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Segment:0 .
Good morning, everyone. Ooh, this is loud. It's a smaller room. How's everyone doing. All right. We still have people coming in. But in the interest of time, and given the fact that we would have some roundtable discussion afterwards, let's get this session started.
I'm Sharon. My pronouns are she and her. I'm director of scientific outreach at the American Society for investigative pathology, and also one of the co-chairs for the workplace equity survey. My amazing co-chair, Simone Taylor, is sitting right at the back, and she'll be also facilitating some of the discussions. I'm also former co-chair of PSPs idea committee.
I am very excited to share some of the high level findings from the workplace equity survey today, along with my colleagues, star team members of the workplace equity survey are Camille Lemieux, who is a manager, global diversity, equity and inclusion at Springer Nature, and Paige wooden, Director, publications, American Geophysical Union. And I'll put in a plug again later. But tomorrow there's another session held by another star volunteer and stone.
She's sitting at the back where we will be discussing some of the anonymized comments, as well as voices from folks who responded to the survey. Let's see if this will work. With it. Maybe I can use this.
Logged OK. OK OK. All right. Thank you. Camille so I want to thank I want to begin by saying Thank you to some other volunteers of the Dia committee of SSP Patricia Baskin, Robin Baldwin, Simone Taylor, Miranda Walker, Susan Harris and Anna Heredia, who will be facilitating the discussions on the round table later.
And there are five key themes for these round table discussion topics. First one is recruitment and diversification of workforce. Second, workflows, workplace commitments, how to create inclusive workspaces, job satisfaction and lastly, something that is very dear to my heart mentorship. So feel free to move around if you feel like you want to join one group versus the other, or if you want to exchange ideas with more than one group.
Before we begin, just a kind note to be mindful, to respect the differences of opinions, and to be inclusive in all your discussions as you share your experiences and perspectives and what you hear today. Also, all the results that we are sharing today are representative of the survey respondents. So they may or may not align with the responses you may have. And definitely again as I mentioned before, please attend the session tomorrow.
More than words at 11:00 AM that and stones are leading where we will dive a little bit deeper into comments from the survey. All right, so now on to some key findings. I'm very excited to share that the 2023 workplace equity survey saw responses from over 1,700 voices from across six continents. And this was a 24% increase from the last survey.
I just want to make sure I'm giving you the right numbers. So I'll open this up. Sorry a 40% increase in participation compared to the 2018 survey. So we are grateful to all our allies and all our volunteers for expanding the outreach for this workplace equity survey so we could capture more responses.
Around 60% of respondents are live in North America, a quarter in Europe, and around 15% in other continents. Let me briefly touch upon the first theme of the survey, which is recruitment and diversification of workforce. Over 70% of the respondents self-identified as women and around 20% as men, whereas 4% self identified as non-binary or gender diverse.
There was around 22% representation from folks who self-identified as LGBTQ. Please note that 9% of the self respondents did not prefer to report sexual orientation. There was also a greater mix of race and ethnicities that was represented in this survey. Around 25% of the survey respondents self-identified as neurodivergent or disabled, or both.
It's very interesting to see that over 50% of the respondents fell within 25 to 44 years of age, with very low representation from folks both below 24 years of age and above 65 years of age. Close to 30% of the respondents reported having caring responsibilities. So my part of the presentation today for the subsequent roundtable discussion after my colleagues Camille and Paige talk about some other aspects of the workplace equity survey, I would like you to consider this question as you go into the roundtable discussions later, what could we do to recruit and retain a more diverse workforce.
And some of the ideas for you to consider is to focus on specific demographic groups and to look at intersectional identities that are unfortunately, not always openly revealed. Also, explore the workplace. Volunteer organizations like SSP educational institutions are also at individual level. And with that, I want to pass on the PowerPoint presentation to Camille.
OK Thank you very much. So I'm just going to share some very quick highlights. I definitely encourage everyone to read the report after these discussions, so that you can really dive deep into some of these topics. So first, in terms of inclusive workplaces, just to give you some highlights. And again, this is specific to folks who took the survey.
I'm also curious did anyone in this room take the survey last year. The majority of folks this is great. OK, so this is we're hearing from all of you. That's great. And so first off, we have some positive results compared to the 2018 survey that was run. We saw a lot of increases across the board in terms of people feeling satisfied with their work life balance.
78% of respondents said that they feel that their work life balance is at least somewhat easy to extremely easy. We think a lot of this is because of more options to work remotely and do hybrid work, so that really increased people's work life balance and job satisfaction as well. 78% also, respondents said that they were satisfied in their job role.
And lastly, the majority of folks who participated in the survey said that they feel that their workplace culture is supportive. So at a high level, these are all really good things that we're seeing and improvements compared to 2018. However, when we dig a little deeper and we look at the data by different demographic groups, we see a story that has played out in several different industries and organizations, which is that not everyone's experiencing the same supportive workplace culture.
So we asked people if they believed that their workplace is supportive, and we also asked if people feel respected and valued at their workplace. This first chart shows for all respondents, over 80% of them said that they feel supported and valued and respected. When we look at people with neurodivergent conditions or people with disabilities, we see that this rate is substantially smaller and we find substantial differences, a difference of 5 percentage points or more.
So while the majority of people are saying that they're feeling respected and valued and supported, we still have a pretty substantial difference in terms of people who are not feeling supported. And we see this also play out in terms of racial and ethnic groups, particularly with people who identified as Black, multiracial, or Asian generally are feeling less supported, and particularly the Black community has very substantial differences compared to other groups.
