance testing work yet has yet to be done. But it's important to look at these differences and where there may be dissent when we're talking about issues of equity.
Some demographic groups were less likely than others to be satisfied, including people identifying as Black people who are not caregivers or parents, people identifying as having a disability or neurodivergence age cohorts 45 to 54 and 55 to 64 were more likely to be satisfied in their jobs than other ages and above the overall average. So this side presents contributors to job satisfaction that the survey asked people to respond to balancing individual status and workplace culture.
So individual status captures aspects such as recognition from leaders, colleagues, peers, leadership opportunities, promotion opportunities, compensation, access to managers and project or committee or team assignments aspects of an inclusive culture may include commitment of your employer to creating an inclusive and equitable workplace. Feeling respected and valued, feeling that the culture is supportive.
I think for many of us, job satisfaction is probably many of these things. Probably also things that are maybe not listed here, and they probably have different weights, things that we can maybe compromise on. For me, I would say my kind of personal equation of job satisfaction is definitely a little bit of all of these things. Feeling respected and valued is particularly important to me.
I think it extends do we lose the slide. OK I think it extends to how my colleagues respect me, how I respect them, that reciprocal and mutual feeling, how we embrace each other and how we communicate and our work styles, and also how my expertise is valued, how my opinions, and ideas are heard, and how are they actually taken into practice. And so again, it's probably for all of us kind of a little bit different.
And so what we want to do in here now is to ask all of you to think. And so we're also going to ask our panelists as well, and we're going to kick off with them and then we'll look to you in the audience. If you're comfortable sharing again in the room or streaming for your thoughts to share. So I want to start with Simon first. Can you be satisfied in your role if the overall work culture is not inclusive.
I think it's going to be limiting. I think job satisfaction has a lot of different aspects, right. So some of them are to do with the actual job and what you're doing, and some of it is to do with the environment. Not just who your direct manager is, but also the community that you come across around the organization. I think there are companies who prioritize inclusion very intentionally.
I think other times I think you can get inclusive environments that come about organically. But I think if inclusion, especially in a remote world, is not prioritized, I think even in if in the short term you feel quite happy about the tasks that you're doing, as soon as you start to think about things like growth or as soon as you hit a bad patch and things go a bit wrong, or you have some challenges in collaboration with other colleagues, I think those words that we talked about before, like feeling valued and wanted and included, are going to come to the fore and are an organization that doesn't actively prioritize inclusion.
I think it would be very difficult to remain satisfied in a job in the medium to long term. Yeah Thank you, Simon. I think one thing that you resonated with me is sometimes it until you face a challenge, you often don't really see how your employer or how your colleagues are going to react. I want to ask Miranda a question next.
Particularly speaking, Simon mentioned remote environments as well. What do you think that leaders can do to build belonging and where does that remote first hybrid come into play. I'm going to echo what our president talked about during the Board meeting on Tuesday. He made a point of saying, as board members, it's our responsibility to see our members, especially new early career, new people who are coming in, have never been before.
We should leave the boardroom and we should acknowledge and interact. I think the same thing applies to the workplace. You need to see all your employees be there remote or in the office. Recognize that if someone is someone is might have somebody who's strong and they're talking and they have a lot of somebody else in the corner may not feel comfortable interrupting that person.
So you need to stop and interrupt that person and include them when they're remote. One of the things that came out of the session that we had yesterday I thought was just so simple. Ask before you start an event, be it a team meeting, be it anything. Ask is there anything anyone needs. Are you sitting at. People sitting in the front of the room, or is the caption working.
If you're a remote worker, can you hear the room. Would you like people to have their cameras on. I think there's a responsibility for people. Yes, you have to communicate what your needs are. But as managers and leaders, we have to create an environment where people feel comfortable expressing those needs. And that may mean you have to be very literal and saying, what are your needs.
