Name: Building inclusive culture from recruitment to retirement
Uploaded: 2023-02-22T14:36:35.548Z
Duration: 739.04

Vernā_Myers v7.mp4

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Vernā_Myers v7.vtt

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It's about all of those things, this
sense of belonging and therefore

{{00:00:04}}
being able to bring your very best.

{{00:00:17}}
Today we're talking a lot about
this kind of next gen,  coming into

{{00:00:22}}
the workforce,  and a lot around
sort of inclusivity and culture.

{{00:00:26}}
So can you tell us what is a
diverse and equitable work culture?

{{00:00:30}}
What does it look like?

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What does it sound like
and what does it feel like?

{{00:00:33}}
Yeah, so one of the things that I'm
well known for is this quote about

{{00:00:38}}
diversity being invited to the party,
but inclusion being asked to dance.

{{00:00:42}}
I love that, by the way.

{{00:00:43}}
And thank you.

{{00:00:44}}
And now, you know, I've also
decided to think a little bit more

{{00:00:47}}
about what equity means, right?

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And when I think about it all,
it's that first of all, you have

{{00:00:54}}
an organization where people feel
like they are expected to be there.

{{00:00:59}}
They're expected to
be brilliant, right?

{{00:01:02}}
They also feel reflected in the
policies and the practices and sort

{{00:01:06}}
of, it feels like this is a place
for me, I can see myself here.

{{00:01:11}}
And then the other pieces that
they feel respected, right?

{{00:01:15}}
Their, views are solicited.

{{00:01:17}}
You know, their ideas
make a difference.

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Their voice is made space for, right.

{{00:01:23}}
So when I think about.

{{00:01:26}}
That the diversity, the
equity, the inclusion, it's

{{00:01:31}}
about all of those things.

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This sense of belonging.

{{00:01:34}}
And therefore, being able
to bring your very best.

{{00:01:38}}
It also means not having to cover.

{{00:01:42}}
or well, let's say we all
cover some things, right?

{{00:01:45}}
So you gotta go to work, you gotta be
professional, you can't do everything.

{{00:01:48}}
But to the extent that people can be
more of themselves   and less trying

{{00:01:53}}
to replicate an old norm,  then they
actually are free in a way to really

{{00:02:00}}
contribute at their highest level.

{{00:02:02}}
And again, when I think about
equity in that quote, I think about.

{{00:02:07}}
, who was the party planning committee?

{{00:02:09}}
Right,  because if you can start
first with insights and perspectives

{{00:02:15}}
from a diverse group of people,
then it usually means the party

{{00:02:19}}
is gonna work for everybody.

{{00:02:21}}
The music's gonna be good,
you know, and thoughtful.

{{00:02:23}}
The drinks, the food, whatever,
all that matters, you know?

{{00:02:27}}
As to when people like
really feel like they're

{{00:02:30}}
of the whole thing.

{{00:02:32}}
When it, when it comes to sort
of recruiting and, and especially

{{00:02:35}}
kind of recruiting this, this
workforce is kind of newly entering

{{00:02:38}}
the scene and want to see more and
more in, in different generations.

{{00:02:41}}
There's certainly uncertainty
and confusion around

{{00:02:44}}
sort of best practices.

{{00:02:45}}
What would you say some of
your top tips when designing a

{{00:02:49}}
recruitment strategy might be
to really ensure that diversity?

{{00:02:53}}
Is there  and, and that pr
and, and sort of, I guess, what

{{00:02:57}}
practices should we be avoiding?

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Yeah, well, absolutely.

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You know, hiring is obviously
just one important aspect.

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I would even say before
that it would be outreach.

{{00:03:07}}
Right.

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So a lot about inclusive and diverse
workforces are about going to the

{{00:03:13}}
groups and the places and the schools
that you haven't gone to, right.

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Because there's brilliance everywhere.

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It doesn't just exist in.

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Four.

{{00:03:21}}
Four schools or 10 whatever,
you know, whatever you think.

{{00:03:24}}
Right.

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So I think first is outreach
and relationship building.

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Because some folks who are
really amazing, they don't

{{00:03:31}}
even know certain jobs exist.

{{00:03:34}}
Right.

{{00:03:34}}
And they or they know, but
they're not sure how to get there.

