In October, members of Congress emailed a letter to leaders of the Fortune 1000 urging them to keep their diversity, equity and inclusion (DEI) programs. The move followed multiple companies’ recent decisions to end or reduce these initiatives.
These announcements came from various manufacturers, including Ford, John Deere and Harley-Davidson, as well as retailers, such as Lowe’s and Walmart.
In this Q&A, Karla Trotman, the president and CEO of electronics manufacturer Electro Soft, emphasized the importance of viewing DEI initiatives as a tool, not a weapon, that can contribute to a company’s success. Trotman also cautioned that companies with a homogeneous workforce will struggle to adapt to today’s diverse world.
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Nolan Beilstein (NB): How would you explain the importance of DEI in manufacturing to people who criticize it?
Karla Trotman (KT): I believe that any and all solid belief systems should be examined, dissected and discussed. Critical thinking is an important part of both the human experience and operational excellence.
That being said, let’s discuss the most critical argument surrounding DEI: that it “takes jobs away from qualified individuals.” These jobs are then awarded, not earned, to “those who are less qualified because of the need to check some arbitrary sex, race, ethnicity or other demographic box.” While there is no data supporting these statements, they are part of the consistent argument against DEI.
Companies with a homogeneous workforce/management team/board filled with individuals of similar education, background and experience will have a difficult time flexing into the multiethnic, multi-sex and multi-abled world in which we live. Companies filled with individuals from the same demographic that do not reflect the world they desire to serve send a message.
The question becomes, what do you want that message to say?
Companies should start by looking to enhance their workforce with qualified people with unique lived experiences. Formally incarcerated individuals have institutional knowledge of structure and organization. Differently abled persons consistently have to think outside the box to adjust to a world not designed for them. Women have been forced to conform to various societal roles yet have the ability to meticulously and successfully execute, wearing many hats spanning both work and home.
So, instead of a weapon, DEI should be seen as a tool that leads companies toward a successful future with plenty of employment opportunities.
NB: How can employers effectively attract a diverse workforce without making it seem like they are just “checking a box?”
KT: Some of the best candidates aren’t going to come from a job posting. You will have to cast a wider net. Start by building relationships across various organizations and communities. Share your desire to create a more inclusive workforce that is inviting to people from different backgrounds.
Then, actually create that environment. That is where many companies fail. They treat the process as if they are merely checking a box instead of wanting to enhance the company.
NB: What advice would you give to manufacturers who are hesitant to adopt initiatives that address diversity due to concerns about backlash?
KT: Prioritizing diversity is a culture shift. It requires a change in mindset. There are scores of companies that tout DEI initiatives but do nothing to create a culture that allows it to thrive. I believe there is more impact in action.
There is no need to wave a giant flag around to advertise intent, just be intentional. Just as one would seek three bids for a project, be intentional about expanding your candidate pool. Make it standard practice to draw from a variety of qualified individuals. Utilize behavior and panel interview techniques to try and flush out the interviewer’s unconscious bias. Create a strong onboarding process to make sure that the first 90-days are meaningful to the new hires. Measure employee satisfaction and make changes where there are deficits.
These actions aren’t simply for the sake of diversity, they are to draw out stronger future employees.
As for backlash, if implemented properly, the cultural shift will become an enhancement that cannot be denied.
NB: It seems that younger generations (Gen Z, Gen Alpha) value diversity more than any generation before them? Why do you think that is?
KT: Younger generations have benefitted from technology and borderless connectivity, allowing them to grow up with a very inclusive and tolerant mindset.
They play video games with people from multiple demographics across the world. They spend hours on social media applications, staring at a cast of global content creators. Their social circles are unlimited and unweighted by the old and tired tropes of the past.
As digital natives, they are large information consumers, which has allowed them to have a more worldly view. We should all be listening to them for advice on the workplace of the future.
NB: How has your company, Electro Soft, found success in promoting diversity?
KT: We have always had at least four generations, four different languages and 50% women under our roof. We value everyone’s opinions and seek suggestions from all.
We don’t do performative displays of diversity like having Potluck Day or celebrating unique holidays; rather, everyone can come to work as their full and natural selves without the fear or stress of trying to fit in.
When people can be themselves, they bring a different energy level to work and always give their best.
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Karla Trotman, president and CEO of Electro Soft, Inc.Electro Soft, Inc.