Yeah Thank you, Miranda. I think I want to open it up to the audience online and in person with some of the. I'll read a couple of the other questions that we have to get you thinking. But we really are opening it up to any and all thoughts. How important is the sense of belonging in your sense of job satisfaction. What if there is no prospect of opportunity or growth in your current position.
How does that affect your day to day level of satisfaction. And if you want to the mic, please raise your hand in the room. Yeah, well, that's OK. We got one. I'll do it. I think that my sense of belonging and the job place has a lot to do with the specific role that I'm in.
And that, my. My lane is clearly designated so that I know this is my lane. This is my job. This is where I belong. So just throwing that out there. It's good. Yeah, very clear expectations. All right.
I would say, oddly enough, while growth is desirable, I think it's much less important for job satisfaction for me, at least, than the sense of inclusion. For me, I think that's probably one of the most critical aspects of job satisfaction. Thank you. Anyone else in the audience want to share any comments. Yeah, I think for me, being feeling psychologically safe and definitely included is a big part.
I've been in basically the same position for about 18 years and people often ask me, why am I still doing the same thing. And a big answer is because I do feel safe. I do feel included. I feel connected to the people. And my team. And for me, that's at this stage in my life has been the more important for me than a different title or. More responsibilities mean I've gained more responsibilities, but I don't.
We feel the need for that growth necessarily, because I think you also point to just the idea that we're all motivated by different things. And that's. OK, especially as leaders understanding what your team is motivated by and having those conversations with them. I think next we're going to go into the first set of reading some testimonials from the workplace equity survey.
So first, just Thank you to those of you who just shared everyone, your. Distributions and sharing your experiences and being vulnerable with us today. So we want to share a few quotes from our survey participants who are also very vulnerable when they responded to the survey in the workplace equity survey, 366 respondents provided free text responses related to job satisfaction.
And part of what we're trying to do today is to shed light on that multitude of experiences that came through in the survey results, both positive and negative within our industry. And so we've selected a few very powerful responses that will be read aloud by Sue Harris and Allison Leone. And these are anonymized testimonials. They do not necessarily reflect the sentiments of the panelists or the speakers here today, but we really are trying to give voice to these written responses.
As noted earlier, these have been edited to eliminate potentially identifiable details. But where it is relevant to the comment, we have included self-identified demographic information with their consent. And I also encourage you, as we're reading these quotes, to be aware of the intersectionality represented in the comments that you'll hear today.
On compensation. Early career retention compensation is really my biggest concern. As it becomes difficult to imagine a long term future. My current position, if my current position barely keeps up with cost of living. 25 to 34 man master's or equivalent on compensation, parental leave and growth. My dissatisfaction at work comes from denied opportunities and lack of compensation in contrast to male colleagues.
I lost a growth opportunity due to an upcoming parental leave. I have realized that one has to ask for the opportunities to make them happen and now I am not shy to ask. 35 to 44 women senior or executive level. On being respected project assignments. Dea I do enjoy my job and my direct line manager is great. But every level above them isn't very approachable and also often perpetuates discriminatory action.
And to engage myself with DEI activities is often seen as a fun hobby and within the company not as the important work that it is. Man disabled and neurodivergent LGBTQ. Balance and mental health at work. I've achieved a high enough position that I get a good salary and medical benefits and can live a comfortable life, and I have no desire to move further up in my career as that would take away from my personal life and take a toll on my mental and emotional health.
I am satisfied with my workplace and employer, which lets me work remote full time and avoid a soul crushing commute. 35 to 44 publisher commercial society and University Intermediate Full time. What's wrong with capacity and workload. All the policies in the world don't matter when your workload is too heavy.
55 to 64. Nonprofit organization or association. Mid-level full time. There is an institutional culture that one should work outside of business hours and on weekends, and the general volume of work is incompatible with 40 hours a week as the contract establishes. 35 to 44 academic institution or library.
