LinkedIn Diversity Report Omits Photos of Black People
Don't just say you're going to feature underrepresented minorities, actually do it !
I sat down this afternoon to read LinkedIn's newly released 2017 Diversity Talent Report. Midway through, after seeing a number of fascinating stats LinkedIn had gleaned from its massive database, I started to notice a glaring omission. For a report about diversity, there were no photos of black people. To gut check myself, I sent the report to my team at PowerToFly and they confirmed what I wasn't seeing. They also pointed out that Asian, White and Southeast Asian women seemed to be the predominant faces in the photos LinkedIn picked.
LinkedIn clearly took the time to choose diverse subjects for its images - they just didn't take enough time to check if they were leaving out American's largest racial minority - African Americans. The omission is particularly strange if you consider the great advice LinkedIn includes in the report around building inclusive environments where everyone can feel they belong. One of the action points LinkedIn suggests is to:
Highlight diverse models of successful leadership. Show women there is more than one route to the top. Point to role models and discuss how she can build on her own strengths, skills, and priorities.
This action item is rooted in research that shows how much women, especially in STEM, want to know how people who look like them are succeeding at a company.
The overall lesson here is follow LinkedIn's advice when building out content and diversity initiatives for your company - the report is a recommended read. But learn from their mistake - don't just say you're going to feature underrepresented minorities, actually do it!
So you don't have to go through the entire report, I've added all the images below.
Diversity and inclusion survey questions are tricky. To get at the information you’re looking for, they can’t be too long, too numerous, too specific, too vague, or too repetitive. You need to create that Goldilocks-style “just right” kind of survey. Diversity and inclusion survey questions also need to be rooted in a larger data collection strategy that informs why, how, and how often you survey your employees. Too often, and responses drop off. Too infrequent and your data doesn’t reflect a proper sample.
Above all, you want to get at the heart of if and how your Diversity, Equity, Inclusion, and Belonging (DEIB) efforts are having an impact. Bear in mind that every organization’s environment is unique. Today, we’ll share sample diversity survey questions that work. Remember, modifications should be made as appropriate. To make things easy, we’ve also included a diversity and inclusion survey template to power your survey efforts from start-to-finish. Ready to get started?
Diversity and inclusion engagement survey questions should begin with demographics. You want to correlate opinions with certain demographics. This provides insight about employees’ needs. Below, you’ll find basic demographic questions with response options. Consult with your organization’s Employee Resource Groups for the proper options and wording in your region of the world, and follow inclusive language best practices throughout.
1. What best describes your race or ethnic identity? Choose all that apply:
Black/African-American, African, Middle East North African, Multiracial, South Asian, East Asian, Southeast Asian, Pacific Islander, Central Asian, Latinx, Afro-Caribbean, White, decline to state, prefer to self-describe (use open field)
Your diversity questionnaire is not complete without providing space for open feedback. Allow long answer fields for the following questions, noting that all answers are optional.
41. What barriers do you face here in achieving your full potential?
42. How have you experienced exclusion in the workplace?
43. What can the organization do to improve diversity, equity, inclusion, and belonging for you?
Managers and leadership
Managers and leadership should answer the same diversity and inclusion survey questions above. They have valuable added insight about how DEIB is experienced in their roles. Add these additional questions when “manager” level is indicated in the demographics section.
Use the same 5-point Likert Scale with values such as:
44. I understand what diversity, equity, inclusion, and belonging is.
45. As a manager, I clearly understand my role within diversity, equity, inclusion, and belonging policies.
46. I have the support and resources I need to promote diversity, equity, inclusion, and belonging.
47. The recruitment process provides qualified and diverse candidates for open positions.
48. I openly discuss diversity, equity, inclusion, and belonging within my team.
Allow open-field, long-answer responses for these questions:
49. What resources or support do you need to promote diversity, equity, inclusion, and belonging on your team?
50. How have diversity, equity, inclusion, and belonging impacted your team?
Do’s, don'ts, and data analysis. Oh my!
Sending out diversity, equity, and inclusion survey questions should be a regular occurrence. To ensure future engagement with the survey, follow these best practices:
If statistics are not your strong suit, then your survey software should have some auto-generated reports and charts for you. To get the most out of your DEIB data, you should consult with someone on your business team who is responsible for data analysis. Do this before surveying when you’re structuring your DEIB survey questions as well as afterward when you’re analyzing the data.
Diversity and inclusion survey questions are not one-size-fits-all
Asking the right diversity and inclusion survey questions is all about context. There is no one-size-fits-all DEIB survey. Each organization is as unique as the people who bring it to life. While these diversity and inclusion survey questions are a good template, go the extra step to make it right for your teams. Talk to your ERGs about demographic questions. Bring your data analyst onboard to help structure the survey. Always have a strategic plan for your data, and be transparent about how results will be communicated company-wide.
An account manager is at the heart of ensuring clients are successful. Watch the video to the end to learn how to join RTB House and thrive as an account manager!
How does an account manager work? What does the role involve? Bryan Hernandez, director of account management, Pam Kazadi, senior account manager, and Michael Toledo, associate director of account management at RTB House, give you a quick intro to RTB House and walk you through a day in the life of a senior account manager. Finally, you’ll gain some insight into what they look for in candidates and how to crush the interview process.
At RTB House, the account manager is at the core of maximizing client success, perfecting ad placements, and optimizing user experiences. Learn how account managers are instrumental in maintaining the right synergy between brands and users. Discover the depth and impact of this critical position at RTB House, a global technology leader in online advertising.
