The State of Diversity & Inclusion — Insights From Toya Spencer

This article is part of Hallo’s new State of Diversity and Inclusion Series which will feature interviews with a wide range of professionals and thought leaders to learn more about the state of D&I, the progress made in 2020, and predictions on the trends that will shape 2021.

The following is an interview we recently had with Toya Spencer, Director of Diversity, Equity and Inclusion at Worthington Schools.

How would you describe the current state of diversity and inclusion in most organizations today?

While I can’t speak to most organizations, I will say that the school district wherein I serve has taken a posture of listening and making space to hear the voices of marginalized students, introspection (related to implicit biases), and action in providing training on implicit bias and culturally responsive practices and hiring a Diversity, Equity and Inclusion director in myself to lead us in this work. I would also say that while we are firmly committed to diversity, equity and inclusion, there is an acknowledgment that we have fallen short in creating safe and inclusive spaces for all of our students — and we have committed to being better and do better.

How has COVID-19 impacted diversity and inclusion initiatives?

The largest challenge brought on by COVID-19 is the limitations around social distancing which meant the majority of our professional development and training was facilitated over zoom. Given that topics such as race, racism, and implicit bias are already uncomfortable topics for most people, having those conversations over zoom were particularly challenging. It has been my experience that having these conversations in person are so much more impactful- and often leads to increased familiarity and trust among employees.

What are the most common challenges and roadblocks organizations face when it comes to implementing their diversity and inclusion initiatives?

• Leadership commitment — Are leaders supportive and leading by example in holding themselves accountable for their actions and behaviors? Are they providing the resources to their DEI leaders to create integrated, sustainable, and measurable changes throughout the organization? Are your leaders’ communications reinforcing and affirming the DEI’s leaders' messages or is the DEI leader the only one talking about the organization’s commitment?
• Perceived authenticity by employees, stakeholders, and community — In the wake of the murders of many Black Americans in 2020, many organizations rushed to make statements affirming Black Lives and condemning racism. While the gesture is noble, if there is no “visible” action and follow-up to those commitments, it is seen as insincere and inauthentic. Companies and organizations that lead with honest and reflective statements along with the transparency of their plan for more equity and inclusion, resonate the most.

What are 3–5 pieces of advice you have for organizations looking to improve the impact of their D&I strategies?

Who is leading the work is just as important as the work being done in the organization. Bring on someone who values people and understands the importance of building relationships. One of the biggest roles a DEI leader has is influencing and working through others to achieve goals and outcomes. Ensure this person has been successful in helping to create and implement a strategic plan that can be integrated and measured (in terms of impact and outcomes) throughout your organization.

What trends will shape D&I in 2021? How can organizations prepare for these changes?

There is research to suggest there is strong sentiment among business leaders that purpose-driven business is the new trend and go-forward strategy. Delivering value to Stakeholders (employees, customers, community) — and not just Shareholders is where we are headed. The Porter Novelli Executive Purpose Study (September 2020) reports 83% of business leaders to believe companies must address social justice issues by making changes internally. Additionally, 71% of leaders believe that to truly be a purpose-driven company, they must be willing to take risks to address social justice issues.