Parent mid-level full time. Thank you. I'm going to pass it over to Miranda to talk about mentorship. I think we have a few minutes if someone has anything to add or. Reflections any reflections on what you just heard. I saw some heads nodding. Yeah, I was telling.
Source let's talk about mentorship at work. For those of you, you may have participated yesterday, but we had a great activity where we sat around tables and we talked about, OK, what can we do to make this better. We did the survey in 2018. We did it again in 2023. What do we want it to look like in 2028? So it was a great conversation. So if you have a chance, you can go take a look at it.
There's a link here and I'm sure there'll be more outcomes from that. So we ask people, have you had a mentor. Have you been a mentor. And about 46% had a mentor, 48% had been a mentor. But 86% believed they believed it made a difference. So, again, these are numbers you'd be curious to look at. And I think Ann brought it up earlier as.
What does this mean as far as is this enough. Is this number high enough. Is 46% having had a mentor or a higher enough number. So we listened to 335 texts, respondents. So I think we're going to do a quick survey. Yes, we're going to do this is our last poll for today. Again, if you navigate to the app or you can scan the QR code that you're seeing. Have you had the opportunity to participate in formal or informal mentoring.
This can be in your organization or other associations like SSP or other avenues for mentoring. OK while you do that. So we're going to do this section a little different because I'm going to give you some questions to think about, and then I'm going to give you some voices to listen to. And then we're going to have a conversation about those questions. So who benefits is mentoring for everyone.
What are barriers to participation. What are criteria for participation. What criteria for participation are helpful. What structure formal or informal inside an organization do you expect your organization to have. An employee resource group. Does that fit the mentorship model that it's best who should be mentors. Our managers supported in their role of mentorship.
What If you don't have a good manager, what kind of recognition for allies and mentors would motivate people to participate in the process. Think about that now let's do some listening. So advanced design you make a. So one of my most valuable mentoring experiences was mentoring teens with a similar socioeconomic background to me who were interested in publishing, helping build their confidence and interest in the field.
This would have been invaluable to me at that age. Women black from Europe 25 to 34. My employer did cover a few coaching sessions when I was at a career crossroads. It was very much driven by me rather than offered proactively, but it helped. Who benefits in formal programs. How to advocate for yourself.
At my workplace. Mentorship is for people who grew up affluent and went to name brand schools or have advanced degrees only. I do not have any access to mentoring. Man white North America 35 to 44. It's competitive to get into mentorship programs in my organization. Women Asian 25 to 34. There are mentoring mentorship programs for new entrants into the industry.
I have not been able to find a suitable mentor for myself as an established practitioner. Woman white. Senior executive. How to organizations support mentorship. The most valuable mentorship experiences have been through professional societies rather than offered by the employer. Man black 45 to 54.
My company does not have a good formal mentorship program, and none of the ERGs have likewise attempted to create any for our communities either, likely because of lack of support from the company. Non-binary white. Mid-level all right. Let's talk before we do this. Can I get a show of hands for those who have been mentored?
That's wonderful. How many have been mentees? That's interesting. It's not the same number. So let's talk about that. Let's talk about who benefits from these mentoring programs. Why do we just see that we have more people who have been mentored than have been mentored?
Why haven't you mentored? Does your organization have a formal mentorship program. It looks like it's pretty evident that all of us feel we should be mentored. How many of us feel are there any barriers to being a mentor in your organization. Or personally. I see head shaking.
There you go. So I'm in a very small organization, which kind of when it comes to questions like this, we don't really have the capacity for any sort of formal program. And so I could I do feel like I've been. And I guess it might be more accurate to say I've been sort of I've been mentored but in.
Informal Thank you. Goodness in an informal manner. But I think it also. It has definitely required a little bit of advocacy on my own part of first figuring out what questions I need to ask. And then once I've asked the questions or I've shown some sort of initiative or interest in a certain area, colleagues and managers have stepped in and filled, filled in, helped fill out those areas with me.