We also see similar trends in gender diversity. So people who identify as non-binary in particular are feeling less supported. So with all of that, I want to also share some examples here of what people said about their support or lack of support. First, we have a quote that says there continues to be a lack of understanding or willingness to understand in some cases, and the onus is put onto the disabled person or people to make enough noise for change to occur, rather than it being a consideration to begin with.
And I've heard this echoed in many different marginalized groups. This is a common occurrence, this type of comment and feedback that we received on the survey, that people feel that they have to take on the role themselves to really advocate for their needs, rather than us creating a community and fostering a work environment where their needs are met.
And I also want to share another comment. There are a few people in my organization that I would like to approach for formal or informal mentorship, but the idea of having to explain the barriers that face me as a genderfluid, trans non-binary person using they/them pronouns, social engineering, really anxious, introverted person to assist had abled person seems insurmountable.
So there's some element of feeling afraid or uncomfortable. And that the onus is put on us again to reach out and to make the effort to. Feel welcome and appreciated. These are some things to consider as you're discussing some questions. So when we get into breakout rooms in terms of the inclusive workplaces, some questions we'd like you to consider are how can we foster a more inclusive work environment, and what are ways to hold ourselves accountable and each other accountable to really behaving inclusively and welcoming to people.
All right. The next topic I'm going to dive into is workplace commitments to diversity. I'm curious, for those of you in the room, how many of you are working at organizations where you have some kind of commitment to diversity, equity, and inclusion. I think pretty much everyone pretty close. Yeah we saw that since 2018, more organizations have committed and communicated their values about diversity.
And in 2018, 60% of respondents said that their organizations had this commitment. I'd like everyone to take a guess. If they think so, there is an increase. I'm curious if you think that the number or percentage of respondents who said that their employer made a commitment to diversity was below 70% and if so can do a thumbs down. Or if you think it's above 70% you can do a thumbs up.
Any guesses. And there's no penalty. OK I think mostly thumbs up. I'm seeing so above 70% and that would be right. It's actually 89% of respondents who said that their employers made a commitment. So there's so many commitments going on, and that's good that people are being visible and saying, we're going to do something.
However, as I'm sure many of you feel, we don't always know what that something is. We don't know that anything's actually being done. When we look at specific examples in the survey, we did ask a question to see the extent to which people agreed or disagreed with the statement. My employer is committed to creating an inclusive and equitable workplace. So again, that commitment piece and we saw that for non-binary respondents.
Black respondents and disabled and neurodivergent respondents. About a third of all these groups said no, their employer is not committed to creating an inclusive and equitable workplace. And a lot of the comments around this said that there's a lot of talk about diversity, but when it comes to inclusion, this requires action and these actions aren't being taken. Someone else said much progress has been made, but bridging the gap between intentions and practice is an ongoing aspirational pursuit.
And this is something I talk a lot about and very committed to working on in my role. But I think it's something that the Dia industry in general is really working to change. So as part of discussions, I'm curious for us to brainstorm. What are the most important actions organizations can take to demonstrate their commitment. You can think about this in the short term or in the long term.
What would show that they truly are committed. What are some ways we can communicate and be transparent about our progress. And now I'll pass it on to Paige to talk about mentorship. Thank you. OK, so one of the categories of questions was participating as a mentee, participating as a mentor, and formal versus informal programs.
So 46% of our respondents had a mentor at some point in their career. Some of the questions that I had while I was looking at the data is like, do we think that's enough of the respondents. Is 46 a good percentage, or are we shooting for 100% when we do a survey in four or five years. The similar survey, do we want to see everyone at 100% Who's been who has a mentor formal or informal. So that's a question is when we look at these responses, is that percentage enough for us.
Me personally or at an organizational level, but because 86% of those who've had a mentor said that their mentorship had some measurable impact on their career, I think maybe 46 might be too low. If a lot of people think that it's a benefit to their career, then let's try to get that number up. Maybe it's so younger people were more likely to have a mentor through a formal program. So here we see by age group this was one of the biggest demographic groups or the demographic groups that had the biggest differences.
So that as the age group that younger people were more likely to have had a mentor and they were more likely to have participated in a formal program. But then looking at people on the 55 plus age groups, they have a lower rate of saying that they've had a mentor. Is this good. Should we be providing older people with mentors who can. Younger people mentor older people in certain categories, so that's just something to think about.
So many respondents from historically marginalized groups tended to have had a mentor to support their career growth. Here we have Yes, to having had a mentor versus being a mentor by some demographic groups. These are really the ones I pulled out that were the biggest differences from the average. So Latin Latina individuals were the least likely to have a mentor or have been a mentor been a mentor.
I will say that 41% of those who identified as Latina were from Brazil. So we also have to think about different countries having different cultures of mentorship and mentee expectations. So just something to think about outside of the box, outside of your experience that people from different countries have different experiences too. So among some demographic groups, we see gaps between having a mentor and being a mentor, such as with black and multiracial individuals.
They were very they were most likely to have had a mentor, but less likely to have been a mentor. So that's something to think about. And then younger people are less likely to serve as a mentor. Maybe that's not surprising, but when they do, it's often part of a formal program. So the graph on the right shows that the lower rates of younger people serving as mentors in purple are the first set of bars, and the green bars show that those serving as mentor the proportion of who served in formal programs of that age group.
