Sabrina Volpone, PhD ’13, is an organizational diversity expert, researching topics of diversity and identity within the context of race, gender, disability, sexual orientation and immigrant status. Since graduating from the Fox PhD program, her work has been published in peer-reviewed journals such as the Journal of Applied Psychology, Personnel Psychology, and Organizational Behavior and Human Decision Processes.
The On The Verge editorial team had the opportunity to chat with Volpone about how she got started researching the experiences of traditionally under-represented employees, how a more diverse workforce requires organizations to adapt and how they can do better.
How did you become interested in diversity and inclusion?
When I was growing up in Texas, I was not exposed to much diversity. The Dallas/Fort Worth area was very different 30+ years ago then it is now; the only people I knew were white and Christian.
My mom, who had a business degree in accounting and worked for a huge company in Texas, told me a story about how she got fired because she was getting sick at her desk too often when she was pregnant. Her company shrugged it off, saying that they assumed that once she became a mother she would be leaving her job anyway. Hearing these things opened my eyes to small-town values—taking care of your neighbors, for example—being pushed aside when stigmatizing factors were introduced.
Then, when I was working toward my degrees, both my bachelor’s from the University of North Texas and PhD in Human Resource Management from the Fox School, I wanted to do something meaningful that could speak to people’s experiences at work. The research I was seeing did not capture what was going on for women, people of color and other disenfranchised groups.
What are the differences between diversity and inclusion? How does your research incorporate both?
Diversity is more than just checking a demographic box or filling a quota. To really leverage the benefits of diversity we have to talk about inclusion, a separate, but related, topic. The difference has often been illustrated in the following quote from Verna Myers, the vice president of inclusion strategy for Netflix: “Diversity is being invited to the party, and inclusion is being asked to dance.”
In a recent research project, my team went back to basics to investigate how organizations actually define diversity. There are a host of organizations that would like to improve how they are managing diversity because they are facing lawsuits, or simply because they want to be more strategic about managing human resources. There is an increasing need for organizations to collectively rebuild and expand the way we think about these topics.
For example, we looked at the way a few Fortune 500 firms were defining diversity and found that only 38 percent had established definitions on their websites. A large number of those who did listed standard descriptors typically found on HR hiring paperwork that are based on Equal Employment Opportunity (EEO) laws, stating that the company does not discriminate based on age, sex, race, etc. Other companies take a different approach, however, and use language that extends beyond “legal” terminology.
In my work, I am trying to illustrate that diversity and inclusion must work hand-in-hand. The diversity element establishes the organizational environment and the legal mandates required by law. Inclusion facilitates a climate where employees feel valued and included as a result of their unique characteristics. This is important because, as some of my other research shows, leveraging diversity in this way can result in financial gains. We found that one small change in a diversity definition can relate to more than $2 billion in current profits and more than $1 billion in profit growth. Thus, being inclusive when defining diversity results in increased financial outcomes for companies.
How does inclusion impact companies?
To explore the importance of inclusive policies and procedures in the workplace, I was part of a research team that examined the experiences of breastfeeding women in the workforce. We interviewed women in the morning, afternoon and night to see how the quality of their breastfeeding space throughout the day improved work outcomes. The data and quotes from the women illustrated a powerful point: the legal definition of what must be provided (a space to pump that is not a bathroom and is shielded from view) will not make a satisfied, productive employee. When companies provided more than the bare minimum for breastfeeding mothers, we noticed an increase in their work goal progress and their breastfeeding goal progress while also seeing improvements in their work-family balance satisfaction.
How does a more diverse workforce and consumer base require organizations to adapt? How are businesses innovating around majority-minorities, women, people with disabilities, millennials, and other demographics?
Some companies are not, and their workplace cultures and even financials are seeing the impact of that. Many organizations that are not evolving along with their workforce may cease to exist in 10 to 20 years because of their inability to strategically manage their human resources in a way that captures the diversity of their employees.
For example, in a paper that my coauthors and I recently published, we looked at the hiring process for people with concealable stigmas. Specifically, we examined the relationship between applicants disclosing their hearing disability during the interview process and whether or not they received a job offer. Changing our policies and procedures throughout each human resource function to be inclusive of employees with non-visible disabilities is an example of adapting from systems that, historically, have been focused on accommodating employees with visible physical disabilities.
But those who are thinking about the lived experiences of employees, they create policies and procedures that capture that. They are also being strategic through all of their human resources functions—processes like hiring, training and promotions—and are threading the importance of diversity and inclusion practices through all the ways they do business. Executives are making sure that employees are being heard and taken care of. In order for companies to survive, these considerations will become a requirement.
This article is a sneak peek of the next issue of On The Verge, the Fox School’s flagship research magazine. For more stories, visit www.fox.temple.edu/ontheverge.