But a lot of it was not even knowing what questions to be asking or what things to be thinking about where I think having I did like the comment from somebody who's professional society helped, fill in some of those gaps because my organization is a professional society and that's something that we do for our community. But then as staff, finding it for myself has been a little bit, less obvious.
So I think we have over here as well. And then see think one of the barriers is when you have a formalized mentorship program, a lot of times people don't see where they fit into that. And I think you have to make it very explicit when you design that program. If you are someone in mid-career, you could mentor someone just coming in or you could be mentored by someone who is in the executive level.
And you have to be very explicit about where each individual goal and career stage fits into that program. Because, for example, there is no SERVIR program that we have access to at cell press. But I don't know that a lot of my colleagues know necessarily, OK, if I was to go into that program, am I senior enough, am I not senior enough. What do I get out of that. Because it's just not made explicit.
I'll put a brief plug for the SSP mentorship program when we do matching, we try to make it very clear that, like anybody at any career stage can be anybody at almost any career stage can be a mentor as well. And we can try to connect those things. But if you don't make that really clear in your program, I think it's really hard for people to just magically see where they might fit in that structure.
I think there was over here, we had a few hands over here start in the back and work our way up. We have the first, OK. And then we have virtual. So let's do one and then we'll do virtual. And we just keep going back and forth. Who was first over here. OK go for it. Thank you.
Where's the virtual one. Can you generate it. OK plus 1 on the SSP mentorship program. It was an incredible experience as a mentor. But I do think it's important to flag that mentorship should be voluntary to some degree. I was in a really uncomfortable. And many moons ago now at an organization where my mentorship by this person and I was really, really uncomfortable and that whole relationship went downhill quickly.
I instead said I'd actually prefer this other person. And they said, no, no, no, that's not the right direction for you. My best experience as a mentee have been where I sought someone out and said, I really appreciate this about your leadership or appreciate this about your style. Can you help guide me. Or I have questions that you seem to have answers to.
So the voluntary aspect is one that I think is important for everybody to keep in mind. Great great. From the virtual space. She needs breaking. This is quite related to what you were just saying. Somebody from the.
The virtual program has asked. We surveyed our editorial board on peer review. A majority said no. How we encourage mentorship. Bad or maybe someone in the audience has an idea about. Yeah, can speak to that briefly. Yeah so.
So I'm just checking. The mic is working. So I find that it's the word shocking But not surprising. Kind that springs to mind, in that I think the problem is that especially in peer review, there are so many challenges, especially around ethics. I wonder if a lot of those people feel overworked but be.
I'm concerned that they might say the wrong thing, where we need to make sure that if people are going to be mentors, they're set up for success as well. And I've certainly had lots of mentees come to me expecting answers with a capital A right. And I think this question really speaks to that right. And so I think part of encouraging people to be mentors is, first of all, taking the pressure off a bit and saying, actually, we're just looking for you to share your experience in guide as opposed to come up with definitive answers.
But B, we have to not kind of say this is what's in it for you, but kind of say, well actually we consider this a really important part of what you're doing. And if you're going to mentor someone, We're going to make time for that to happen and elsewhere in the survey, it talks quite a lot about burnout. And I think things like mentorship are often considered kind of just extra things that you're meant to do.
And I think we would all agree here mentorship is important. But if you're going to do a job properly, you need to have the time to do it. And I think that question really speaks to a problem that we have within academia and within the industry around not just wanting to do the right thing, but having the tools to do it. And also the time to do it as well. Really, really powerful.
And I think we had. Do you want to. Any other comments about. Yes behind you. And anything he says. But I just wanted to add that just going back to Simon's point about how can we encourage mentorship.
I think a lot about this from the stem mentorship program, but also shout out to the SSP one because it's phenomenal. But one of the things that we find is really challenging in terms of encouraging mentors to step up and actually participate is sort of like a fear of failure and a fear that they're going to not be good enough. When I started in the stem early Career Committee, I refused to be a mentor for like two or three years because I said, I'm not senior enough.