So some questions are how should the industry focus efforts on formal and informal mentorship, coaching, and sponsorship programs. I failed to mention that the question itself actually also talked about or listed coaching and sponsorship programs. And as we were developing this presentation, there were some differences in people's perspectives on what the definition of coaching versus the definition of sponsorship versus mentorship, formal and informal.
So that's just something also to consider different types of mentorship as we think through these questions. And then the last category that we are going to be talking about in breakouts is job satisfaction. So the majority, 78% of respondents are satisfied with their current position. We asked a sub question here. We have subcategories of satisfaction, job satisfaction.
So among all respondents the lowest rated categories were promotions, compensation and leadership opportunities. And I think that's interesting when we compare it to what the highest rated categories are. Recognition from colleagues and peers. We have 85% satisfaction and then access to managers 87 if you notice that the highest rated categories involve social relationships and people. And then the lowest rated categories made me think that is promotions, compensation, leadership opportunities.
There's a limited pool sometimes, and it might be some. This is just my thought. I'm trying to help you think through some of these issues. So you can talk about it in your group. But that the limited pool is there for money, opportunities, positions, but that there's an abundance of recognition from colleagues and peers because that's not limited. And then access like personal relationships, people are mostly satisfied with personal relationships.
Notable demographic groups, though of overall job satisfaction. The total, like I said, was with 78% lowest satisfaction we have were those who identified as Black, those who identified as parent and caregiver. But that's a small number. And then those with entry level jobs. So we did see as people progress in their career, they are their job satisfaction increases.
That's all I want to say about that one. So this I said, we had the subcategories satisfaction by each area of gender. I will say that men were more satisfied than women in five of the job satisfaction subcategories, including recognition from peers, recognition from leadership, leadership opportunities.
I think the biggest difference is in promotions that men were more satisfied than women, and also compensation. The last two categories access to managers and then project committees. They're about equal, or women are a little bit more satisfied than men in these categories. Those identifying as non-binary were more satisfied than men and women in the first three subcategories listed here, and access to managers, and then lower than men and women in the compensation category.
And that's also one of the biggest differences. And then we want to look at the various satisfaction areas by demographic groups. We see here that some groups had lower than average job satisfaction, particularly by race ethnicity. And the other one that jumped out is those who had a disability or neuro neurodiversity status. So we can see here that recognition from leadership, those who identified as Black and neurodivergent, disabled and disabled and neurodivergent were lower, much lower than the average, about 10 to 12 points lower.
Those people who identify as Asian were 7% lower than the average. And promotions and 13% lower satisfaction and compensation. And the neurodivergent, disabled and neurodivergent were much. That's one of the biggest. There is 17% lower satisfaction in leadership opportunities and compensation. So that's another thing to think about.
So the questions we had were, what can be done to decrease these differences in job satisfaction amongst scholarly professionals. And then you may want to consider the differences across the demographic groups shown in the survey results or just in general. All right. Now we're on to breakouts. So I want to describe how it's going to go each as I said, we have each of the five.
Groups one. Recruitment and diversification of workforce. The group leader. Can you lift your hand up there. That's Patty. So please go to. Wait Oh yeah.
Workplace commitments to diversity. Go to that table in the back. If you'd like to discuss inclusive workplaces, go to that table in the back with Miranda who has mentorship, mentorship up here with Sue. And then job satisfaction is at that table with Robin. So you don't have to get up yet, but you will self-select into the topic you'd like to discuss. Just look for that paper.
Access to the collaboration docs are going to be here in the bitly, so I'll put that up. Oh, we'd like at least one note taker for the group, or it's a Google Doc so everyone can participate. And those of you who are viewing this online at a later time, you can still access these Bentley's and add your thoughts as well. You can start discussing any or all the questions in these documents here.
We'll have more discussion questions to think through than what we showed on the slide. But please feel free to go with the spirit of where the group wants to go. Don't limit yourself to the questions that are there, as long as they're on your topic. That's great. We want you to come up with solutions to issues you've identified or the issues identified in the survey results, as opposed to focusing too much on the problems.
So we survey committee will use your recommendations for the next survey for toolkits and to provide ideas to relevant SSP committees we may even beg for some space on the scholarly kitchen to disseminate some of these thoughts. So your opinion matters. This This is. Your ideas will go somewhere. OK, so we have until 1040 and then we're going to reconvene.
And we're going to summarize a little bit of what the three of us heard during the breakouts. Does anyone have any questions about the breakouts. Yeah just type that. Type that into your web browser on your phone or your computer. Yes it's also in the chat. I listed I also provided the slides in case you in the link to the slides in the chat, in case you want to look at those too.
The chat for this session. Any other questions. All right. Great so get up. Find your table that you want that your table topic. I was planning on having everyone stay, but if you want to switch to a different group in midway, that'll be at about 10:30 or 11:30. Thank you.
Can we end for 45 now. Yeah because Yeah, the lunch is at noon so we can give people time. Yeah but Yeah. And I think there are enough people. Should we each join a table like. Yeah, we were going to do that if there weren't many people like tables. That's fine.
I think let me go on this table. There are only three people. And then if you want to. Yeah so just start off. And what can should be done to race for jobs. Oh Yeah.
You start there. Open for. Comments I'm. Not quite. Sure what the problem is.
Yeah, I think so. And I was. Just like.
Oh, can. I help you. And I think that that's really. Interesting and.