{{00:03:37}}
So it feels like the employee
has to come meet them, you know?

{{00:03:40}}
So a lot of,  employers do
fairs and, and things like that.

{{00:03:44}}
But I think that's
just really important.

{{00:03:46}}
Because there are all sorts
of ways to get connections

{{00:03:49}}
and relationships, right?

{{00:03:51}}
And,  and say to a community that
might not be thinking that you're

{{00:03:54}}
in that, that you wanna see them,
that they should come your way.

{{00:03:57}}
So that's one outreach.

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I would also say, you know,
look for the bias in the

{{00:04:03}}
screening process, right?

{{00:04:05}}
Because there's all of the
studies now just based on names.

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Some people don't get callbacks.

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I'm sure that's true.

{{00:04:13}}
Right?

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And you're just like,
are you kidding me?

{{00:04:16}}
So there was a whole study they
did on like la, like Latasha and

{{00:04:21}}
Jamal versus like Emily and Greg.

{{00:04:24}}
and the Emily's and the Greggs do
exceptionally better on getting

{{00:04:29}}
callbacks on the same resume.

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Oh wow.

{{00:04:32}}
Wow.

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So that's the big point.

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Yeah.

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On the same resume.

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So really look at like bias proofing.

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You're like screening and
then also interviewing, right?

{{00:04:41}}
So also really paying attention
to what questions are you asking?

{{00:04:46}}
Who gets what opportunity to
share what, so you're trying to

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have a more consistent interview.

{{00:04:53}}
Set up and also who is on the
comittee, who's doing the interview.

{{00:04:59}}
So it's important to have
a diverse group of people

{{00:05:02}}
interviewing,  and making decisions.

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Right.

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So those are just a couple of
things to be thinking about, and

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you've spoken a lot about how to
deal with challenging conversations

{{00:05:12}}
in situations in the workplace.

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Are there any particular challenges
in companies where senior

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leadership does not reflect the
diversity of their new intake?

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And I know we kind
of talked about that.

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That interviewing process,
but even higher up.

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Yeah.

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I mean, a lot of companies well,
the leaders are usually reflective

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of a certain group of people
that,  that are,  in the majority.

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And now we're trying to move to
like changing that composition.

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So often leaders are not
reflective of the new group of

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people we're trying to bring in.

{{00:05:48}}
So I think the work there for
our leaders are, is to really

{{00:05:53}}
understand difference and to
really embrace difference as a

{{00:05:57}}
positive for the company's success.

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And that I think is,  requires also
people to learn more, not just about

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others, but also about themselves.

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And what their comfort
level is and where they feel

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like they can communicate.

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And when they don't feel like
they can communicate, then

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it's all like stiff and weird.

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And so I think that people
have to get uncomfortable.

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First before they can get comfortable.

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. But you can't get comfortable
without first being uncomfortable.

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So basically it's like a practice.

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You have to just get in there.

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You have to feel a little vulnerable.

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You have to be curious.

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You have to be open-ended
with your questions.

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You have to kind of resist assumption.

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And often when you can do
that, then that opens up the

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conversation,  and you can learn more.

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And then you are, then you
become more comfortable.

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And so it's like a very,  positive,
direction that you're going into.

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But it's not easy to do it, and you
have to be willing to be vulnerable.

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Research in the UK suggests that
while Gen Z have more liberal

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ideas than some of the preceding
generations, they are also.

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On average, less tolerant of those
who have differing views to them.

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If this is the case, what
sort of impact might Gen Z

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themselves have on work culture?

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Yeah.

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You know, this is tricky,  because
I feel like,  gen Z has so much

{{00:07:31}}
to teach us   their consciousness,
how intentional they're being,

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the language that they're
using, all of it is good and.

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And the minute you think you
know everything and that you

{{00:07:44}}
are superior, you're in trouble.

{{00:07:47}}
Right?

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That's the trap.

{{00:07:49}}
So what I talk about a lot
is like mutual respect,

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mutual adaptability, right?

{{00:07:58}}
And  like understanding that there's
a context and there's a history.

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Everybody is,  a production.

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They have grown out of
the time that they're in.

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Like none of us are separate.

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From our generation.

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Right.

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So that means that you just have to
respect the fact that people got shape.