Like, I don't know enough. And once I sort of fell onto the other side of that. And finally got a mentee for the first time, I realized that my lived experience actually was super valuable to that person. And also I personally got a lot out of it. So one of the ways that we've been really encouraging mentors to step up is sharing some of these personal anecdotes of how our mentors have been impacted and have impacted their mentees over the last few cohorts of our mentorship program.
And I think that takes a little bit of the fear out of it that you're going to fail these mentees and you're going to mess them up in some significant way. I think having that sort of bringing it down to a personal level and making sure that people feel like really all they need is advice and answers, not with a capital assignment, but with a lowercase a is really what we're looking for. So expectation setting and personalization, I think can help overcome that.
Great OK, so I'll just close on my mentee mentor advice. When people are nervous about signing up to be a mentor, especially if you're at a smaller organization. One of when I mentor folks, what I use one of my exercises, depending on where they are in their career, I tell them, find the job you want, take that job. Those job descriptions put each one in an individual Excel cell next to it.
Add a column. Do I have the skill. Do I not have this skill. Focus on the skills that you don't have. The next column, you put. Can I get this skill at work. Can I get this skill in my community. Can I get this skill in my society or with my professional society.
And then you may if you leadership is one of those skills and you're at a small organization and there's no one under you, but you know you're not at the lowest position in the industry, go to SSP and say, hey, I'd like to be a mentor. And now guess what. Guess what you have on your resume. Leadership so use that to fill the void.
All right. Well, Thank you. What? great. Go on. Yeah, I was just going to share to I think that a lot of people who have even been in the industry for a long time feel a little bit like imposters.
We all feel a little bit of that sense of are we really experts. Even though we've been around a while and I work with the mentor program at CSC, and it became very common answer when you go to talk to someone and ask if they're interested in being a mentor, and I've had people that are in the industry 40 years and I just don't know if I know enough to really mentor someone. And, and but then what they find out is that not only do they enjoy mentoring someone, they find out that they know a lot more than they thought they did, and it gives them a sense of accomplishment and it gives them a sense of satisfaction to have helped other people out.
And not only does it make them a leader, as you say, it makes them realize that they can be even more of a leader. And it's a self-perpetuating sort of circumstance that they find themselves in. Also gaining more experience and more confidence in their own work. So I'm really hopeful discussion to end. And even if you've been in the industry for decades, you can still feel like an imposter.
So everybody needs. And in fact, I'm on the SSP and I've been an SSP mentee. I keep a mentor. I keep looking for that opportunity to get to be a mentee with somebody from my age cohort because I want to learn from other people doing different things. So before I reveal the biggest shift in responses of the workplace equity survey from 2018 to 2023, I want to acknowledge that perceptions of how far we come May differ, and I hope we can agree that the work continues and creating inclusive workplaces and building diverse and thriving workplaces important to workforces, important to us all.
I just went to a high school graduation and was thinking about attracting the next generation of our workforce and how many students, especially in the US, are used to talking freely and openly about the accommodations that they have and individualized education plans that they've had in place for years. So when they come into the workforce, all of those supports may evaporate in front of them.
And how are how are we thinking about that. And on NPR, there was a featured story in Marketplace this week about the rise of entrepreneurship among young Black women. And a 24-year-old woman was quoted. Every black woman that I know their struggle with in the workplace workforce is exhausting. You will be called aggressive or you'll be made out to be an aggressor.
So literally, you just go about the world in such a different way. So they just opt out to be their own boss because they don't want even to show up in the space. So we really do have to be mindful that if we are going to. It tracked a vibrant, thriving publishing community of the future. We need to really put our minds to this work. So we encourage you to leave here today, ready to take action.