So I think that's really important. As a manager. So I am more I care more about the alphabet. Everybody's waiting. Yeah, we all have different talents and different things. So that's all.
Any other thoughts on job satisfaction. The mentorship has been. Awesome and a lot of things like. But I think it depends on. So many things. I think so.
Too. Yeah. Yeah so. I think that's any. On me.
But I don't know. About you guys, but. Those are made. Specifically for me. I feel like I need the money. Mostly based on the taxes.
And the training, but. I'm not sure if. That awesome. All right. That's awesome. And you might even have seen.
Some overlap. All right. All right.
Yeah Yeah.
So excuse me. Yes so. This is what. You get when.
I do think that when I got there. And they. Let you sing this song. Yeah Yeah.
Yeah Yeah. Yeah whatever. Yeah so what are. What are. You talking about.
Why just. I guess I have to. Say I mean, I think that. So far.
There's nothing to. Talk about. No matter.
What it is. So nice and warm. And so why don't we. Talk a lot. About how. So much of what we see.
Is that. Yes Yes Yes Yes. Yes Yes. Yes Yes. And I think that yourself.
Do you find. That somehow, like. Oh yeah. Yeah for. Well Yeah right.
So it's. Also about.
Yeah Yeah. Yeah Yeah. All right. Yeah all right. Let's see you.
See if. We can. Find something that's been just added to the energy of this event.
So now that we. Have that.
I think maybe. You're right.
So maybe. Other things we should be considering. There in other words, I think things like the data that was presented. In September. And what can we do for that. Are we ready to.
Do that. Yeah so stuff like. So yeah. Honestly it's like Yeah. Go for it again. Yeah Yeah.
Yeah And it was one point. Oh So firstly. I would. Like to make.
Sure that this works. So that gives. US like. The two of us working. And one of the things that we fear is having clear solutions to try and find out that where do they see themselves.
Where do they want to direct to. Now I don't. Know how can I tell them that I think that for a while.
Repeat remember yesterday when he said that. Is watching.
US right. Now and. For 30 years. Yeah Yeah Yeah.
He shows us how it. Works from top to bottom. And so, I feel like you have.
To be installed somehow. Some way. But I am so. Anxious to see someone taking a look at my.
Life and I think that. Everyone else. So there we were. In the next slide.
But that's not what we talked about. And I. I think that's very important. Yeah so. That was kind.
And so. They go when they want. Yeah Yeah.
Yeah Yeah. Yeah would you like to get out. Most of. The rest of the world is like.
So Many of them. So I know. I'm old. I've seen people from traditional territory go into something that's much more focused on other parts of their lives.
And I think that has made all the difference. That has helped to prove my. Time in the. Kitchen so I think that's. And trying to think of solutions here. That's like having that open.
So long way. We're not happy with the system you know. And emotions are hard to get there because it's just eliminated me or my life. But if you can build a culture that promotes openness, positivity, and fighting development, coming to.
Changing it to five or so years ago. Like, that wasn't anything like that in my radar that I felt like I could do it. And what would you. Tell yourself.
So there's nothing that I we didn't I didn't realize I didn't have access.
No, I mean, I immediately thought Oh my God, I'm doing something. Yeah Yeah Yeah. Yeah Yeah. Yeah Yeah my.
God just like, right up there. We have nothing but speaking about a topic. I can sit down and. Are there any resolutions. So it's about that.
Yeah Yeah. And then you're seeing people. Yeah and it reminds me of something. Like that. Because when you talk about people. And where they come from.
All right. Your turn. No no. No Yes.
Yes Yes Yes. I want to. Know what they were.
Talking about later. Anyway, it's. This person has now at least. One drug that. We don't know about. But now I know. And you know.
What else. I'll give you. Some benefits. What I mean. Yeah, I think. That's good to know.
Yeah OK. I want to be mindful of time. It is. 11:44 so if Camille, if we could close our conversations and Camille and you want to come up, you want to share any outcomes. So the group that I was in, I think we had a lot of great conversation.
But for diversification of workforce. We talked about how hiring practices can decrease or increase diversity. We had a real sticky situation with an organization who hasn't had any turnover in their workforce. So fewer opportunities for adding diversity. How do we overcome that. We talked about how hybrid and remote can support increasing diversity, especially with stipends for remote workers to remove economic barriers.
And I saw the mentorship group, talked about reverse mentorship programs and formal programs can help reach those who aren't apt to develop an informal mentorship. I saw in the job satisfaction group. They talked about increasing leadership training and increasing opportunities for developing relationships in person. Anything sure, I'll try to speak super fast. The group on workplace commitments to diversity talked a lot about transparency in terms of what actions people are taking, and even if we're not, we haven't fully met our goal in a short period of time.
We can at least communicate that we're making progress towards something and what we're trying to do. We also talked about needing ongoing feedback mechanisms across employees, so that there's a clear integration of what people's needs are into the actions that are being taken. Those are just a couple examples.
Give me a time. Yeah OK. So I think I would like to conclude this session. We are all available here. And you've met so many nice people who are doing wonderful work to increase workplace equity. So please go back and review all the notes from different roundtable discussions. We came up with so many inclusive solutions, but that's not going to be the end.
It's the beginning of the next steps. And I invite you all to download the full report. It's not too long, but it's definitely very powerful, and I hope you can use it as a tool to help make the workforce more equitable in your own settings. So thank you for joining us today and I hope you all enjoy lunch.
