With Lauren Richey
For Jessica Williams, “HR” is more than an outdated meaning of “Human Resources.” As an experienced HR leader and career coach, Williams aims to help job seekers find their dream career path while ensuring that their voices are heard. Now that racial and social justice is at the top of many American minds, her fight for more diversity, equality, and inclusion (DE&I) in the workplace is more vital than ever.
Are companies missing the mark?
“A lot of companies now have the diversity number right when you go to their home page,” Williams says. “Which is great when you're talking about overall company numbers, but when you do a little bit of a deeper dive, you see that those numbers don't really correlate to the leadership team.”
“For example, a company would say they're 40% diverse, but they have one person of color or one female in the leadership team. That's not really diversity if it's not all the way to the top.”
Williams also says there’s a difference between posting diversity-friendly messages on social media and having an actual impact on a company’s culture and it’s employees’ well-being.
“There's one side of it where you're putting out these marketing campaigns and you're supporting the movements and social justice and all those things...but the flip side of that is what's going on internally? A lot of candidates nowadays in the interview process are asking about the leadership team or the board…[companies] are feeling the heat, but I don't necessarily think that they're moving fast enough.”
“The culture shift takes time, and it's hard and it's uncomfortable,” She continues. “It is not going to be comfortable to say that we need to completely shift how we're thinking about this, and that is why a lot of companies don't want to do it.”
How using monetary incentives can keep companies accountable to DE&I.
So how do we keep leadership within companies accountable to diversity initiatives? Williams suggests in many cases, true accountability comes from a monetary incentive.
“It's ironic because when money gets involved, things get done,” Williams says.
“It's been proven over and over again...certain companies have tied their leadership bonuses to diversity on their teams. Magically when bonuses are involved, then things happen...a lot of companies have not taken it that far. I think that's where it needs to go.”
On Jessica’s work in furthering DE&I.
“I am a black female, so I have my own story when it comes to things that have happened to me when it comes to diversity and inclusion...99% of the time, I’m the only person that looks like me in the room.” Williams says. “...people want my opinion, which is great. However, I don't speak for all diverse individuals.”
Williams personally understands the feelings of isolation experienced by many professionals of color; being the only one that looks like you at work is challenging. She discusses the strong need to shift the workplace climate, starting with actions she’s taking in her own business.
“I strongly believe in psychological safety,” Williams says. “That when someone's talking, they should be able to tell their whole truth. No matter what that might be about.”
She says that psychological safety feeds into DE&I initiatives through employee retention, and goes well beyond simply recruiting more diverse employees to meet these goals.
“Once you get those people in the door, if they continue to leave, there's a problem inside the organization. You don't have a problem getting them in the door, but you have a problem with them staying because they don't feel included.” Williams says. “Sometimes they might feel like they're like the trophy [hire]. That's also bad. That's not inclusive at all.”
Why we should be saying “People and Culture” instead of “Human Resources”
She explains how the term “Human Resources” no longer correlates with the profession’s true purpose. She says a lot of companies are now switching from saying “HR” to “People and Culture”.
“It's like trying to revamp the human resources department,” Williams says. "When people think of HR, some people have a negative connotation...we're trying to make the title be more exactly what I'm focused on. I'm focused on the people in this company and the culture that we're building.”
Jessica’s thoughts on the book: “Contagious Culture: Show Up, Set the Tone, and Intentionally Create an Organization that Thrives,” by Anese Cavanaugh.
“Contagious Culture” details how to create the space you need to share your vision, state your intention, and jump-start teams in the corporate world. The book acts as a guide to proactively shape or re-shape company culture by setting the overall tone, engaging the team, and creating a dynamic working environment.”
“A lot of people don't know how to listen...how to actively listen and not try to fix the problem,” Williams says. “To just listen to what they have to say is hard.”
Williams says this results in a significant impact on diversity, equity, and inclusion. While the book is not specific to the DE&I space, it’s a discussion of intentions, being self-aware, and how to actively listen are just a few reasons why it’s such an important read, for both job-seekers and executive leadership.
“A lot of companies nowadays do anonymous surveys, and they do that because that's the only way they're going to get people to tell the truth,” Williams continues. “And that, to me, is sad... [employees] fear what's going to happen if they tell you the truth to your face? As an HR practitioner, I can tell you I have administered those surveys, but it doesn't feel good to have people have to tell their truth anonymously.”
How “Contagious Culture” can benefit job-seekers and those looking to change their career.
“I think when you show up, your presence is contagious, and what you're bringing to the table is contagious,” Williams says. “...because interviews are sales. You are selling why you would be the best fit for this organization.”
She says the book challenges job seekers to think more about the presence they bring to interviews. “So what are you going to actually bring to the organization?” she continues, “How [do you] show up in the light that you want?”
“A lot of people just think ‘I’m qualified for the job, so that's why I want to work here,’” Williams says, “There's something that [companies] need this person to do, and articulating why they’re the best fit is how candidates need to go about that.”
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