Find your opportunity. There's a few possible ways to start. Join the C4d community of practice and increase awareness in your organization by promoting upcoming webinars in July. Deondra Roberts will be hosting a webinar on creating psychologically safe work spaces, which I think is really an incredibly important topic. And I'm hoping to attend it.
And bring up the conversation around workplace bullying. So to the big change. We asked how many people were aware of stated values about diversity, and in 2018, that was 60% by 2023. As we remember, there were so many organizations very proactively and publicly making statements about their commitment to diversity. It bounced up to 29% So that's really great news, right.
There's more communication and awareness. However, we ask more nuanced questions, and we then did the work on the self-reported demographic data or did the work then our survey. While overall the majority agreed that their employer is committed, we look at who disagreed in the demographic differences between those who are in the majority groups and those are identifying in minority groups.
And these are the exact people who seek the support and who we aim to be supported by our policies and practices. So among the majority demographics of women, white and non-disabled, non neurodivergent, only 15% to 16% disagreed that their employer is committed to creating an inclusive workplace Among the minority demographics groups of non-binary black disabled neurodivergent, they're twice as likely to disagree with about one third of respondents self-identifying in these categories as disagreeing.
So please note that we haven't done the statistical significant analysis and we're aware of the sample size differences. But we do make a note that where any difference was more than 5% we consider it a substantial difference. So in 2023, 81% said the organization's culture is supportive versus 62% in 2018. And again, that's great news, but.
When you look at the more granular level by the minority demographics, only less than a quarter of people in the OR 75% you could say almost 75% feel respected in value in these minority groups. But then you're still looking at a quarter, almost a quarter of these people feeling unsupported or disrespected, not respected. So what does this actually feel like at work for these individuals.
What would these people say if they felt like they could say, what's on their minds without having a sense of risk at work or fear of fear of sharing their own point of view. So Alison and Sue will give you an idea. And then we'll talk a little bit more again around the conversation. What and questions. So before we go into the quotes here, some of these questions to think about.
Why do these differences exist. What are the threats to inclusion at work today and what can we do to address these threats. How can we help individuals of majority populations recognize the challenges of individuals with minority demographics and even more challenging the case of people who have unseen differences. How can we meet the goals for freedom of expression and creating psychologically safe workplaces.
And so over to. Since starting in 2020, I have witnessed many efforts from the company to strive to be inclusive and embrace diversity. Since the death of George Floyd, IMD initiatives have been put into place from the establishment of IMD role webinars and meetings on inclusion and diversity and company happenings and the implementation of inclusive language policies.
Women black entry level. My employer does not provide the safe, inclusive, working environment that they brag about. It's lip service, man. Black much progress has been made, but bridging the gap between intention and practice is an ongoing aspirational pursuit. Women multiracial. Disabled diversity inclusion initiatives often feel like box ticking exercises for senior management rather than actual much needed training for employees to create a fully welcoming and inclusive work culture.
25 to 34 LGBTQ. A lot of our flexibility comes from having no or few written rules. That means that the level of flexibility is very dependent on which department one is in and even on who your supervisor is. 35 to 44 disabled and neurodivergent.
It is still left to individuals to really push if they need assistance. And to carve out a space for themselves and things are not accessible by default. There continues to be a lack of understanding or willingness and the onus is put on to the disabled person or people to make enough noise for change to occur rather than it being a consideration to begin with. Change is not made at a wider level with regards to expectations on availability in and out of normal working hours, travel capability, et cetera.
25 to 34 disabled and neurodivergent. I was disabled by COVID. Long COVID within a couple of months of employment at my company. I have received every request for accommodation with zero fuss or worry that it would affect my ability to stay employed. This includes short term disability, unexpected time off, permanent work from home, and some changes in duties. 35 to 44 disabled.
So back to having a discussion among the room and virtually as well. Can we coach managers on how is there training available at your organizations. Have you seen some successes around employee resource groups to make people feel they have a place to go and feel included. Do you want to share anything.