Segment:0 .
Good morning, everyone. Ooh, this is loud. It's a smaller room. How's everyone doing. All right. We still have people coming in. But in the interest of time, and given the fact that we would have some roundtable discussion afterwards, let's get this session started.
I'm Sharon. My pronouns are she and her. I'm director of scientific outreach at the American Society for investigative pathology, and also one of the co-chairs for the workplace equity survey. My amazing co-chair, Simone Taylor, is sitting right at the back, and she'll be also facilitating some of the discussions. I'm also former co-chair of PSPs idea committee.
I am very excited to share some of the high level findings from the workplace equity survey today, along with my colleagues, star team members of the workplace equity survey are Camille Lemieux, who is a manager, global diversity, equity and inclusion at Springer Nature, and Paige wooden, Director, publications, American Geophysical Union. And I'll put in a plug again later. But tomorrow there's another session held by another star volunteer and stone.
She's sitting at the back where we will be discussing some of the anonymized comments, as well as voices from folks who responded to the survey. Let's see if this will work. With it. Maybe I can use this.
Logged OK. OK OK. All right. Thank you. Camille so I want to thank I want to begin by saying Thank you to some other volunteers of the Dia committee of SSP Patricia Baskin, Robin Baldwin, Simone Taylor, Miranda Walker, Susan Harris and Anna Heredia, who will be facilitating the discussions on the round table later.
And there are five key themes for these round table discussion topics. First one is recruitment and diversification of workforce. Second, workflows, workplace commitments, how to create inclusive workspaces, job satisfaction and lastly, something that is very dear to my heart mentorship. So feel free to move around if you feel like you want to join one group versus the other, or if you want to exchange ideas with more than one group.
Before we begin, just a kind note to be mindful, to respect the differences of opinions, and to be inclusive in all your discussions as you share your experiences and perspectives and what you hear today. Also, all the results that we are sharing today are representative of the survey respondents. So they may or may not align with the responses you may have. And definitely again as I mentioned before, please attend the session tomorrow.
More than words at 11:00 AM that and stones are leading where we will dive a little bit deeper into comments from the survey. All right, so now on to some key findings. I'm very excited to share that the 2023 workplace equity survey saw responses from over 1,700 voices from across six continents. And this was a 24% increase from the last survey.
I just want to make sure I'm giving you the right numbers. So I'll open this up. Sorry a 40% increase in participation compared to the 2018 survey. So we are grateful to all our allies and all our volunteers for expanding the outreach for this workplace equity survey so we could capture more responses.
Around 60% of respondents are live in North America, a quarter in Europe, and around 15% in other continents. Let me briefly touch upon the first theme of the survey, which is recruitment and diversification of workforce. Over 70% of the respondents self-identified as women and around 20% as men, whereas 4% self identified as non-binary or gender diverse.
There was around 22% representation from folks who self-identified as LGBTQ. Please note that 9% of the self respondents did not prefer to report sexual orientation. There was also a greater mix of race and ethnicities that was represented in this survey. Around 25% of the survey respondents self-identified as neurodivergent or disabled, or both.
It's very interesting to see that over 50% of the respondents fell within 25 to 44 years of age, with very low representation from folks both below 24 years of age and above 65 years of age. Close to 30% of the respondents reported having caring responsibilities. So my part of the presentation today for the subsequent roundtable discussion after my colleagues Camille and Paige talk about some other aspects of the workplace equity survey, I would like you to consider this question as you go into the roundtable discussions later, what could we do to recruit and retain a more diverse workforce.
And some of the ideas for you to consider is to focus on specific demographic groups and to look at intersectional identities that are unfortunately, not always openly revealed. Also, explore the workplace. Volunteer organizations like SSP educational institutions are also at individual level. And with that, I want to pass on the PowerPoint presentation to Camille.
OK Thank you very much. So I'm just going to share some very quick highlights. I definitely encourage everyone to read the report after these discussions, so that you can really dive deep into some of these topics. So first, in terms of inclusive workplaces, just to give you some highlights. And again, this is specific to folks who took the survey.
I'm also curious did anyone in this room take the survey last year. The majority of folks this is great. OK, so this is we're hearing from all of you. That's great. And so first off, we have some positive results compared to the 2018 survey that was run. We saw a lot of increases across the board in terms of people feeling satisfied with their work life balance.
78% of respondents said that they feel that their work life balance is at least somewhat easy to extremely easy. We think a lot of this is because of more options to work remotely and do hybrid work, so that really increased people's work life balance and job satisfaction as well. 78% also, respondents said that they were satisfied in their job role.
And lastly, the majority of folks who participated in the survey said that they feel that their workplace culture is supportive. So at a high level, these are all really good things that we're seeing and improvements compared to 2018. However, when we dig a little deeper and we look at the data by different demographic groups, we see a story that has played out in several different industries and organizations, which is that not everyone's experiencing the same supportive workplace culture.
So we asked people if they believed that their workplace is supportive, and we also asked if people feel respected and valued at their workplace. This first chart shows for all respondents, over 80% of them said that they feel supported and valued and respected. When we look at people with neurodivergent conditions or people with disabilities, we see that this rate is substantially smaller and we find substantial differences, a difference of 5 percentage points or more.
So while the majority of people are saying that they're feeling respected and valued and supported, we still have a pretty substantial difference in terms of people who are not feeling supported. And we see this also play out in terms of racial and ethnic groups, particularly with people who identified as Black, multiracial, or Asian generally are feeling less supported, and particularly the Black community has very substantial differences compared to other groups.