The interview process for an account manager role consists of four rounds of interviews. The first round is an interview with a talent acquisition specialist. This is an opportunity for the talent acquisition specialist to vet the candidate and ask questions about their career background and work requirements. The second round allows the hiring manager/director to talk with the candidate to get a sense and feel for who they are and gauge if the client is a great fit for the role, team, and company culture. The third round involves a business challenge task. The challenge lets a candidate showcase their knowledge and abilities. If the candidate proceeds to this stage, they can present their thinking to the hiring committee. In the final round, the candidate will have an interview with the human resource business partner.
Account manager’s profile
RTB House looks for people with excellent communication and presentation skills. The account manager will manage all communication with new and existing clients and between all internal stakeholders within various departments. Account managers lead all assigned account integrations and provide a top-level onboarding experience for their clients. They must show proficiency in highly developed, analytical, and problem-solving skills to create marketing strategies to help grow their clients’ businesses and optimize the performance of their campaigns in line with goals. Lastly, relationship building is essential for an account manager to build, grow, and maintain client relationships.
Are you interested in joining RTB House? They have open positions! To learn more, click here.
Get to Know Bryan Hernandez, Pam Kazadi, and Michael Toledo
If you are interested in a career at RTB House, you can connect with Bryan, Pam, and Michael on LinkedIn. Don’t forget to mention this video!
More about RTB House
RTB House is a global company that provides state-of-the-art marketing technologies for top brands worldwide. Its proprietary ad-buying engine is the first and only in the world to be powered entirely by Deep Learning algorithms, enabling advertisers to generate outstanding results and reach their short, mid, and long-term goals.
Daniela Toia always had big aspirations for her career. But with them came self-doubt.
“At the very beginning, I was unconsciously limiting myself in what I could achieve,” Daniela shares. “While I was aspiring to have a position in functions where I could have an impact, I could not see myself leading those functions.”
Turns out, she could.
Daniela is now the vice president of regional manufacturing in Europe for AbbVie, the sixth-largest biomedical company by revenue in the world.
“It’s been a bit of a journey for me, building step by step the understanding that I could do very well in my career — and I could even push myself to do more than I ever thought was possible,” she says.
We sat down with Daniela to talk about the five strategies that helped her grow her career and how she overcame self-limiting beliefs along the way.
Perfect is the enemy of better
“At the very beginning of my career, like so many other women, I was very much convinced that I had to be super competent and prepared, and perfect as well, in everything that I was doing, at work and in my personal life,” Daniela says.
This idea of achieving perfection felt debilitating at times, and Daniela viewed certain leadership positions as unattainable.
“I could not forgive myself for not being perfect and this was limiting myself. It was this idea of: how can I be more if I’m not enough now?” she says.
Daniela started to realize that being “competent and prepared” was important, but it wasn’t everything.
“I wanted to be in control of any single detail, which becomes almost impossible when your span of responsibility grows. Actually, I learned: you need to prioritize what to focus on. And you need to acknowledge that it is more important that your team feel accountable for those details, while you work to build for their growth and their success, at work as well as in personal life.”
Being deliberate in developing yourself
Since the beginning of her career, Daniela has believed that she could work on herself, understanding her areas of improvement and being very deliberate in developing herself against those areas.
“It’s about taking small steps,” she explains. “If you have a clear understanding of where you want to go and where you are in this moment, that’s when you can work on filling the gaps that are preventing you from getting there. This helps you to grow in a very deliberate way to arrive at the next step. Then the next. And then the next.”
Vocalizing her career goals
When Daniela grew from a quality assurance position to a site director with AbbVie, she recalls the importance of being outspoken about her career intentions.
“It was clear to me that I wanted to be a site director, so I worked to make it visible to others who were in a position to help me get there,” she says. “I see other women leaders struggle to do this or feel shy in doing this. But if you are aiming to be considered for a position, the company has to know that you want to get there.”
Leaning on others
“Don’t be shy or intimidated when asking for feedback from your peers, your boss, or even the people working for you in order to understand how you can be a stronger leader,” Daniela says when reflecting on how she continued to advance in AbbVie.
“Even when I was staying in the same position, I still faced challenges,” she adds. “And meanwhile, as I was growing as a leader, I was also growing as a person. Leaning on others helped me to navigate those challenges.”
Later in her career, Daniela decided to start working with a coach — and she hasn’t stopped.
“I highly recommend this to all leaders. My coach helps me to understand myself and develop a level of self-awareness that, on one hand, helps me understand my strengths, and on the other hand, helps me to understand what areas I need to work on.”
Embracing lateral moves
Daniela’s path to leadership hasn’t always been linear — sometimes, Daniela explains, growing as a leader has meant making lateral moves.
“It’s important not to be afraid of having diverse experiences,” she says. “I had the opportunity to experience different types of jobs within AbbVie. Sometimes, these were roles that I wouldn’t have chosen as my preference, but I decided to take them. And it was great because I had the opportunity to broaden my ability to look at the business in a way I couldn’t before.”
As Daniela pushed herself to take on roles outside her comfort zone, she also developed confidence in her aptitude for learning.
“Those experiences that brought me out of my comfort zone are the ones that enabled me to grow holistically — from a professional, leadership, and personal point of view.”
The next phase in her career
Daniela enjoys reflecting on how far she’s come.
“An exercise that’s really helped me is looking behind to see the journey I’ve been on and the success I’ve achieved,” she shares. “This gives me the confidence that I really deserve to be where I am… It’s a continuous journey to get to each new role, and I’ve overcome various challenges to get to this point.”
Now, as a senior leader, Daniela is shifting her focus toward a new arena.
“I want to develop the younger generation and help those who are going to face the same challenges I did in terms of developing confidence along their own growth paths,” Daniela says. “This is very important to me, especially in the context of women leaders.”
Her favorite piece of advice? “Don’t pose a limit for yourself, and don’t allow anyone else to limit you. It’s simply a matter of willingness and taking those small steps,” she says. “You will get there.”