Hi, Brian Solis with AIP publishing. I'm happy that I'm part of the committee since it was beginning in 2020. And I hope that what we're doing is not just box ticking. The committee really does care about our organization and our people, and I hope that other departments feel that as well. But I did some math on the survey and it was 2% of the respondents were Black.
That includes 1% of respondents being from Africa. So I'm just wondering just how small of a minority that is. And then thinking again, I personally manage someone who is a Black woman, and I want to make sure that she does not have the experiences that have been read aloud by these survey respondents. And I want to learn as much as I can about everyone in this room to help me be a better manager in my workplace.
And to set that proper culture. And I think I'm doing a good job. But that's I don't know. So yeah, making space and time for mentorship. I mean, I take on that role as a manager. And I hope that I'm providing the services that are needed. There but Yeah, just the challenge of finding the time and the space to understand what people's lived experiences are.
Knowing that it's such a small minority. Yeah like, first off, we should work on bringing in more people of diverse backgrounds. And I think that that's one of the wonderful things about the fellowship program and the generations fund. And I hope that reminds us all to support that work. I think it's remarkable how different people's perspectives are that you don't even have an awareness of what you might be saying that could be interpreted as a microaggression.
You just don't know. So people encounter these all day long and they feel that struggle of having to put the energy in. And they again, it's the people that are feeling it that then have to do the education and that's called the diversity tax. And I would throw it over to anybody that wants to speak about the diversity tax.
Thank you. And I didn't have any comments or prayer on the receipt tax, but happy to talk about that also. I just wanted to mention in my work as a DEI manager, when I speak with managers, a lot of it is about getting to know the people that you're managing on a personal level. I think there's a lot of pressure to try to know how try to know everything about every marginalized population.
And that's near impossible to do if you don't identify in that way. But I think starting with the people that you are around and that you do see and mentor on a day to day basis. I think making sure that there's open exchange of feedback between the two of you is really important and often just looking at a personal level. When you respect the person that you're working with and are confident in their abilities and want to build up their want to see them succeed, I think naturally that leads to a lot of inclusive behavior on its own.
I'll jump in on what Camille was saying and then also connecting it back a little bit to that idea of psychological safety. Having that building, that trust to have that open dialogue and to let yourself, especially if you are in if you're in a role of management or mentorship and you're part of a majority population and perhaps your mentee is from a minority population, there is, I mean, reasonable hesitance, I don't want to say the wrong thing.
I don't want to do the wrong thing. But I think it's important for us to dissect whether we're doing that because we're afraid of the I don't want to get labeled as a bad, I don't want somebody to call me racist or I don't want like I don't want my reputation to be hurt by something I inadvertently say. Let's take that aside and focus on. I don't want to cause harm to this individual.
And I think when we use that as our guiding principle, it helps reduce some of that fear and that hesitancy because then you're working on a person to person basis and you are not looking at someone from a different background than you. And hearing all of the everything that there is about difference and exclusion and things like that and worrying about I'm trying to I have to be I have to prove how good of a white person I am by doing this.
Well, and say, no, actually, what you need to do is have a solid working relationship with your mentor or with your mentee, with your direct report, whoever, and that's on a person to person level, not treating them as a representative of their identity, but treating them as an individual. And I think that if we can redirect our thinking that way, that can really help with some of that hesitancy and that fear.
That does stop a lot of folks from stepping up in these ways. And wonderful what everyone is saying. And one of the things that came out of the session yesterday and I'm looking at the person who said it should be very simple. We are all different. And I think one of the things that.
Sorry sorry. One of the things that came out of the session yesterday when someone made a very simple comment that we are all different. If we expect that we are all different, we will not assume that someone is not different. And I think what we can do and what other organizations can do is build a diverse work environment, hire people who don't look like you, hire people who have different holidays than you hire people from different institutions and the institution that you went to.