We also see similar trends in gender diversity. So people who identify as non-binary in particular are feeling less supported. So with all of that, I want to also share some examples here of what people said about their support or lack of support. First, we have a quote that says there continues to be a lack of understanding or willingness to understand in some cases, and the onus is put onto the disabled person or people to make enough noise for change to occur, rather than it being a consideration to begin with.
And I've heard this echoed in many different marginalized groups. This is a common occurrence, this type of comment and feedback that we received on the survey, that people feel that they have to take on the role themselves to really advocate for their needs, rather than us creating a community and fostering a work environment where their needs are met.
And I also want to share another comment. There are a few people in my organization that I would like to approach for formal or informal mentorship, but the idea of having to explain the barriers that face me as a genderfluid, trans non-binary person using they/them pronouns, social engineering, really anxious, introverted person to assist had abled person seems insurmountable.
So there's some element of feeling afraid or uncomfortable. And that the onus is put on us again to reach out and to make the effort to. Feel welcome and appreciated. These are some things to consider as you're discussing some questions. So when we get into breakout rooms in terms of the inclusive workplaces, some questions we'd like you to consider are how can we foster a more inclusive work environment, and what are ways to hold ourselves accountable and each other accountable to really behaving inclusively and welcoming to people.
All right. The next topic I'm going to dive into is workplace commitments to diversity. I'm curious, for those of you in the room, how many of you are working at organizations where you have some kind of commitment to diversity, equity, and inclusion. I think pretty much everyone pretty close. Yeah we saw that since 2018, more organizations have committed and communicated their values about diversity.
And in 2018, 60% of respondents said that their organizations had this commitment. I'd like everyone to take a guess. If they think so, there is an increase. I'm curious if you think that the number or percentage of respondents who said that their employer made a commitment to diversity was below 70% and if so can do a thumbs down. Or if you think it's above 70% you can do a thumbs up.
Any guesses. And there's no penalty. OK I think mostly thumbs up. I'm seeing so above 70% and that would be right. It's actually 89% of respondents who said that their employers made a commitment. So there's so many commitments going on, and that's good that people are being visible and saying, we're going to do something.
However, as I'm sure many of you feel, we don't always know what that something is. We don't know that anything's actually being done. When we look at specific examples in the survey, we did ask a question to see the extent to which people agreed or disagreed with the statement. My employer is committed to creating an inclusive and equitable workplace. So again, that commitment piece and we saw that for non-binary respondents.
Black respondents and disabled and neurodivergent respondents. About a third of all these groups said no, their employer is not committed to creating an inclusive and equitable workplace. And a lot of the comments around this said that there's a lot of talk about diversity, but when it comes to inclusion, this requires action and these actions aren't being taken. Someone else said much progress has been made, but bridging the gap between intentions and practice is an ongoing aspirational pursuit.
And this is something I talk a lot about and very committed to working on in my role. But I think it's something that the Dia industry in general is really working to change. So as part of discussions, I'm curious for us to brainstorm. What are the most important actions organizations can take to demonstrate their commitment. You can think about this in the short term or in the long term.
What would show that they truly are committed. What are some ways we can communicate and be transparent about our progress. And now I'll pass it on to Paige to talk about mentorship. Thank you. OK, so one of the categories of questions was participating as a mentee, participating as a mentor, and formal versus informal programs.
So 46% of our respondents had a mentor at some point in their career. Some of the questions that I had while I was looking at the data is like, do we think that's enough of the respondents. Is 46 a good percentage, or are we shooting for 100% when we do a survey in four or five years. The similar survey, do we want to see everyone at 100% Who's been who has a mentor formal or informal. So that's a question is when we look at these responses, is that percentage enough for us.
Me personally or at an organizational level, but because 86% of those who've had a mentor said that their mentorship had some measurable impact on their career, I think maybe 46 might be too low. If a lot of people think that it's a benefit to their career, then let's try to get that number up. Maybe it's so younger people were more likely to have a mentor through a formal program. So here we see by age group this was one of the biggest demographic groups or the demographic groups that had the biggest differences.
So that as the age group that younger people were more likely to have had a mentor and they were more likely to have participated in a formal program. But then looking at people on the 55 plus age groups, they have a lower rate of saying that they've had a mentor. Is this good. Should we be providing older people with mentors who can. Younger people mentor older people in certain categories, so that's just something to think about.
So many respondents from historically marginalized groups tended to have had a mentor to support their career growth. Here we have Yes, to having had a mentor versus being a mentor by some demographic groups. These are really the ones I pulled out that were the biggest differences from the average. So Latin Latina individuals were the least likely to have a mentor or have been a mentor been a mentor.
I will say that 41% of those who identified as Latina were from Brazil. So we also have to think about different countries having different cultures of mentorship and mentee expectations. So just something to think about outside of the box, outside of your experience that people from different countries have different experiences too. So among some demographic groups, we see gaps between having a mentor and being a mentor, such as with black and multiracial individuals.
They were very they were most likely to have had a mentor, but less likely to have been a mentor. So that's something to think about. And then younger people are less likely to serve as a mentor. Maybe that's not surprising, but when they do, it's often part of a formal program. So the graph on the right shows that the lower rates of younger people serving as mentors in purple are the first set of bars, and the green bars show that those serving as mentor the proportion of who served in formal programs of that age group.