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By a whole bunch of things, you know,
by like what was happening in their

{{00:08:24}}
world at the time, the politics, the
geography, like everything, right?

{{00:08:28}}
So if you have a certain respect
for that, then you are looking

{{00:08:33}}
for what people can,  bring
to you that is valuable.

{{00:08:37}}
And that happens on every generation.

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Ultimately it's respect
across generations.

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And  I do see a little intolerance.

{{00:08:48}}
I don't know if they're more intolerant
than other generations, but they

{{00:08:51}}
certainly are clear  very, that certain
things just can't happen anymore.

{{00:08:57}}
But that I'm grateful.

{{00:08:58}}
But I do think that we do need to
figure out how to be compassionate.

{{00:09:05}}
towards each other.

{{00:09:06}}
So like, you know, inclusion is
for life, not just for recruitment

{{00:09:09}}
and obviously HR, the driving force
behind a lot of the DNI initiatives.

{{00:09:13}}
But who else has to be on board
if a diverse and equitable work

{{00:09:16}}
culture is really gonna last through
NextGen's kind of whole work career.

{{00:09:21}}
Yeah.

{{00:09:21}}
So this is a really important
part because I feel like you've

{{00:09:26}}
gotta have this work and this
commitment happening at the very top.

{{00:09:31}}
It's usually not a problem at the
bottom, but you gotta figure out

{{00:09:35}}
how to bridge those and right in
the middle, , it's sort of like the

{{00:09:39}}
mid-manager, people manager group
that don't get enough attention so

{{00:09:47}}
that they're not quite sure like
what this means that they need to do.

{{00:09:51}}
And how do this.

{{00:09:52}}
How do, how does this compare to
the other priorities that they're

{{00:09:56}}
being asked to address or whatever.

{{00:09:58}}
And so you basically have
to have everyone on board.

{{00:10:02}}
Okay.

{{00:10:03}}
But what I will also say
is,  this is a journey.

{{00:10:09}}
It's not like gonna be like,
oh, everything is fine now.

{{00:10:12}}
Right?

{{00:10:12}}
Because what's interesting
is that there's a generation

{{00:10:15}}
coming after this generation.

{{00:10:18}}
And so it's going to be interesting
to see just how much evolution,  will

{{00:10:23}}
actually happen,  in, in the workplace.

{{00:10:26}}
And so will there be a generation
that has like a perfect workplace?

{{00:10:32}}
I don't know.

{{00:10:33}}
I don't even know what that is.

{{00:10:34}}
But what I do know is that
we can keep moving forward.

{{00:10:39}}
Incredible.

{{00:10:39}}
Well, I guess, how hopeful are you
feeling around young people and

{{00:10:43}}
you know, what they might be able
to bring to this really diverse

{{00:10:46}}
workforce that we hope continues?

{{00:10:48}}
I mean, personally, I have
benefited greatly from the newer

{{00:10:54}}
generation being part of my
life in my work, oh my goodness.

{{00:11:00}}
On my team, I have some of the most
brilliant young minds, and pretty

{{00:11:05}}
much I learn something from them
every day, so I'm very hopeful, and

{{00:11:11}}
I wanna reiterate that I think there
is a certain kind of compassion

{{00:11:16}}
that we need to bring to this work.

{{00:11:18}}
Because if we don't, if it's only
about right, then who's right

{{00:11:23}}
and who's wrong, and sort of like
this sort of binary where I can't

{{00:11:28}}
be right and you be right too.

{{00:11:30}}
Right.

{{00:11:30}}
I feel like we're not going to
ultimately get to that place where

{{00:11:36}}
we have like mutual understanding
and caring for one another.

{{00:11:41}}
And so I feel like as much as I
appreciate all the brilliance and

{{00:11:46}}
all the disruption so to speak,
that the newer generation is

{{00:11:51}}
bringing, I'm also prayer prayerful.

{{00:11:55}}
I'm praying that we also bring
the kind of love and the kind of

{{00:12:00}}
compassion that all human beings need.

{{00:12:03}}
Do you think it's possible

{{00:12:06}}
?
Amazing.

{{00:12:06}}
Well, Vernā, thank you so
much for joining today.

{{00:12:09}}
It's been an absolute pleasure
hearing your insights, and thank

{{00:12:11}}
you so much for joining us.

{{00:12:12}}
Thank you.