And then there will be no hesitation to understand that we're all different because we will just know we are all different. And we are more just African-Americans in general. We are more than 1% of the US population. And so I think that if you can see that in your workplace with I mean, we're just look at this room. This room is absolutely beautiful and we're just we're all different.
And if that's the easy part. The other stuff will fall into place. Yes Go ahead. Use Yeah, use. Just a very quickly build on that. Look, it has to be intentional. I think what I'm hearing from what everybody says just reminds me of a kind of quote that I keep coming back to.
If you're not actively including, then you're probably accidentally excluding, I think a lot of the challenges that come in building inclusive environments are often people who have benefited from existing unequal systems, who may be in leadership positions look at this and say, well, isn't it just about being nice to people or being kind to people. And actually, it's not.
It's much more systematic than that. And so, as Miranda just said and as others have said, if we want to build an inclusive and equitable workplace, we need to do that by design. It's not just going to happen by itself. Through however great individual actions and conversations might be. Before we wrap up on time and move on to the lunch break, I want to say that we on the committee of the workplace equity survey have are sharing our data.
We're interested in talking with organizations that want to use that data in any way. And we're open to opening a dialogue so that you can communicate what you feel is important back to your organization. So please do feel free to reach out to myself or anyone on the committee and download the full report. There's so much more in there and the data sets are massive. So we look forward to finding more findings to share over the year and more conversations to start.
And I'm holding folks from lunch, so never want to be that person, but here I am. So, just our closing slide is I think, Thank you to everyone who was sharing your experience and sharing your thought and having this open conversation today. I think it can be really natural to hear these quotes and feel all the feels of.
These are colleagues. These are people sitting in the room online, people that we work with on a day to day basis. And so if anything that you heard today in these testimonials and the data affected you, you might be kind of wondering what you can do to influence change. And I think we've already thrown out a lot of really great starts.
So we want to leave you all, though inspired to act. Definitely is. And so I'd encourage you to read the full report. If you haven't done so, reflect on your own feelings around workplace equity. Read it during your work day. I would also say because this is part of your work, don't say I'm going to read it on the train. This is part of your day to day.
There are many ways, though, that we can all contribute to the diversity, equity, inclusion and accessibility and belonging within our industry. The report outlines a lot of great actions, points to a lot of great tools, but I just want to highlight a few. The mentorship program we talked a lot about today. SSP program, but also other associations. Please consider serving as a mentor, as a mentee, even if you don't currently feel equipped to do that.
I think we've all heard that we all have something to bring to the table and to get out of it. Participate in virtual or in-person networking activities. We heard from the survey that networking can be really hard, especially for members of marginalized communities, but find what works for you. Since we are here today, if you're someone who is good at networking, maybe commit to by the end of the conference today before you.
Leave, connect one other person to someone else or introduce one other person to someone in your network. If you're standing around at lunch and you see someone, maybe sitting on their own, invite them in and then just start a conversation. Right after this as well. There's a committee fair and luncheon. Get involved in the committee. Committees, I think are all fantastically advancing the mission of SSP and incorporating DEIA in everything that we do.
I have a selfish plug for the Dia committee, especially though we one of the things that we're really proud of is a Liaison Program. So we have members of the committee sitting on each of the other SSP committees and task forces or vice versa. So we're all very much tied into what everyone else is doing. The committee as well, working with the workplace equity survey project team.
We're concurrent actually conducting kind of strategic planning and really taking some of the results of these surveys and figuring out how we can act on some of these things and address some of these things in our industry in the next few years. Upcoming in the next year, we're developing, hoping to develop an internship program.
We are working on blog posts for continued awareness and webinars. We're also undertaking an accessibility audit of SSPs website. These are all things that many people in the organization are going to be working on across the committee. So I really encourage you all to if you have some time and interest. To get involved in a committee as much as you can to close it out.
Just on behalf of the panelists and speakers today, and I think the workplace equity project team just Thank you so much for. Showing up. Participating and sharing your thoughts and helping us to advance within our industry.
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