So some questions are how should the industry focus efforts on formal and informal mentorship, coaching, and sponsorship programs. I failed to mention that the question itself actually also talked about or listed coaching and sponsorship programs. And as we were developing this presentation, there were some differences in people's perspectives on what the definition of coaching versus the definition of sponsorship versus mentorship, formal and informal.
So that's just something also to consider different types of mentorship as we think through these questions. And then the last category that we are going to be talking about in breakouts is job satisfaction. So the majority, 78% of respondents are satisfied with their current position. We asked a sub question here. We have subcategories of satisfaction, job satisfaction.
So among all respondents the lowest rated categories were promotions, compensation and leadership opportunities. And I think that's interesting when we compare it to what the highest rated categories are. Recognition from colleagues and peers. We have 85% satisfaction and then access to managers 87 if you notice that the highest rated categories involve social relationships and people. And then the lowest rated categories made me think that is promotions, compensation, leadership opportunities.
There's a limited pool sometimes, and it might be some. This is just my thought. I'm trying to help you think through some of these issues. So you can talk about it in your group. But that the limited pool is there for money, opportunities, positions, but that there's an abundance of recognition from colleagues and peers because that's not limited. And then access like personal relationships, people are mostly satisfied with personal relationships.
Notable demographic groups, though of overall job satisfaction. The total, like I said, was with 78% lowest satisfaction we have were those who identified as Black, those who identified as parent and caregiver. But that's a small number. And then those with entry level jobs. So we did see as people progress in their career, they are their job satisfaction increases.
That's all I want to say about that one. So this I said, we had the subcategories satisfaction by each area of gender. I will say that men were more satisfied than women in five of the job satisfaction subcategories, including recognition from peers, recognition from leadership, leadership opportunities.
I think the biggest difference is in promotions that men were more satisfied than women, and also compensation. The last two categories access to managers and then project committees. They're about equal, or women are a little bit more satisfied than men in these categories. Those identifying as non-binary were more satisfied than men and women in the first three subcategories listed here, and access to managers, and then lower than men and women in the compensation category.
And that's also one of the biggest differences. And then we want to look at the various satisfaction areas by demographic groups. We see here that some groups had lower than average job satisfaction, particularly by race ethnicity. And the other one that jumped out is those who had a disability or neuro neurodiversity status. So we can see here that recognition from leadership, those who identified as Black and neurodivergent, disabled and disabled and neurodivergent were lower, much lower than the average, about 10 to 12 points lower.
Those people who identify as Asian were 7% lower than the average. And promotions and 13% lower satisfaction and compensation. And the neurodivergent, disabled and neurodivergent were much. That's one of the biggest. There is 17% lower satisfaction in leadership opportunities and compensation. So that's another thing to think about.
So the questions we had were, what can be done to decrease these differences in job satisfaction amongst scholarly professionals. And then you may want to consider the differences across the demographic groups shown in the survey results or just in general. All right. Now we're on to breakouts. So I want to describe how it's going to go each as I said, we have each of the five.
Groups one. Recruitment and diversification of workforce. The group leader. Can you lift your hand up there. That's Patty. So please go to. Wait Oh yeah.
Workplace commitments to diversity. Go to that table in the back. If you'd like to discuss inclusive workplaces, go to that table in the back with Miranda who has mentorship, mentorship up here with Sue. And then job satisfaction is at that table with Robin. So you don't have to get up yet, but you will self-select into the topic you'd like to discuss. Just look for that paper.
Access to the collaboration docs are going to be here in the bitly, so I'll put that up. Oh, we'd like at least one note taker for the group, or it's a Google Doc so everyone can participate. And those of you who are viewing this online at a later time, you can still access these Bentley's and add your thoughts as well. You can start discussing any or all the questions in these documents here.
We'll have more discussion questions to think through than what we showed on the slide. But please feel free to go with the spirit of where the group wants to go. Don't limit yourself to the questions that are there, as long as they're on your topic. That's great. We want you to come up with solutions to issues you've identified or the issues identified in the survey results, as opposed to focusing too much on the problems.
So we survey committee will use your recommendations for the next survey for toolkits and to provide ideas to relevant SSP committees we may even beg for some space on the scholarly kitchen to disseminate some of these thoughts. So your opinion matters. This This is. Your ideas will go somewhere. OK, so we have until 1040 and then we're going to reconvene.
And we're going to summarize a little bit of what the three of us heard during the breakouts. Does anyone have any questions about the breakouts. Yeah just type that. Type that into your web browser on your phone or your computer. Yes it's also in the chat. I listed I also provided the slides in case you in the link to the slides in the chat, in case you want to look at those too.
The chat for this session. Any other questions. All right. Great so get up. Find your table that you want that your table topic. I was planning on having everyone stay, but if you want to switch to a different group in midway, that'll be at about 10:30 or 11:30. Thank you.
Can we end for 45 now. Yeah because Yeah, the lunch is at noon so we can give people time. Yeah but Yeah. And I think there are enough people. Should we each join a table like. Yeah, we were going to do that if there weren't many people like tables. That's fine.
I think let me go on this table. There are only three people. And then if you want to. Yeah so just start off. And what can should be done to race for jobs. Oh Yeah.
You start there. Open for. Comments I'm. Not quite. Sure what the problem is.
Yeah, I think so. And I was. Just like.
Oh, can. I help you. And I think that that's really. Interesting and.