It's about all of those things, this
sense of belonging and therefore

Today we're talking a lot about
this kind of next gen,  coming into

the workforce,  and a lot around
sort of inclusivity and culture.

So can you tell us what is a
diverse and equitable work culture?

What does it sound like
and what does it feel like?

Yeah, so one of the things that I'm
well known for is this quote about

diversity being invited to the party,
but inclusion being asked to dance.

And now, you know, I've also
decided to think a little bit more

And when I think about it all,
it's that first of all, you have

an organization where people feel
like they are expected to be there.

They also feel reflected in the
policies and the practices and sort

of, it feels like this is a place
for me, I can see myself here.

And then the other pieces that
they feel respected, right?

That the diversity, the
equity, the inclusion, it's

And therefore, being able
to bring your very best.

or well, let's say we all
cover some things, right?

So you gotta go to work, you gotta be
professional, you can't do everything.

But to the extent that people can be
more of themselves   and less trying

to replicate an old norm,  then they
actually are free in a way to really

And again, when I think about
equity in that quote, I think about.

Right,  because if you can start
first with insights and perspectives

from a diverse group of people,
then it usually means the party

The music's gonna be good,
you know, and thoughtful.

The drinks, the food, whatever,
all that matters, you know?

As to when people like
really feel like they're

When it, when it comes to sort
of recruiting and, and especially

kind of recruiting this, this
workforce is kind of newly entering

the scene and want to see more and
more in, in different generations.

There's certainly uncertainty
and confusion around

What would you say some of
your top tips when designing a

recruitment strategy might be
to really ensure that diversity?

Is there  and, and that pr
and, and sort of, I guess, what

You know, hiring is obviously
just one important aspect.

I would even say before
that it would be outreach.

So a lot about inclusive and diverse
workforces are about going to the

groups and the places and the schools
that you haven't gone to, right.

Four schools or 10 whatever,
you know, whatever you think.

So I think first is outreach
and relationship building.

Because some folks who are
really amazing, they don't

And they or they know, but
they're not sure how to get there.

So it feels like the employee
has to come meet them, you know?

So a lot of,  employers do
fairs and, and things like that.

But I think that's
just really important.

Because there are all sorts
of ways to get connections

And,  and say to a community that
might not be thinking that you're

in that, that you wanna see them,
that they should come your way.

I would also say, you know,
look for the bias in the

Because there's all of the
studies now just based on names.

And you're just like,
are you kidding me?

So there was a whole study they
did on like la, like Latasha and

and the Emily's and the Greggs do
exceptionally better on getting

You're like screening and
then also interviewing, right?

So also really paying attention
to what questions are you asking?

Who gets what opportunity to
share what, so you're trying to

Set up and also who is on the
comittee, who's doing the interview.

So it's important to have
a diverse group of people

Next-Gen Workforce

Expert Insight

According to Vernā Myers, "Diversity is being invited to the party, inclusion is being asked to dance." It's time for businesses to get the party started and welcome Gen Z into the workplace. But who is planning the party and what kind of music will they play to ensure their entire workforce dances the night away?
Vernā Myers, VP of Inclusion Strategy at Netflix, shows us how to maximise the next-generations impact at work and how to utilise their momentum to cultivate a diverse and inclusive workplace. 

Resilience

 workforce

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Vernā Myers

VP, Inclusion Strategy

Myers explains what a diverse and equitable work culture looks like and how it can help employees contribute to the business at their optimum.

Creating a diverse and equitable work culture

Myers stresses the value of seeking talent in untraditional places and offers tips on how to promote diversity through inclusive recruiting tactics. 

Designing an inclusive recruitment strategy

As incoming recruitment classes begin to look more diverse, it doesn't mean the those changes will reflect in the boardroom as quickly. Myers discusses how senior leader's will need to approach this gap differently in order to find balance. 

Lacking boardroom diversity

How will this incoming generation of workers impact the future of work? Myers offers her predictions and discusses why compassion is key to building mutual respect across generations. 

Next-gen's impact on work culture

Inclusion strategies are for life, not just during recruitment. However, getting everyone in the business on board is a major challenge Myers says must be overcome. 

Building culture that lasts

Myers highlights the positive influence of the younger generation and emphasizes that compassion is crucial for success in D&E initiatives.