So I think that's really important. As a manager. So I am more I care more about the alphabet. Everybody's waiting. Yeah, we all have different talents and different things. So that's all.
Any other thoughts on job satisfaction. The mentorship has been. Awesome and a lot of things like. But I think it depends on. So many things. I think so.
Too. Yeah. Yeah so. I think that's any. On me.
But I don't know. About you guys, but. Those are made. Specifically for me. I feel like I need the money. Mostly based on the taxes.
And the training, but. I'm not sure if. That awesome. All right. That's awesome. And you might even have seen.
Some overlap. All right. All right.
Yeah Yeah.
So excuse me. Yes so. This is what. You get when.
I do think that when I got there. And they. Let you sing this song. Yeah Yeah.
Yeah Yeah. Yeah whatever. Yeah so what are. What are. You talking about.
Why just. I guess I have to. Say I mean, I think that. So far.
There's nothing to. Talk about. No matter.
What it is. So nice and warm. And so why don't we. Talk a lot. About how. So much of what we see.
Is that. Yes Yes Yes Yes. Yes Yes. Yes Yes. And I think that yourself.
Do you find. That somehow, like. Oh yeah. Yeah for. Well Yeah right.
So it's. Also about.
Yeah Yeah. Yeah Yeah. All right. Yeah all right. Let's see you.
See if. We can. Find something that's been just added to the energy of this event.
So now that we. Have that.
I think maybe. You're right.
So maybe. Other things we should be considering. There in other words, I think things like the data that was presented. In September. And what can we do for that. Are we ready to.
Do that. Yeah so stuff like. So yeah. Honestly it's like Yeah. Go for it again. Yeah Yeah.
Yeah And it was one point. Oh So firstly. I would. Like to make.
Sure that this works. So that gives. US like. The two of us working. And one of the things that we fear is having clear solutions to try and find out that where do they see themselves.
Where do they want to direct to. Now I don't. Know how can I tell them that I think that for a while.
Repeat remember yesterday when he said that. Is watching.
US right. Now and. For 30 years. Yeah Yeah Yeah.
He shows us how it. Works from top to bottom. And so, I feel like you have.
To be installed somehow. Some way. But I am so. Anxious to see someone taking a look at my.
Life and I think that. Everyone else. So there we were. In the next slide.
But that's not what we talked about. And I. I think that's very important. Yeah so. That was kind.
And so. They go when they want. Yeah Yeah.
Yeah Yeah. Yeah would you like to get out. Most of. The rest of the world is like.
So Many of them. So I know. I'm old. I've seen people from traditional territory go into something that's much more focused on other parts of their lives.
And I think that has made all the difference. That has helped to prove my. Time in the. Kitchen so I think that's. And trying to think of solutions here. That's like having that open.
So long way. We're not happy with the system you know. And emotions are hard to get there because it's just eliminated me or my life. But if you can build a culture that promotes openness, positivity, and fighting development, coming to.
Changing it to five or so years ago. Like, that wasn't anything like that in my radar that I felt like I could do it. And what would you. Tell yourself.
So there's nothing that I we didn't I didn't realize I didn't have access.
No, I mean, I immediately thought Oh my God, I'm doing something. Yeah Yeah Yeah. Yeah Yeah. Yeah Yeah my.
God just like, right up there. We have nothing but speaking about a topic. I can sit down and. Are there any resolutions. So it's about that.
Yeah Yeah. And then you're seeing people. Yeah and it reminds me of something. Like that. Because when you talk about people. And where they come from.
All right. Your turn. No no. No Yes.
Yes Yes Yes. I want to. Know what they were.
Talking about later. Anyway, it's. This person has now at least. One drug that. We don't know about. But now I know. And you know.
What else. I'll give you. Some benefits. What I mean. Yeah, I think. That's good to know.
Yeah OK. I want to be mindful of time. It is. 11:44 so if Camille, if we could close our conversations and Camille and you want to come up, you want to share any outcomes. So the group that I was in, I think we had a lot of great conversation.
But for diversification of workforce. We talked about how hiring practices can decrease or increase diversity. We had a real sticky situation with an organization who hasn't had any turnover in their workforce. So fewer opportunities for adding diversity. How do we overcome that. We talked about how hybrid and remote can support increasing diversity, especially with stipends for remote workers to remove economic barriers.
And I saw the mentorship group, talked about reverse mentorship programs and formal programs can help reach those who aren't apt to develop an informal mentorship. I saw in the job satisfaction group. They talked about increasing leadership training and increasing opportunities for developing relationships in person. Anything sure, I'll try to speak super fast. The group on workplace commitments to diversity talked a lot about transparency in terms of what actions people are taking, and even if we're not, we haven't fully met our goal in a short period of time.
We can at least communicate that we're making progress towards something and what we're trying to do. We also talked about needing ongoing feedback mechanisms across employees, so that there's a clear integration of what people's needs are into the actions that are being taken. Those are just a couple examples.
Give me a time. Yeah OK. So I think I would like to conclude this session. We are all available here. And you've met so many nice people who are doing wonderful work to increase workplace equity. So please go back and review all the notes from different roundtable discussions. We came up with so many inclusive solutions, but that's not going to be the end.
It's the beginning of the next steps. And I invite you all to download the full report. It's not too long, but it's definitely very powerful, and I hope you can use it as a tool to help make the workforce more equitable in your own settings. So thank you for joining us today and I hope you all enjoy lunch.
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